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To Contend...or Not to Contend? That is the Million Dollar Question

11/9/2015

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Work. Sometimes you love it and at times you just don’t know. I'll go ahead and say it...being an adult is at times overrated! We have to do things we never thought we would have to do. When you finished school you believed that having to contend with others would not be as prevalent, but you were wrong.

There are times where we all had to struggle and strive in our career during change or just plain standing up for what we believed. It’s not good to continuously contend with opposition at work. Here are a few reasons why you shouldn’t:
  • It gives off the appearance you don’t know your worth. Know that you add value and if they cannot see it, then move one.
  • You develop a reputation. Leadership will not look at their issue; they will only blame you for convenience sake. Why? Because they barely know what they are doing and unfortunately, want to keep it that way.
  • There are times you are justified to contend, but ask yourself, who are you contending with? If you are contending with leaders who have no morals, can’t articulate a sentence in the English language, have enough emotional baggage to fill two tractor trailer trucks, or are just praying to make it through to retirement then you will never win. They will look at you as the problem.
I am making light of it, but it is very serious. Know your worth. To strive in your position all the time will wear you out. You will find that eventually you will get maligned in the process. Stay focused, and pick your battles wisely. Now that’s Moxie.


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The HR Scoop: Important Elements of Progressive Discipline

6/4/2014

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Previously, I revealed an outline of a basic structure for progressive discipline in hopes you could use it as a foundation. You could add to the disciplines and rearrange according to the need of your business, however, I do not recommend implementing any less than the following:
  • Verbal Discussion
  • Written Warning
  • Final Warning
  • Termination
With that stated, let’s breakdown what verbal discussion really is. Just because it is a conversation does not mean that you don't document the discussion. It doesn't have to be formal, but you must document the date and the subject of the conversation you had with the employee. Do not get in a habit of having a verbal discussion and not being able to recall the date and subject matter of the verbal discussion. 

If that goes well, then you can just state the date and a very brief description of the subject. For example, June 28th - tardiness. That is enough information. However, if the verbal discussion does not go well, then you have to make sure that you document the date and subject, but also add the reason the employee took exception to what was discussed. To be on the safe side send an email to Human Resources and/or your supervisor to alert others of how the employee received the verbal discussion if within a team environment.
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Written Warning:
The written warning lists exactly what was violated per employee handbook or job description. The critical element is to make sure it is clear in the documented form what specifically the employee can do to correct his or her behavior. Timelines are essential in this step. The employee should understand the seriousness of the document and should be given the opportunity to sign-off on it.

When it comes to written documentation, the biggest question or concern I am asked or find myself explaining is the “what if the employee refuses to sign” issue. 

 Whether you are the employee or the supervisor, listen up! If an employee refuses to sign a written discipline it does not mean that the document is void. The way to avoid this situation, however, is to have a member of management witness the written warning and have them sign off as well. You do not bring in anyone that is of the same employee level nor do you bring in an employee with whom they have a problem. Develop a witnessing procedure for all written documentation. Human Resources could sit in, which would be a logical choice.
Terminations:
Terminations are very serious and not to be entered into lightly. If you are following progressive discipline, then you have to be willing to proceed with termination if necessary.

You hear so many things about terminations that just are unnecessary. The bottom line is if you make the decision to terminate, you do not have to make the employee feel bad. Be nice people! You are not there to ruin their lives or make it difficult for them to move forward. 

You state the incident and note the previous forms of discipline administered, and that’s it. You answer all their questions and make sure you provide the employee with all the information they will need regarding their final pay (determined by state), and benefits if applicable. The decision is hard, but the term does not have to be unprofessional or indignant.

What do you think? Do you have questions or suggestions? Tweet me @CorporateMoxie or use the hashtag: #HRPolitics or #CorporateMoxie
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Insubordination: Outlining Progressive Discipline (Part 1)

5/29/2014

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Progressive discipline is a subject that does seem ominous and threatening - quite honestly. But disciplining an employee is a part of management. At some point in your career you will be faced with the unenviable task of delivering discipline to an employee due to poor performance or behavioral concerns.

I often get asked about the best ways to handle this so I am glad you took a moment to check this post out. I will answer a few questions you might have and take away some of the guess work.  

If you don't know, the bulk of my Human Resources (HR) experience is Employee Relations. I assist other HR professionals and business leaders with constructing documentation to support their progressive discipline process - mainly within the corporate work-space.

So what is 'Progressive Discipline"? Let’s go over the standard progression. Now, I am not going to get in the number of verbals or written warnings that should be given before moving on to the next level, but I promise to go over the details in another installment. The standard guide, which I feel is a good outline for progressive discipline, is as follows:
  • Verbal discussion
  • Written Warning
  • Final Warning
  • Termination

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Verbal Discussion - You have a very specific conversation with the employee privately regarding the concern. Usually, this one-on-one conversation does the trick. Although it was just a verbal discussion, you still have documentation that you had the conversation for later reference.

Written Warning - This is a documented conversation that requires some specifics. Make sure the concern is precise and written in a clear manner. State the date of the incidents or incident that took place; give a brief description of the performance concern or behavioral issue, and then state any violation of the job description or code of conduct that occurred. List what needs to be corrected and time frame of which the correction should take place.

Final Warning - So you have talked with the employee and documented the situation. You are not willing to give up, so you move to the final warning. This is documented as well with severe consequences. If you choose to implement a final warning, then it has to be just that. If the employee does not adhere to the final warning, then you do not write another final warning, you move to termination.

Termination - A termination is the last resort, and must be something that is entered into carefully and with input from Human Resources, which is a must have. The other department to consider is Legal. Depending on the situation you would want to make sure you have done all you can. When administering a termination, you want to state the previous discussions and warnings. You want to read the termination documentation because it details the reason(s) for the termination. 

It is not good practice to terminate someone without documentation. Don't get me wrong. Some instances are so egregious that you have no choice, but there is something else to consider. You can always suspend an employee with pay until you get the documentation and all the facts.

I hope this helps! In Part 2, I will explain some more important facts regarding each progressive discipline.

Until next time, Stay Moxie!
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Don’t Allow Yourself To Be Dissed By Your Staff

5/26/2014

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There are times when we will feel disrespected by our staff.  The rotten odor quickly rises to your nostrils and the stench of disrespectful behavior cannot be tolerated any longer. It’s a bit surprising when it happens because they are supposedly our “team.” We have hand-picked these employees to work with and mentor. That’s why we are shocked to realize that one bad apple does spoil the whole bunch.

What do you do? There are few ways to chop this tree. Before you begin chopping, ask yourself if you have caused this by your own actions.  
  • Have I become too close?  
  • Do I involve my staff in my personal life?  
  • Do the morning meetings to discuss Scandal, Real Housewives of Atlanta, or Love & Hip Hop reveal a little too much about your inner crazy?  

If you answer yes to one or all of these questions, you are not alone, but just know things will have to change.

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Many employees can handle interactions with their supervisor. However, some will not be able to handle these reinforcements. They will be the employees craving the most attention from you. The minute you try and keep it professional, they begin to get needy and upset because they feel that the relationship adds to their work environment. Despite the tension that will arise, it has to be done.

  • Now you are aware of your role (or maybe the opposite), but you can begin to plan how you are going to address the issue.  
  • Have a meeting with your staff and make sure expectations are addressed.  
  • After the meeting, discretely meet with the employee that you believe to be the rotten apple.  
  • Do not immediately interrogate them. Ask them about how they perceived what was said in the meeting.  
  • Listen to what they are saying, and do not interrupt. 

After they have said all that they feel needs to be said, go over their concerns, but reiterate your expectations so that the employee leaves the meeting understanding your concerns.

Next, you will experience growing pains. The employee is not going to like the new you. Though, they talked about how casual you are with them and how you were not a “real supervisor,” they actually prefer the old you. It gave them something to gripe about.  

Now that you have taken away those issues that clouded the supervisor-employee line of demarcation, they have to make a decision to whether or not they will adjust, or leave. Sometimes a resignation is a necessary tool. If they stay, encourage the positive changes they are making. This won’t happen all at once, so be patient.

Last is consistency. Stay committed to your new found professional posture with your staff. There are times you are going to want to go in and talk way too much about a lot of things, but refrain. Maintain the standard, and the standard will soon become the norm. Realize, you are the boss and you have a responsibility to yourself and your organization to develop and manage the talent assigned to you.
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