Have you ever found yourself in one of these situations?
Without warning, your position is eliminated due to restructuring
Your job security is at the mercy of company or government politics
Your job responsibility is minimized as a result of a management change or merger
Your competence and performance – reflected in stellar job evaluations – is questioned by a new boss.
Few people I know have been untouched by these situations. Their experience (and mine) leads me to describe the killer of employee engagement as “extraction” – i.e., “Let’s wring as much as possible out of employees until we no longer need them.”
“Don’t take it personally”
Company decision-makers and/or those delivering the bad news try to rationalize “It’s just business” so employees don’t take their dismissal to heart. But how can people feel otherwise with the pain of losing one’s job, credibility, or work identity? Those left behind wondering “who’s next?” can’t help but feel at risk.
Several people close to me have experienced this pain. Here’s what they – and anyone who is feeling undervalued in the course of “it’s-just-business” – need to keep in mind:
“Your inherent value stands regardless of others’ decisions. You are not a victim of your circumstances.”
[With Employee Appreciation Day approaching, I’m delighted to share this special post from my friends at myHR Partner. These HR professionals are serious about their work, yet also have a great sense of humor. I encourage you to visit their Modern Employer blog where you can find helpful and informative content.]
myHR Partner’s Cartoon Employee Hall of Fame
In recognition of Employee Appreciation Day, which falls on March 1stthis year, we would like to share our first Cartoon Employee Hall of Fame. It’s a short list right now, but we’ve included our expert commentary to make it special. We’ve also included suggestions for what to do to celebrate your workforce on their special day in honor of these inductees. Enjoy!
Homer Simpson With famous quotes like “Son, if you really want something in this life, you have to work for it. Now quiet! They’re about to announce the lottery numbers” and “I think Smithers picked me because of my motivational skills. Everyone says they have to work a lot harder when I’m around,” how could we not recognize Homer’s influence on legions of employees who seek to improve their work habits and have been encouraged to realize that at least they are not as bad as that guy.
Our HR commentary:Watching Homer Simpson at work, you have to wonder “Who the heck was that guy’s hiring manager?” Can you imagine what kind of antics would have turned up on his background check? The show’s writers are missing out on comic gold by not covering that in an episode. Talk about a company in need of help with its hiring process! Employee Appreciation Day idea inspired by Mr. Simpson: Donut buffet.
SpongeBob Square Pants SpongeBob loves his job as a short order cook at the Krusty Krab, and he’s good at it, too. We salute his positive attitude and work ethic, although his mannerism and overly outward personality can at times feel like an assault on the senses. What he lacks in workplace etiquette he does make up for in song-and-dance routines, however. Because he doesn’t ever intentionally mean to annoy anyone, it’s funny to us. For Squidward, not so much.
Our HR commentary:Could you have a more energetic or optimistic employee? That type of enthusiasm in the workplace is definitely needed — in moderation, of course. When it begins to become a distraction to his coworkers, that’s when a constructive conversation should occur. Maybe Mr. Krabs could conduct such conversations 2,000 leagues under the sea. Employee Appreciation Day idea inspired by the square-pantsed one: Karaoke and line dancing lunch hour.
Mike Wazowski and Sully In a world where monsters generate their city’s power by opening random doors and scaring children, the Monsters Inc. team of Mike Wazowski and Sully are the undisputed company champs. They always bring in the most screams and are hailed by management as the greatest thing since sliced bread. They are good guys and dedicated workers and deserve to be recognized and rewarded for their achievements, including induction into our Hall of Fame.
Our HR commentary: Mike and Sully rock, there’s no doubt, but their rock star status might have inadvertently worked against the larger team they belonged to at the company. Even putting creepy, evil Randall aside, when team leaders focus too much on just the brightest shining gems in the company, they miss out on the diamonds in the rough. Missing opportunities to build up the rest of your team can really stifle growth, create internal resentment and discourage other talented employees. Employee Appreciation Day idea inspired by Monsters Inc.’s most famous duo:Door prizes, of course.
Fred Flintstone The world’s most famous prehistoric “bronto crane operator” (we believe the more politically correct title “geological engineer”) is anything but your typical quarry employee. He works at Slate Rock and Gravel Company, and even though his boss, Mr. Slate, has fired him on many occasions, Fred’s better work traits always seem to win him his job back at the end.
Our HR commentary:Fred Flintstone may be loveable but he is definitely the kind of employee who needs help keeping his emotions in check on the job. If you have a lot of Freds on your team, you probably should have training for managers on how to work with “drama queens” and other distracting personalities, as well as some team training on how to communicate more effectively. Employee Appreciation Day idea inspired by our favorite caveman:Company bowling tournament.
George Jetson
He works at Spacely’s Sprockets turning the Referential Universal Digital Indexer (R.U.D.I.) on and off. It’s reassuring to know that in the future a nine-hour workweek full of button pushing may be the norm. We must also admit that the we like the idea of someday being able to come home from the office to find that housework consists of pressing more buttons, when it’s not being done by a robotic maid, of course.
Our HR commentary:More than 50 years after ‘The Jetsons’ first aired on TV, there are still so many workplace communication issues in those episodes that are relevant. Email, texting, social media and other technological advances haven’t cured the problems. In some cases these modern conveniences have actually made the communication problem worse. One accidental reply-all email or ill-worded voicemail can make you want to just scream “Jane! Stop this crazy thing!” Employee Appreciation Day idea inspired by the Mr. Spacely’s star button pusher: This is a tough one. Maybe a ’60s inspired lunch theme and serve moon pies all around?
After hearing from clients and colleagues undergoing organizational restructuring, I’m totally confounded by their descriptions of what’s happening. Managers are brought in from “corporate” or outside the organization and placed in positions to make changes without gathering any input from current managers who are running successful business units.
Yes, I get that company execs can change strategy and supporting structure(s) when and how they want to. It’s the processes they use that are most concerning – especially when they seem designed to disengage. Like changing job responsibilities with no consideration or input from the managers and employees in those roles. Or telling people they have to re-apply for their current jobs. While such an approach might be a way to eliminate under-performers, it’s insulting to those who perform at or above expected levels.
Executives who initiate strategic changes without engaging current managers in the process disrespect them by dismissing their institutional knowledge and experience working in their respective departments.
While organizational change isn’t easy. it doesn’t have to be made more painful by those in charge.
“The trick is to know what to change when. And to achieve that there is no substitute for a leadership with an intimate understanding of the organization working with a workforce that is respected and trusted.” Dr. Henry Mintzberg
Caspar-the-friendly-ghost may be harmless, but ghosting at work is not — for either the individual or employer brand.
The practice of “ghosting” – when one person ends a relationship without warning or explanation – has spread from the dating scene to the workplace. It occurs when people:
Don’t show up for job interviews
Don’t show up for their first day on the job or don’t return to work after starting a new job
Quit with no notice.
The term “ghosting” may be new but the phenomenon is not, as I recently learned. The long-time owner of a retail service business shared her experience with new employees who didn’t return to work after lunch their first day on the job. She attributed it to an inability to admit dislike of the work and/or an inflated sense of self-importance; i.e., “I don’t need to let the boss know I don’t care to work here anymore.”
According to HR professional Tina R. Hamilton, “Ghosting is the new word for an old problem.
“Since I entered the world of HR in the 1980’s, employees no-showed for work or seemed to drop off the face of the earth, and applicants suddenly disappeared just when you thought you had a good one. It is an unfortunate situation [and] I think that, in some cases, employers can look within and see if there is anything more they could have done to keep the employee/applicant more engaged in the process or in the job.”
The economy and some employers are also partly to blame Today’s low unemployment, in which employees have more job opportunities and companies are challenged to find and keep talent, is one reason for increased ghosting at work.
The quality of a company’s culture and leadership also impacts ghosting. Frustrated and/or burned out employees find it easier to disengage from a toxic situation by leaving without notice; i.e., “If the people in management don’t care about me, why should I care about them?”
Another contributing factor is the backlash to years of HR ghosting when prospective employees get no response to applying for jobs (with their resumes “falling into HR’s black hole”) and when serious job candidates hear nothing from a company after completing one or more interviews. Here’s Hamilton’s take on this:
“As far as employers notifying applicants, there are so many options with technology that can notify applicants automatically that there is almost no excuse to not notify applicants. Even if an employer does not have an applicant tracking system, they can save reject applicants with a simple email reply. It fairs poorly on the employer if they do not respond in some way, especially if it involves an applicant who has spent time in a live interview process.
“In a tight labor market like we have today, it is critical to have your company look its best in the eyes of the applicants.”
Regardless of the economy, employers and employees need to be professional and responsible when dealing with each other.
When it comes to communicating about applying for, starting, or leaving a job, any form of ghosting is unacceptable as it reflects poorly on the source. In this case, no news isn’t good news.
One of the most amazing clients I’ve had the privilege and joy of collaborating with for 25 years recently retired. I wish there were more managers like her because it would mean more engaged and productive workplaces. Let me tell you why.
Peg helped grow a successful university distance education department, having started at a time when distance education was in its infancy. She navigated the changing technology that transitioned from broadcasting live classes via satellite to online delivery of courses. [Because she isn’t comfortable with attention, I only use her first name in this post.]
To inspire others, here’s a sample of what made Peg an impressive manager.
Management approach All jobs come with some degree of stress from conflicting goals, operational and budget issues, internal politics, etc. Acknowledging this, Peg approached her work as an ongoing challenge: “I simply focus on what needs to be done and how to make it happen. Not just to push ahead, but with concern for how it will affect customers, employees, and everyone involved.”
I saw this play out in everyday situations and in crisis. The latter was a case of “lost in space” when a satellite failed a few days before the start of a semester. Peg rallied her team to find workable options for students and client companies with minimal service disruption.
Customer-focus was another part of Peg’s success. Besides responsive customer service, she believed in client outreach and appreciation as key to building long-term relationships with students and their employers. “Our programs may be by distance, but not our relationships,” Peg was fond of saying.
Internal marketing
Peg also focused on building relationships with employees and internal partners by:
investing in team members by encouraging their professional development
engaging employees in staff retreats for strategic planning, transition planning, and marketing planning
communicating and collaborating with faculty and staff to maximize program development
keeping employees, faculty, and administrators informed and “in the loop”
being accessible to and respectful of those she worked with.
Her sense of humor allowed staff to comfortably let off steam in a busy, sometimes stressful environment — another key attribute to creating an effective team and supportive office culture with minimal turnover.
I know my wish for more managers like Peg is not realistic, but I can wish for people to learn from her success.
“Using emotional intelligence and showing deep human respect for employees is key. Without that, your IQ, occupational knowledge, and educational degrees mean little to employees.” Kate Nasser
About Kate: Known as The People Skills Coach™, Kate Nasser is a thirty year workplace-tested consultant who continues to advise leaders and teams throughout the world on high morale and service for operational excellence. She is highly sought speaker because she brings morale issues to life and delivers solutions. In her first book, Leading Morale, she offers everyone the intersection of research and practical experience to lead morale instead of taking it for granted and scurrying to fix it later.
QSM: Please tell us why you wrote Leading Morale.
Kate: I wrote Leading Morale because leaders weren’t doing it. They saw morale either as something that just happens (i.e. you can’t actually lead it) or cheer leading events — brief moments of appreciation — that don’t lead, build, or sustain morale.
QSM: What do you think will surprise readers the most when they read your book?
Kate: I believe leaders will be surprised at what morale really is and how much they are influencing it. They will read insights that will stop them in their tracks and make them question what they subconsciously do. Lastly, leaders will be happily surprised at how they can easily lead morale.
QSM: In your experience, what is the biggest challenge in building and sustaining a more empowered and engaged workplace culture?
Kate: The biggest challenge is for leaders AND managers to replace their comfort of leading/managing goals to inspiring people to lead and manage their efforts to reach the goals.
QSM: I dream of an ideal world where people treat each another with genuine respect and dignity — a world where we wouldn’t need your book (no offense!). Accepting reality, however, what do you think is needed to get us closer to this ideal (beyond making your book required reading in all schools)?
Kate: I love this question, Sybil, and I am not offended. To have a world where people treat each other with genuine respect and dignity we must:
a) Think of it as very reachable not as an ideal. As soon as we see something as an ideal, our brains tell us that we won’t get there. Some people then check out and think, well then … forget it.
b) Do it, show it, and discuss its importance daily. This is how you create a culture..
c) Politely demand it. When someone treats you disrespectfully, don’t tolerate it. Speak up civilly and say, “I treat you with simple respect and I expect the same in return. Nothing more, nothing less.” As Eleanor Roosevelt said, “No one can make you feel inferior without your consent.” So don’t consent to disrespect and indignity.
QSM: Thank you, Kate! You can see her in action in video footage at KateNasser.com. She welcomes your questions and challenges.
When leaders are replaced – whether due to retirement or changing jobs – it can be tricky for the incoming executive. It’s also tricky for the remaining staff members.
Consider these three scenarios drawn from organizations that will remain anonymous. As an employee, how likely would you stay to work with the new leader?
A newly hired executive meets with employees to lay out new goals and directions. Eager to dive in, she accompanies staff members to a meeting with an organizational partner where the new exec dominates the conversation to showcase her expertise and undermines the current staff-partner relationship in the process. She also revamps a regular customer communication piece without asking the employee to explain the situational context. After a few staff members approach the exec to express concern about growing employee frustration, they’re told unhappy employees are welcome to find new jobs.
A consultant in an interim executive position tells the management team how his consulting expertise will help them become successful in their jobs. The exec’s intention and other ego-driven behaviors are received as condescending. Wary in their dealings with the new CEO, team members resort to telling him what he wants to hear while they slowly disengage.
A new nonprofit exec reaches out to staff members, current and former board members, constituents, funders/donors, and community partners to learn their thoughts about the organization. She uses the information and insight gathered from her listening tour, along with the Board’s directives, to develop a collective plan to move forward. In the process, she enlists people’s support in continuing to help the nonprofit further its mission.
The common thread in these situations is respect. In the first two organizations, employees’ expertise and experience are dismissed, whereas in the third they are acknowledged and valued.
Understandably, new leaders want to make their mark. It’s not just what they do but how they do it that impacts employee engagement – positively or negatively.
“Companies are in a talent war. It’s a race to get the best candidates quickly since unemployment rates are lower than they’ve been in years.”
“The days of employees being thankful just to have a job are over and likely will not return for a while. Instead, the onus is on employers to cultivate and appreciate talent.”
“With the labor market as tight as it is, employers would be wise to do everything in their power to retain exceptional employees while simultaneously recruiting strong candidates.”
Business media contain similar quotes on today’s low unemployment situation. As an employee engagement advocate, you’d think I’d be excited about the flurry of attention given to employee recruitment and retention. But I’m not.
Reactive engagement
In the current economy, company execs concerned with repositioning their employer brands to be more attractive for recruiting purposes and/or seeking to hold on to their employees have re-discovered employee engagement. “We need qualified employees who want to work here and not jump ship for other opportunities. So what can we do now to engage them given the tight labor market?”
Here’s what bothers me about this situational response. Reactive engagement isn’t sustainable — particularly when applied as a short-term solution by short-sighted executives. Because what happens when the economy cycles back to high unemployment? That’s when these same execs revert to treating their employees as commodities, and management’s message changes from “What can we do to keep you here?” to “You’re lucky to have a job!”
Engagement matters regardless of the unemployment situation
Even when unemployment rates go up, companies need to invest in employee engagement, development, and retention. Because high unemployment also means reduced consumer spending; i.e., when fewer people are working, they tend to spend less. So even though companies might enjoy a “buyers market” when it comes to employees, they have to work harder to compete for customers. And to effectively attract and retain customers, you need highly engaged employees.
“If your employees don’t feel valued, neither will your customers.” Sybil F. Stershic
That’s the message some people in executive and management positions send their employees. I’ve heard this many times, and here’s how it plays out.
New employees starting with a company are likely to receive a fair amount of attention through orientation and on-boarding. This attention wanes, however, the longer employees are on the job. From the employee’s perspective job descriptions fail to keep up with changes in job scope … top-down communications predominate while bottom-up feedback is not encouraged … staff meetings are considered a waste of time … and annual performance reviews become meaningless.
As a result of management and organizational complacency, employees feel invisible — a condition that leads to their disengaging on the job.
Here’s what several thought leaders say about this:
“When employees feel anonymous in the eyes of their managers, they simply cannot love their work, no matter how much money they make or how wonderful their jobs seem to be.”Patrick Lencioni
“When people are perceived as a cost and not a resource, when they are treated as a liability and not an asset, when no one seems to know or care that they are there, they don’t work well, and they don’t stay.”Dr. Judith M. Bardwick
“Don’t make your employees guess about whether they’re doing enough or fulfilling [the company’s] expectations … Make people feel like they are in the loop, and they’ll feel more engaged … ”Alan E. Hall
“Once you start treating employees as more than a job description, suddenly they go, ‘Oh, wow! Maybe I should bring my whole self to work today!'” John Boiler
I am reminded in this graduation season of the time my husband and I spoke at an honors convocation at our alma mater, Lehigh University. It was back in 1987 when we were “young professionals.” It was also a time when making a lot of money was considered an indicator of success.
But financial success was not what we spoke about. Instead we focused on the importance of getting involved in both community and professional life to “give back” in positive ways — a message that’s still relevant. Here’s an excerpt of our speech adapted for this post.
What we said then
Being in school is like being in a cocoon — you’re in a relatively insulated environment in which you grow and develop. But what happens when you graduate and enter the “real world?” The difference is your growth doesn’t just “happen” anymore. You’re solely responsible for your own development at that point. It’s kind of scary, but the good news is there are lots of opportunities out there for you.
I’m talking about “continuing education” — the personal and professional development you get through involvement in professional, civic, and community organizations. The contacts you make in these groups provide a valuable source of continued education and professional growth. They provide the opportunity to share ideas with and learn from others: to find out whether you’re on the right track with a project you’re working on … where to go if you’re having problems … or just to know you’re not alone with the challenges and frustrations you face. Besides serving as support networks, these organizations also provide opportunities for you to develop and exercise your leadership potential.
I know from my own experience that the opportunities and rewards are invaluable. From my involvement with the American Marketing Association [I served on the national board of directors at the time], I’ve traveled throughout the U.S. and Canada to meet with marketing professionals in different industries. I’ve also gotten to know many academics well known in the field. Working together with them I’ve been able to broaden my knowledge of marketing and gain insight into the different career paths that are available.
But professional development is not limited to organizations like the AMA. Through involvement in community groups such as the local Chamber of Commerce and United Way, I’ve met and worked with top executives in various capacities. Whether serving on or chairing a committee, I’ve had the chance to observe their leadership skills while exercising mine.
In a broader context, why is continuing education through this kind of involvement so important? Because it’s characteristic of the social environment in which people are looking for self-fulfillment. According to noted social observer Daniel Yankelovich, “Seekers of self-fulfillment are determined to prove that life can be more than a grim economic chore. They are eager to give more meaning to their lives, find fuller self-expression, and add a touch of adventure and grace to their own lives and those of others.”
Another reason so many professionals get involved is based on their need to be part of something, to belong. These groups serve as a valuable network; they provide an ideal opportunity to share ideas and discuss common problems. More importantly, they convert strangers into colleagues and colleagues into friends.
My husband, Michael, also spoke about his experience as a student volunteer and later as a community volunteer and leader.
This real world experience put my classroom experiences in perspective, and I was hooked. As a result, there has rarely been a period of time in which I have not been involved in some community-based voluntary activity. I learn a lot. It provides a challenge different than the challenges that I face on a daily basis. I can choose to get involved in areas in which I believe I need more experience or understanding. Everyone wins because the more and the brighter the heads there are to solve a problem, the better the solutions.
I also believe that a better understanding of the problems which affect our communities make us better citizens, more intelligent voters, and more complete human beings. The skills you gain by performing your duties as volunteers can give you confidence to do your job better or help you expand your horizons and learn more diversified skills.
Our communities need us more than ever … Use your energy and your minds creatively. Get into your community. Don’t try to escape it; invest in it. You stand to gain personally as well as professionally.
And now As we plan for retirement in the future, we will continue to seek opportunities to learn, grow, and give back as volunteers. It’s a fulfilling form of “engagement” that we still strongly recommend.
Best of luck to all graduates in your professional and community engagements!
