One Minute HR Consultant

This week, we watched as major Fortune 500 companies slashed their workforces drastically across the board.  Sprint, Microsoft, and Home Depot to name a few of the more famous of these companies were forced to shake-up the lives of thousands of employees within the first two working days of the last week in the New Year!

Watching Microsoft slash its workforce and GE profits plummet 46%, we knew the news on employment stability was going to get worse.  But the question we should ask ourselves as Human Resource professionals – with many of us double-hatted as public relations-public affairs/strategic communications professionals – is where would you be in executing (or assisting) your organizational public relation efforts if news was about to break about massive layoffs.

One thing is certain: Many employers (not accusing any named in this article) missed the chance to keep their brand equity intact.

We know that it’s not just about layoffs – Americans know we are in rough economic times.  It’s about the response to the layoffs.  It’s about the restructuring plan that is being talked about at the water cooler.  It’s about the leak of a possible right-sizing effort.  In all this, it’s about employee emotions, perceptions, and anxiety.  Most of us know the value of brand equity.  The Home Depot was in the midst of putting the focus back on the customer after years of corporate mismanagement and strategic dis-alignment only to have the media shape the message, perception, and story.  Sprint was in the midst of trying to shore up its perceived or actual reputation for less than stellar customer service.

It is possible that all those efforts were for naught because of late (or no) response or lack of a proactive response. So my question to you as HR professionals is “What are you and your organization doing during these challenging times – even if your specific organization or industry appears to be safe – to communicate to your employees/stakeholders?  Here are five tips that you can utilize today in plain, executable language!

1) Determine what actions are taking place in your company in which you need information to help you craft or refine your organizational response plan.  For example, are there product-service meetings in which your presence seemed unnecessary or you were filled in on the back-end?  You may want to evaluate your role and presence in such meetings, briefings, off-sites, etc. if there are indications that the workforce may be impacted.

2) Review your current public relations-public response plan to ensure that you are ready to respond (for better or worse) on any matters that may impact the organizational workforce.  Don’t wait for the news “to hit the wire,” before your determine that a critical organization was missing, or that stakeholders need to be updated.  At the writing of this post, Edward Jones, Google, and Cisco were just a few EOC companies that ensured that they shaped their workforce news – acknowledging that good news is easier to deliver.

3) Communicate aggressively with senior leadership, peers, and business partners.  This is one of the most critical areas that I urge my fellow professionals to follow.  Discuss the possibilities of crafting an emergency-urgent response.  Do a mock-exercise to ensure the response plan works.  Work with line managers, senior leadership, and external business partners if there are horizontal supply chain relationships that may impact your organizational workforce.  Communicate – Communicate – Communicate!

4) Speak with your employees consistently.  I can think of few organizations and individuals that are not impacted by our current economic challenges.  Any news on the impact to your organization and collecting employee feedback based upon the overarching response plan of the workforce is better than no plan at all.  Don’t think that your employees assume the best (or worst).  Get out in front of your organizational strategic communications and let your employees-workforce know just how they will or will not be impacted.  Communicate (or propose) to communicate regularly as situations-events warrant.

5) Build partnerships with public relations and ensure that external and internal communications are coherent and uniformed.  If you and your team are responsible for your organization’s communications ensure you update and revise as necessary.  And least be said, ensure that you build the response plan with senior leadership/line management engaged and providing input as appropriate.

The bottom-line is this: Employee anxiety is high.  The anxiety in some sectors or industries is of course higher than others; however, most are “feeling the pinch.”  Your employees, if not witnessing it first hand, likely know someone that is being impacted.  That person may be an immediate family member or it can be a good friend.  In the end, we serve our roles well when we recognize this fact.  We serve our organization well if we play the critical part in protecting organizational brand equity.  And finally, We serve our internal and external customers well, by being prepared.  Better that our organization (with HR at the forefront) give the news rather than the media interpret the news as they see fit.

Protecting your organizational brand is important, and one of our many important roles within an organization.  Forthright and ethical communication allows our organizations to control the message and let the organizational workforce and key stakeholders maintain a level of trust that is critical during these unique times.

In the midst of a crazy and eventful day, I reflected on my Grandmother and her lessons of life.  My reflection was brought upon by the fact that she is coming toward the end of a long and eventful existence on this earth, and assuming I out live her (she is a fighter and very strong), I am gong to miss her.  But my feelings are not of sadness, but more of gratitude and thanks for I am fortunate to have had such a wonderful lady in my life.

In reflecting, I thought about some of her advice to me while growing up and it’s applicable to all HR professionals (my opinion).  Here it goes (Note: My Grandmother grew up in the country.  Her advice is based on lessons handed down.  Her quotes below are not edited for grammar – but presented as exactly as she said them to me – ain’t that nice):

*”Whenever you deal with a person, let them know what you are thinking!”: How many times are we reminded that feedback is important throughout an organization as well as on a professional-personal level.  Rather undertaken a change management initiative, or communicating to one of our employees – don’t leave people guessing about where they stand.  Be honest, truthful, and professional when providing feedback during a performance appraisal review.  Ensure that the organization knows how HR measures up against strategic goals and your developed metrics-measures; communicate the reasons why the organization is undertaking the IT/HCM initiative, and relay the actions being taken to help reduce workplace mishaps.

*If you have an obligation – meet your obligation.  If you can’t, tell em’ why, and say when you can!”  As HR/business professionals, no one is immune from having competing tasks.  But there is a problem among some HR/business professionals that management will somehow figure it out.  Or there is that person waiting to find out the details of a benefit waiting on your advice and expertise, so they can make an important decision.  If you’re lucky, you can get buy with an explanation.  That’s if you’re lucky.  The bottom-line: If you have competing priorities that will force you to delay a prior commitment/obligation, don’t assume that someone can read your mind.

*”Sometimes you get what you pay for.  Sometimes you get more and there will be times you get less!“  This is one of her axioms that I think about often.  How many occasions have we selected or recommended a vendor with the utmost confidence that they will deliver only to fall short of project-program requirements – one instance happened just recently in an organization that I am very familiar with.  This particular vendor promised the world, drew up a compelling RFP, was awarded the bid – just to fall short.  The result: The approval for the replacement vendor moved up to the next level in this organization.  Losing the confidence of senior leadership doesn’t have to happen, if you ethically and accurately communicate on what you can deliver and meet the specifications (exceed if possible) of your client.

*You can’t force the fit -umph, don’t even try!“  Undoubtedly true and one of my favorites.  This applies to so many areas, but one area that stands out is in our recruiting/job analysis-staffing roles.  Rather you are using a competency based or traditional job analysis – another post on that all together – we lead our organizations in this process because we are there to ensure that when it comes to staff-placing a person to the requirement that the “right fit” at the “right price” at the “right time” applies in practice.  This mindset in which we enter this important function is known by most HR professionals that have been around a while; however, in execution, we are often spend too much time thinking trying to fit a “square peg into a round hole.”  Then there are the department/organizational transfers that we try to force, only to set-up the prospective incumbent in our organizations up for failure (or at a minimum disappointment).  Having conducted many job-analysis in my professional career, we undertake this arduous and sometimes complicated process, as an example, to increases our chances of ensuring the right fit.  In essence, we are tasked to ensure HR processes fit the strategic organizational goals and objectives.

*”The truth is always the best way to go!“  My grandmother drilled this into my head on a persistent basis.  However, many get into the habit of stretching the truth.  “Yes, we can meet the deadline;” or “Yes, we did a thorough investigation and the report will show that.”  Only for our fellow professionals to experience a missed deadline has past, or for the safety committee to review a report that was not well thought out or thorough as stated.  It happens at the senior levels of the organization and it has happened recently (there is no need to revisit Enron, we can observe companies/individuals today misstating income, or committing painstaking fraud on behalf of other individuals, such as the case with Bernard Madoff.)  Many view untruths by walking the thin line that often occurs between what is legal and what is ethical.  Only to present a less than truthful opinion or less than accurate account – wrong road to follow.

In the end, “real world” suggests that not all of my Grandmother’s advice is applicable. But her advice is at the least concrete.  It’s not “pie in the sky” talk nor is it theoretically based on research without implementation.  At a minimum, it is practical and sound – and can be applied today – right now from where you sit.

I love you Grandmother – thanks for giving me advice I can use!

It’s raining outside and you walk into the main entrance of your office and the demands start:

“Phyllis, I need an updated candidate profile for Operations Manager, like yesterday!”

“I need you to explain to me why you need $80K more this year than you needed last year.”

“The consulting company called, they need to know the status of the RFP they submitted!”

You settle into your office, grab the first cup of coffee and here it comes:
“Staff meeting.  I know it’s not scheduled, but see you in five!”

That the life of a busy professional and a high-speed-low drag world of HR.  Senior leaders often want us to pull back only to put us right back into the tactical world of unscheduled activities and unplanned events.  What do you do?!

There is always simplicity in a world of confusion.

When you have a moment, go back and review the business and project plans (assuming they apply to you) to find out just what is your role in accomplishing those “strategic objectives.”  Ask yourself the question, “What is the best use of my time?”  Afterwords, update your schedule and events to ensure that the high priority objectives don’t get lost in a world of confusion (or tactics).

Next, think about this (and we don’t do this often enough): What can be done without me or who can do as good as a job (if not better) for tactical tasks that pull me away from strategic planning – yes, I am suggesting team play.  Is there a HighPos in your department?  Is there an Intern available?  Is there someone who has that “fire in their belly” and is just longing for a chance to be called?”  There is.  Find that person and put him/her front and center.

Here is where it gets really good (and fun) if you just try it:  Remember the phrase you learned in college or grad school, “Management by Walking Around.”  That’s right!  Walk around and get the vibe of the workforce.  Find out what’s on employees’ mind.  Don’t be shocked if you have to pick some people off the floor if your department is known for, “When something bad happens, there is HR.”  Have fun.  But here is the assignment: Talk about the goals of the organization.  Get a gut feel.  Draw into a conversation.  Find out how they feel about the current macro and micro economic environments and how it is impacting their work.  Are they optimistic?  Are they fearful?  How does it impact what you do?  Seek out your peers as well.  Talk to a line manager and get a feel of what’s going on in their department.  You are HR and you provide a valuable role.  Go over a piece of equipment and how it works.  Observe risks in the manager’s world that you can talk about.  Discuss high performers and problem employees – in a generic sense.  Now after you pick that person off the floor, go back to your office, reflect, and write down some observations.

You will probably note that some things need to be readjusted, but most importantly, you will be refreshed on why you are where you are – the prized and important HR professional.  If all goes well, you have accomplished the following:

a.  Taken a step back to see how your role fits into the organization;

b.  Shown a commitment to learn more about what’s on the mind of employees and your professional peers;

c.  Talked about where the organization is going and observe how your “change agent” role can benefit the organization;

d.  Become flooded with a host of ideas and thoughts that tie into every major component of your job (yes, even if you are a specialized professional) that will help you refine your work activities – not put more on your plate.

Whenever I have the pleasure of working at the senior or mid level at an organization, I am always pleased by how refreshed and rejunivated about what my role and goals for the organization are.  Every single person in the organization is important (or should be).  Their jobs/careers play a role in what the organization accomplishes and how it is accomplished.  Your role is to facilitate the “people” side of the equation to help your organization and its employees meet their goals and objectives.  But just as important, get something done.  Don’t leave a bunch of untidy projects and tasks and go to the quarterly meeting with nothing done.  Get er’ done and make it happen.  Now doesn’t it feel great!

1.  Think of Ways to Add Value.  Of course not every thought should be acted upon if it does not provide any measurable value, but by getting your mind juices going, you will uncover tactics and strategies that were buried or never thought about before.

2. Pick out 5-10 HR Books to Read and/or Listen to via Podcasts/CDs.  By reading, you are setting your mind up to receive secondary information on a consistent basis that will prove to be useful in your career.  By staying current in your readings, you immediately can apply your knowledge in new and innovative ways with some original self-thought.

3.  Find a Mentor.  By working with someone you admire, trust, and in some cases wish to emulate, you grow both personally and professionally.  No matter what your role is in the organization – every one should have a mentor.  Think of innovative ways to find mentors – there are many Web 2.0 tools out there and not all mentors have to be in your area.  Also, not all your mentors have to be living.  Peter Drucker is one of my mentors and I have never met him.  Caution: If your mentor is not with us in this life, ensure you also pick a living mentor as well.

4.  Evaluate Professional Role.  By evaluating your professional role in your organization, think about how it interacts with other functions, projects, divisions, department, etc.  Think about your contribution to the bottom-line, readiness, or delivering critical social services.  Through evaluation comes pride and maybe even a sense of renewed loyalty.

5.  Take a Course and/or become Certified.  The reality of today’s job market (and it will be forever changed) is that competition is tight.  By becoming certified, you are showing your employer that you take your role and your profession seriously.  Review the education and development benefits of your organization and take advantage of those benefits.  If you don’t have benefits that cover personal-professional development, think of other  ways you can pay for your development.  I have paid for my self-development on many occasions, but in the end I am always glad I did.

6.  Volunteer for a Worthy Event or Cause:  This tip is good for you and your organization.  By volunteering for a cause or event that is important to you and others, you receive a large sense of satisfaction and gratification.  It will feel good, be relevant and worthy, and is of course good PR for your employer.  You will find that there is something special about contributing to causes larger than yourself!

7.  Join a Professional Organization. By joining professional organizations, you receive tremendous value at modest costs (in most cases).  As an added bonus – some employers are even willing to pay for your membership.  Your employer knows the value that they receive in return.  By joining, make a commitment to become active.  If you are already a member of a professional organization, ensure you are active.  Volunteer for an officer position.  And finally, if you are an officer and active, mentor new members quickly.

8.  Find a Uncomfortable Activity and Do It!  This is one of my favorites because it keeps you on edge (in a good way).  If you have a fear of speaking – join Toastmasters.  If you have a fear of project management, join PMI and learn project management.  If you fear speaking up in staff meetings – speak up and let your voice be heard.  Stretching outside your comfort zone, inspires and contributes to growth.  Those old fears become new competencies.

9.  Set 5 BIG Professional-Personal Goals.  By setting goals you are – in the words of Brain Tracy – setting laser beam focus on improving your life and the lives of others.  The best thing about setting goals is that your mind does not discriminate between large goals and small goals.  So in the words of Donald Trump, “If you are going to be thinking anyway, you might as well think big.”

10.  Never Give Up.  If you are seeking a better paying job – go for it!  If you have a book on the back burner – write it.  If you want that promotion – tell someone.  If you are unemployed, but know in your heart you have talents that need to be shared – pick up the phone and ask for business.  Never – Never Quit!  Never give-up and tell people what you want.