Category: Human Resources

Consulting, Human Resources, Leadership

You Have Employment Options

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While companies search to hire exemplary employees, when they get them they don’t always support them in the way the employee needs. Employees seeking to reach exemplary status at work must make significant long-term sacrifices to be recognized for their achievement. These sacrifices are at the ongoing detriment to their personal lives. Is being an employee and the sacrifice worth it? 

I can not answer that for you. This is a personal decision. You must weigh the pros and cons of your personal and professional values, need for boundaries, balance, and support to reach your own decision. I can share that reaching exemplary status at any company is hard to achieve and may not be what you imagine when you reach your destination. 

Parents, caregivers, grief and trauma survivors, those with health ailments, and many others struggle balancing personal and work responsibilities. When your personal and work responsibilities start to become too much or can become a conflict, your performance at work suffers. Personal and work stress is normal. When you add personal and work trauma, the overwhelming feeling becomes unbearable. Seek counsel, therapy, and support from professionals and other who are in or have been in a similar situation. It does help manage the stress. 

I encourage you to talk with your supervisor about your personal responsibilities and how they are conflicting with work. I would not recommend that you talk to HR first or at all. A supervisor or company that values its employees will attempt to give you grace or help you with resources to better balance your personal responsibilities. Companies that focus solely on your performance issues knowing your personal responsibilities do not value their employees. It will be evident when they do not give you much or any grace. When HR gets involved, you can be assured they are beginning to move you toward the exit. 

Regardless of your status, be mindful of your personal time off (PTO) and FMLA availability. I always encourage people to bank as much PTO time as possible so that when family emergencies arise you have leave available so you have the time to focus on your family responsibilities away from work. When you are out of PTO time, you might want to think about whether this is the time to focus on your personal over professional goals. You might want to contemplate how to move forward with your company especially if they’re not giving you grace. Consider carefully how you ask for and use FMLA. 

You’re probably asking what other alternative exists outside of employment. There are different types of employment statuses that will help you enforce boundaries between personal and work responsibilities. There are temp and temp-to-hire positions that allow you to feel out company culture prior to taking on all employee responsibilities. Another option is contract work such as day labor, seasonal employment, and consulting opportunities with companies who prefer an outsourced model to an employee model. These opportunities may be part-time or full-time. Some pay at a hire rate and allow you more flexibility with your personal commitments. 

There are positives and negatives with any work tenure. The work may not provide you any PTO leave or employee benefits. You may have to find and pay for your own employee benefits through the marketplace. When you are sick and miss work, you will not be paid so you will need to plan financially. However, opportunities with higher pay can offset the costs for sick days and health benefit costs. You may be able to negotiate health premiums costs in your contract work. 

A sustainable long-term work commitment is hard especially as you age. While still an option, the current employment trend no longer sustains longevity with one company. Longevity  in sectors or with subject matter leverages you as an expert and a seasoned professional. Achieving sector or subject matter expertise may be a more achievable goal given your personal responsibilities and available resources. 

Whichever path is right for you, go forward with open eyes and heart. Consider all opportunities presented to you. Experiment to find what works best for you and your career path. You may not be able to control what’s next, but you can be strategic in your next move. 

If you need additional guidance or support in your journey, contact us at Pensivetastic. Let’s collaborate to define your path forward. We’ll help you get there.

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Consulting, Human Resources, Leadership

It’s Time to Make Space

Making space

It's time to make space for something new. That is easier said than done. How and when to make space seems like a mystery. There is a belief that you make your destiny. One should pursue goals and proactively seek the next opportunity. What happens when, despite your openness and networking, nothing new comes? Waiting can be like a prison sentence. Watching others around you achieve success while you remain idle or stuck carves away at your soul. I read an article that said sometimes you need to quit what you’re doing to make space for something new. 

Making space for something new means being open to new possibilities. You never know when something new might come. While walking away might be the solution, it can be trauma-inducing. For many, walking away is entangled in fear-based tropes like “waking away is giving up”, “giving up is failure”, “quitting is not an option”, and “I’ve worked too hard to walk away”. These seemingly benign statements are not. It is self-sabotage meant to keep you in your current station. Taking a risk on a major life change without a plan or safety net is not recommended. However, if it affects your physical or mental health, consider changing before it's too late. Also, if those around you express concern, listen to them honestly and consider their concern a warning.   

The COVID pandemic changed the world. The events leading up to and during the pandemic affected me. As the pandemic ended, the world returned to the past, but there was a rift. We’re divided politically, about returning to the workplace, and our needs and ideas for supporting each other. We’re all caught in this rift. There are a few solutions, but doing what we used to do is not good enough. 

Like many, I have been changed. My perspective shifted both personally and professionally. How I view the world has altered, my priorities redirected, and I’m more intentional about my career. My soul was screaming for change and demanded something new. Therefore, I made a life change with a plan and without having a safety net. 

I had been trying to control my destiny for some time, but my attempts to design a path with a safety net never materialized. A friend even took me to a psychic for answers. Nothing materialized in all my grasping for answers, no matter who I talked to or the opportunities I explored. When I took the risk and quit to make space for something new, the universe revealed its plan. Space opened and a path appeared. My phone started ringing with opportunity. It was scary. 

I’ve written other blog posts about ego versus intuition before. When you minimize your ego and are self-aware enough, your intuition has the space to be your cardinal north. If your intuition begs for change, follow your gut, and take the risk. There is a life lesson for you around the corner. The change was placed in your path and meant for you to walk into it. Be brave and move on. The risk is not knowing, but that is part of the lesson. You are worth the risk. It is an investment in yourself. Respect the reverence of your past as you walk into your future. Become the authentic you. Find time to make space for something new.    

If you need additional guidance or support, contact us at Pensivetastic. Let’s collaborate to define your path forward. We’ll help you get there.

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Consulting, Human Resources, Leadership

End the Ego Jousting

Being Challenged

It's time to put an end to the ego jousting. Everyone has been challenged and challenged by someone else in their life. Children do it all the time, starting at two years old. They challenge the world around them and push their environment to learn their relationships and boundaries better. It is part of who we are as humans. As you grow older, your ego starts to lead in this area as a way to find and carve your path forward. Being challenged and challenging others is a great learning tool when done healthily. When not in a healthy and safe environment, it can trigger trauma effects and push people away. 

Your ego is part of your neuro-physiological system. It helps protect your self-image and self-worth while creating your self-concept. When your ego can get in the way, your concern for yourself overrides the reality of what may be happening. Your ego creates a distorted sense of reality or perception. You may have been part of a conversation where someone believes one thing while the reality or everyone else heard something different. When this happens, it is your ego trying to take control of the situation and protect your self-worth or self-time. That can be good. When this happens more frequently than not, this is not a good or healthy situation. When our ego leads, it erodes work success, relationships, and general happiness. 

Being challenged is the harder of these two examples. When done inappropriately, I call this ego jousting. Often, it’s two egos fighting for dominance until someone is finally beaten down. It is done to make one person feel superior to another. It always seems personal even in a professional setting. I usually see this when someone exudes their control and demands to be right. It comes across as a novice leadership skill due to its perception as petulant behavior. In its simplest form, it is a lack of communication and understanding. The goal is to communicate better and arrive at an understanding. 

When being challenged, first do your deep breathing and not react negatively, even if that is the other person's behavior. Two people cannot ego joust if only one ego is willing to play. As a leader, your role is to diffuse the situation. Next, ask open-ended questions like “Can you tell me more?” or “Can you provide me more context?” Open-ended questions begin to diffuse the situation.

Keep asking open-ended questions until you feel the temperature lower and a healthy dialogue can continue. If this doesn’t happen, you may be asked or need to ask, “Why?”. Articulating your why and then asking it back may scare the horse of the ego jouster. They may start another attack run. That’s ok - stand your ground. They might say, “Why do you need to know that?” or “Why does that matter?” or “What do you mean by Why?”. You can find common ground in answers to the why. 

Calmly let them know you are trying to understand them better. Once they rattle off an answer, probe some more. After several answer attempts, you may hear something that resonates with you or help you better understand the situation. Parrot back what you heard them say. “Thank you. I want to make sure I understand. What I hear you say was…?” You will either get an ah-ha moment or they will say that’s not what they said. If it’s the latter, simply find a moment to interject what they said to you again. “Do you realize you just said the following…? Was that your intent?” These questions start to slow the conversation. If the other person still insists on an ego joust, you may have to agree to disagree and move on. If it doesn't, it sounds like someone needs space away from the table to calm down and reflect on the conversation. End the conversation and agree to pick it up later. 

Challenging others has a similar dynamic. It takes patience and care for the giver to establish a healthy conversation. When done in an authentic, curious, judgment-free way, the receiver is a willing participant in the conversation. When the dynamic shifts, the receiver feels judged, unsafe, and may shut down. It stops learning or growth for everyone.  

Being challenged and challenging others can be a great learning tool for adults. When challenged appropriately and safely, growth happens, new skill emerges, and experience is gained fondly by the receiver. It opens the eyes of the person on the receiving end to new possibilities. When used inappropriately, growth doesn’t happen. The receiver feels smaller, unsuccessful, and only learns that the giver is not supportive. When an adult is unsupported, growth happens slowly, if at all. 

If you are still struggling or need additional guidance with your business, contact us at Pensivetastic. Let’s collaborate to define your path forward. We’ll help you get there. 

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Consulting, Culture, Human Resources, Leadership

Pros & Cons of Feedback

Feedback Bubbles

Politician Frank A. Clark declared, “Criticism, like rain, should be gentle enough to nourish a man’s growth without destroying his roots.” What is relatable about Franks's quote is why many struggle with feedback. While Feedback is fickle for many, it is recognized as an important tool for growth. How can feedback nourish growth without buckling the foundation growth is built upon? Let's discuss the pros and cons of feedback. 

Feedback is the formal or informal information exchange regarding performance, skills, or teamwork. Formal meaning as a company-sponsored performance review. Informal means during an unstructured conversation or after an event where performance, skills, or teamwork was not perceived as excellent. Its official dictionary definition, related to psychology, is the “knowledge of the results of any behavior, considered as influencing or modifying further performance.” Feedback is a tool to help someone move from one stage of understanding and skill to another. When done right, feedback can be a pleasant and welcome experience. The challenge is that feedback alone can not move the needle. It must be accompanied by knowledge, skill, and aptitude tools to move the improvement needle. When done effectively, feedback improves workplace communication and performance. Leaders will express that feedback is a necessary part of the growth process. Impactful growth comes from effective feedback, commitment to improvement, and appropriate development opportunities. 

Employers believe they must immediately provide feedback. Often reflection can be its own teacher. Negative feedback rarely achieves growth. Psychologists say that people will only hear negative feedback in a conversation regardless of the positive provided. Carl Jung, the Swiss Psychiatrist and Psychoanalyst, said, “Knowledge rests not upon truth alone, but upon error also.” Employee wants truth, but not at the expense or threat of their mental health or job tenure. According to Buddha, the South Asian Religious Leader and Teacher, “Whatever words we utter should be chosen with care for people will hear them and be influenced by them for good or ill.” Here is a case where words matter. It underscores how you approach the conversation also makes a strong impact. Why do employees feel that feedback is bad? 

A challenge arises when feedback and advice are included in the same conversation. If you look at the definitions for advice and feedback, they are different. Feedback is “a reaction or response to a process or activity.” while advice is “an opinion or recommendation offered as a guide to action, conduct, etc.” When feedback and advice are married into the same conversation, it confuses both parties and makes the receiver feel more vulnerable. The conversation leans more personal instead of objective. When it feels more objective, it provides more opportunities for reflection. 

I have participated in the giving and receiving end of solicited and unsolicited feedback at work. Whether delivered intentionally or haphazardly, feedback is rarely received well when unsolicited, not asked for, given, or done voluntarily. Unsolicited feedback within the performance review structure is stressful, awkward, and unsatisfying. Heavily negative feedback is perceived as critical and accusatory. Even if the conversation was solution-oriented, it was mostly one party providing possible solutions, making the conversations weighted and uneven. Where the conversation was overtly positive, it felt insubstantial. Each party felt cheated with nothing tangible or new to work towards — the good news resulted in a nothing experience. 

Employee development will be more successful if feedback is solicited instead of unsolicited in the work environment. Employers should permit and find opportunities for employees to request solicited feedback as they need or want it. There has to be a better way to provide and structure feedback where both parties find it a rewarding experience. 

Contact Pensivetastic today to discuss and collaborate on a path forward for your company. Supporting you is what we do. We’re here to help you get where you want to go.

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Business Support, Consulting, Culture, Human Resources, Leadership

Future of Employee Support

Feedback Hands

My continuous conversations with colleagues and friends expressing their discontent with company culture and employee support are increasing. From major corporations to small nonprofits, employees struggle with workload, work stress, being overwhelmed, underappreciated, feeling burned out, and lacking daily support. These dedicated employees are struggling with the words to describe how they feel and what they need. They all agree they need to feel more supported as an employee. What’s the answer - they have no idea!

Something shifted during the COVID pandemic. Both companies and employees have changed, but they are not on the same page. Some call it a mental health crisis. I believe it is more than that! Employee needs have exponentially evolved. Employees need more grace, patience, freedom, and space to do their jobs holistically. Employees are voicing their struggles, but companies are not listening, and those who are listening do not have the right resources to help. To recruit and retain employees, companies must support employees daily in all aspects of their life. Whole jobs need whole people. Valued and happy employees are productive employees. Culture and value are not solved with free lunch once a month or the random “Atta Boy!”. 

Employees do need support every day, but different support every day. Companies historically have tasked this to Human Resources or the People and Culture department. Unfortunately, Human Resources or the People and Culture department fails to provide holistic employee support. It is not their fault. The model for HR was designed in the 1700s as a pro-business model to increase employee productivity. The model never factored in employee wellness and culture needs. The model needs to be improved. 

Employees' needs have significantly changed and are more complex than ever. There is a chasm between what companies provide and what employees need. This chasm is where expectations, good intentions, hope, resources, referral, and follow-up fall into. It’s a deep well of misunderstanding and missed opportunities. As previously discussed in our blog article “HR and Culture”, HR should not be the gatekeeper for culture.  Managing culture is everyone's responsibility, but it does need to be stoked like a fire. It is more complex than only focusing on diversity, equity, inclusion, and accessibility. The work is hard to repair and get right. 

I propose a radical shift in how we perceive and allocate resources to support employees. HR has a critical role, but can not be the lone support. HR should be one of several sources in a company to provide employee support. There needs to be more than one department to support employees. These new departments must be equipped to offer the necessary resources required to effectively and wholly support employees. HR has a role to play and we need to let them play it well rather than continue to add to their responsibilities. New departments must be developed to improve retention, culture, and wellness outside HR. These departments should not be allowed to take punitive action against employees - that is the opposite of support. When employees struggle, they should be acknowledged, respected, and lifted up with the support they need. Listen to the employee as they express their situation and needs then wrap compassion, empath, and resources around them. 

As industries and employee change, rarely at the same rate, employee support will shift to meet the demands of the change model. This shift is a large commitment to research, implement, experiment, and evaluate what works for all employees. Some companies are experimenting and finding moderate success. Once you find what works best for your employees, the next shift will begin, and you will need to revisit your support model. It is a living, ever-evolving, and collaborative model. Small companies will need help achieving the long list of employee support needs and this level of engagement. Even small businesses need to think about employee support outside the bounds of human resources. 

We would love to hear from you about your needs for support at work or how your company is evolving its employee support. Contact Pensivetastic today to discuss and collaborate on how we can support you while you do what you do best. We’re here to help you get where you want to go. 

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Culture, Human Resources, Leadership

HR & Company Culture

Source: marekuliasz / shutterstock

If you have not read the blog article “Words matter, but…”, I recommend you stop and read it first. You might also be interested in the “Because I’m the…” blog article. This article on HR and Company Culture is a companion piece to that article.

Leaders frequently express their opinions about the relevance and effectiveness of Human Resources (HR) departments. Whether filling open positions, onboarding new employees, coordinating and providing information on employee benefits, or monitoring company policies, HR plays a vital role for many companies. These activities are central to the success and growth of any company. That is not a debate as part of today’s article. Today, we will discuss the growing debate about the efficacy of HR in supporting employees and company culture.

Crucial Learning published the results of a study they conducted in April 2022. Amongst its many finding, the study discovered that when employees have concerns, they prefer to turn to anyone else rather than talk with the HR department. Only 9 percent of respondents believed their HR leader would proactively advocate on their behalf, while another 37 percent believed HR is more concerned with advocating for the organization. These respondents stated they were hesitant to speak with HR about sensitive issues. If HR departments are effective, why are employees not using them entirely? We are seeing more significant shifts in how employees need support. These shifts are widening the chasm of change required in the HR model. HR no longer meets employee needs and is a disservice to company culture. HR departments fail to define, manage, and cultivate company culture. In fact, the current HR model is where culture dies. 

Each company pays for HR employees to manage HR activities, protect the company from employees, and protect the company's written values and culture, not employees' wishes. When push comes to shove, HR is paid to always side with the company. When enough employees feel the weight of HR, they feel the isolation and defeat by the company. They learn that HR provides information, but lacks employee advocacy and support. This is when employees consider leaving the company. 

If HR does not represent the employee, why does a company’s culture need a gatekeeper? Company culture is more than just the role of HR staff. It is everyone's role to define it, keep it alive, and grow it. Hopefully, we can agree to that! Company culture should be defined by all employees, not just those at the top. Why is the current model failing? Let’s understand the history of HR. 

The HR concept started in the mid-1700s. HR is the strategic approach to effective and efficient people management in a company. Its purpose is to help a company gain a competitive advantage over its competitors. In service of an employer's strategic objectives, it strives to improve job efficiency. Nothing in the definition above says that it was designed to make employees safe, protected, feel like they belong, or are financially successful. The model of HR was built on a company-centric model. It was designed to expand its influence over employees and maximize employee performance, making the company more profitable. 

Workplaces can be employee friendly, but can rarely be employee-centric. One lasting example of the HR department's ineffectiveness is the ongoing struggle against discrimination in the workplace. From age, gender, and racial disparities in hiring and pay to sexual discrimination in the workplace, company-sponsored HR departments protect their brand reputation, not employees. The concept of HR was designed to help companies maximize profits. Companies will never make employees feel like a family or make work a fun and productive environment. As the HR concept gained traction, the earliest authenticated and recorded labor strike in the United States happened in Philadelphia in 1786. Philadelphia printers went on strike and achieved a minimum wage increase to $6 weekly. Not long after, in ​​1792, the first local craft union was formed for collective bargaining by Philadelphia shoemakers. This started the labor union movement. 

A labor union is an organization of workers to empower employees to ensure a fair and equal return for provided labor. Although the first union was formed in 1792, it was not until 1935 that unions were officially established into law. The National Labor Relations Act was passed by the 74th United States Congress and signed into law by President Franklin D. Roosevelt in 1935. It still is the foundation of United States labor laws today. These laws guarantee the right of private sector employees to organize into labor unions, engage in collective bargaining, and take collective action such as strikes.

Unions protect employers against an employer. They have historically been responsible for attaining better wages and benefits, improving working conditions, improving safety standards, establishing complaint procedures, developing rules governing the status of employees, and protecting and increasing workers' bargaining power. Employees safeguard their interests against retaliation by employers. In September 2011, an archeological investigation found evidence of a shipyard constructed during the reign of Trajan (98 – 117 AD), indicating the existence of a shipbuilders guild. 

Similar to the discussion about HR departments, there is a debate for either side of the labor union argument. Labor unions are pro-employee, while HR is pro-business. If you believe neither is the solution, what is the evolution of employee support? 

Neither HR departments nor labor unions can establish or control company culture. Culture is created organically. Like a myth, culture has to be believed in and supported to be effective. Creating unity and compromise between words and actions that are inclusive of all parties is hard work. What can your company do when the culture is misaligned? 

  • Create a Safe Space - Set the stage by creating a safe space to move the company culture in a healthier and more supportive direction. Allow all voices to sing without retaliation. Learn more about creating workspaces that protect psychological safety. 

 

  • Allow for Honest Discussion - Engage your employees in an open and honest discussion about the perceptions and contradictions of your company culture. Listen openly, be available to all issues put forward, take notes, show gratitude to issues raised during the discussion, and do not make any promises. 

 

  • Collaborative Internal Research - Deep dive into employee perceptions of your culture. Continue the conversations - have a series of healthy discourses to understand better the conflicts encountered. Create a written and anonymous survey of employees, board, and volunteers. Make sure you are getting different perspectives to understand everyone's impact better. Take all comments as the truth, then find opportunities for change. 

 

  • Gather Your Data - Gather all the results from the discussion and the written survey into one report. Where changes have the results highlighted? Do you need more data? Repeat these steps above if you need more clarity. 

 

  • Analyze the results - What are the survey results (data) saying about what employees see as a misalignment? From this feedback, how do you see misalignment between your culture, values, and mission? Your values may need a refresh. Employees should be more involved in crafting your company values and cultural norms and with less input from your board or c-suite. Employees breathe life into culture daily – not your board of directors. 

 

  • Develop a plan - Focus on finding more alignment between your written documents and your daily actions. What do you do that is healthy and not part of your values or policies? You should include them in your next update. What are you doing that is the opposite of your written policies? Change your written policies. The draft and final plans should include a timeline and budget. This is not a one-time plan, but a living document. 

 

  • Get More Feedback - Discuss your draft action plan with employees, the board, and volunteers. Ensure all misalignment opportunities have been identified and addressed before implementing your final plan. 

 

  • Foster Buy-In - Once the plan is finalized and approved by your board of directors, get buy-in from your employees before implementation. Dialogue on collectively moving the plan forward in a healthy direction where everyone is involved. 

 

  • Train to Your New Model - Train all staff on your collective decisions and how to foster healthy dialogue to keep each connected and other accountable. 

What about accountability? Culture and accountability are everyone’s responsibility. Healthy accountability is a growing experience for everyone. Accountability, for the sake of accountability, is unhealthy. HR is not solely responsible for accountability or culture. Both should have their independence. Consider establishing an independent commission or committee of elected employees, board members, and volunteers who will monitor the final plan's implementation quarterly, evaluate its progress, and identify new misalignments to improve future plans. I would consider not including the CEO or HR in this group, but maybe it should be led by the Board of Directors or an impartial consultant.

There is much to consider when deciding how to shape your company’s culture. The most significant consideration in creating employee safety and support is redefining your company culture. Companies like Google, Apple, and META have done the work to develop and maintain a healthy culture. Still, in this changing climate, they are struggling significantly to keep up with the changing needs of employees. Culture is a long-term impact project and does not have many short-term gains. A company can lower attrition, attract future employees, and grow its business if cultural changes are done correctly. 

Contact Pensivetastic today to discuss a path forward for your company. We’ll help you get there.  

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