These days you can’t evade commentary on what HR should be doing and assuming responsibility for. The list is endless and maybe even unreasonable.
How organizations structure their HR departments differs based on an innumerable amount of variables. For starters, complexity of the organization, functional clarity and employee headcount are some of the more common variables that account for how HR gets structured within an organization.
The nature of work is changing and so Human Resources is also changing as a result. This means rethinking the way “the way we have always done things”. In shifting from the “Personnel Mindset” to present day HR, we must also realize and admit that some of the ways that we chose to operate never worked and as such will not be sustainable in the current business climate.
I’ve spoken a lot in the past about how we move forward as a discipline, but there is an elephant-in-the-room and it is about how we are structured. It doesn’t matter how many strategies, tips, or insights I or any other expert provides to you as an HR practitioner, if your HR department is so fat that it is bulging from all of the unnecessary sub-disciplines dragging it down from a both a functional and financial perspective – HR will be inert.
We can’t be all things to all people…
Perfection is impossible and while we are still collectively trying to get there – we miss the mark everytime, because some of our beloved sub-functions need go or need a makeover.
Here are three examples:
Exhibit A: Payroll the odd HR stepchild. If you are a small to mid-size company, Payroll may be fine under HR. Still, I never understood how this was an HR function at all. I get that there is FLSA and other labor considerations that scream HR. Nevertheless, anytime a function is handling funds for an organization – I immediately think Finance. If you ask me, Payroll belongs under Finance with maybe a dotted-line reporting structure to HR because of the nature of their work. Why HR in many organizations remain responsible for this function is beyond me.
Exhibit B: Very few employees trust Employee Relations/Conflict Mediation owned by the HR function. Let’s talk about transparency and HR’s “open door’ policies around employee complaints and disputes. I worked as a recruiter for many years. Transitioning to a Talent Management professional was easy, because I had so much practice being an ear for employee’s who didn’t trust HR let alone the conflict mediation/employee relations process.
Some of the concerns expressed over the years have been:
” The ER Specialists never listen to our side, they immediately jump to defend the managers and/or organization.”
” I told the HR Business Partner something in confidence about my work environment and now everyone in my department is treating me indifferently.”
“I see my manager go to lunch with the ER Specialist all of the time, I could never go to her with my issue.”
When it comes to Employee Relations, it may make sense to have this be a standalone function separate from HR. HR needs to be aware of the volume complaints and may even partner with them on approach and resolution of larger organizational issues. Outside of that, you may find employees being a little more transparent with what’s going on when this is no longer under HR. Additionally, I like when functions that have a direct effect on Talent Management report directly to the CEO. It gives frequent ER and discrimination issues the visibility needed to stop them in their tracks.
3. Exhibit C:Diversity and Inclusion should be an organizational strategy not a slapped-together group in HR. I could be wrong, but I’m pretty sure I’m not. Unless there is a true dedication to fostering a diverse and inclusive environment from the top, HR is where Diversity and Inclusion strategy goes to die. Why you may ask? Every organization I have been in has suffered a year or more of a meager HR budget. In almost every instance, the first function to have their funds tremendously cut, was the Diversity group followed by Learning & Development. I don’t think any organization can afford to defund or piece together a Diversity function lacking in both financial and strategic support in today’s social and political climate. In my humble opinion, this sub-function needs a direct-line to the CEO as well.
I could make the case for a few more functions to move based on company specifics. The point is: no one should be structuring HR as it has been for the past 30 years because that is what has been done. The focus and challenge for HR is to be lean and flexible. To be both means we need to take a hard look at what we have on our plate and start creating smaller, smart portions of HR so we are able to focus and add value where we are truly needed.
My marketing professors used to say that some companies would hire millennials to take care of digital media needs partly because they were, you know, millennials. I can understand having that viewpoint somewhat, I mean we did grow up with the technology. Over the past twelve weeks, I have been assisting Janine N. Truitt also known to many as “CzarinaofHR” in managing her brands for her businesses Talent Think Innovations, LLC and The Aristocracy of HR. In that time, I have realized that I knew nothing about social media in the business sense and could not help any business succeed in the social media part of their marketing strategy with just what I knew from college and my personal use.
Here are a few things that I have learned:
Social Media Is Very Fickle: I have come to realize that while I might like Facebook as a personal platform, as a business platform it is hard to manage. I’ve seen firsthand how difficult it is to continuously get the same or more reach per post on Facebook and don’t even get me started on likes on the page itself.
After Facebook comes Twitter, this is my personal favorite and managing it has been so much fun. My favorite part next to engaging with people is the hashtags. It’s always interesting to see what people post under the common ones; but I especially like the ones that are used for business. The way I see it, it’s another opportunity to engage with people and possibly get some new followers. My only gripes would be: running out of characters when you have the perfect hashtag but it can’t fit. In those moments I can’t help thinking I need just one more character, especially when you have the perfect tweet.
When it comes to digital marketing for business it’s not just about finding content, but content that represents or is related to the industry of your business: Before starting this internship, I thought brands just put their content out on social media or re-tweeted some of their followers’ content. I am so glad that it is so much more than that. Often times, people try to gain followers on Twitter by mostly posting cat videos or something that is funny. When you’re managing a business, you can’t do that and personally I don’t think it’s limiting; but rather it allows you to get more creative with the content that you do post.
Social media is part of the marketing strategy not the strategy itself. During my time with Janine (“CzarinaofHR”), I learned that there is so much more to marketing than I thought – even though I studied it in school. Everything that I have learned during this internship is important, but I think my one main takeaway is this: there are so many parts to a marketing strategy. A business can have one overall strategy with several different components. Social media is just one component. While social media is important, it shouldn’t make or break you. As Janine says: “if one of these platforms goes down or goes away, it shouldn’t impact me so much that I have to close my doors.”
I have learned so much more during this internship than I thought I would. I look forward to having fun managing her social media brand for the remainder of my internship. This experience, has also helped me refine my career path. I know that I want social media or digital marketing as it is called to be a part of my job but not all of what I do. I love digital marketing. I wasn’t sure about that before this internship, but I am clear now. I have decided I want to be more involved in the overall marketing strategy of a company.
I want to thank Janine N. Truitt of Talent Think Innovations, LLC for guiding me these past few months and teaching me so much. She gave me the best launching pad for my career.
Author Biography:
Kimberly Minto is has a B.A. in Marketing from Hofstra University. She is a Digital Media Intern for Talent Think Innovations, LLC. Kimberly aspires to have her own Marketing/PR firm someday. Follow her on Twitter at: @Kimberly_Minto. Connect with her on LinkedIn.
It’s a fabulous thing when the stars align and you gain a great boss in taking a new job.
What makes them “great”?
Perhaps, they have a great personality. They aren’t the usual stuffy leader. Maybe, it’s because they are concerned with your well-being. They ask about the family and how things are going. All in all, there are a myriad of reasons why your boss may be “great”.
It is human nature that we become comfortable with people who make us feel at ease. How comfortable we become is a matter of discernment and individual disposition.
When it comes to the people you report to – how friendly is too friendly? Is there such thing as being too close for comfort?
In my humble opinion, I think there is such a thing as being too familiar, too friendly and too close with your boss. I have been too close for comfort and it has gone wrong and I have been very familiar and it has been just right.
Here are some things to consider when it comes to befriending your boss:
1)There is a difference between being “friendly” and being “friends”. You may come to know things about one another in time, but it wise to not misconstrue friendship with pleasantries. If you have ever had a seemingly “great” boss, you will know why this is important.
2) Your personal business is none of your boss’s business. I don’t care how friendly or nice your boss is – there are limits to what you should share. Oversharing gives them too clear a window into your life and may or may not give them fodder with which to make decisions surrounding your employment and/or career opportunities.
3) Listen more. Observe more. Speak when necessary. It could be the introvert in me, but I like to observe people before I become friendly. I need to assess people and watch how they operate. It has helped me to do this, because it gives me a leg up on understanding whether I need to tread lightly or if I can loosen up a bit.
4) Never gossip with your boss about co-workers or others in the organization. Notice that I said “loosen up a bit” in #3. After you have observed your leaders and decided “hey, they are cool”, stop yourself short of gossip. Some of them will gladly indulge you in this kind of talk- especially if it allows them to blow off some steam about people you work with. In the long run, talk gets around and it will never be them that looks poorly if you were involved in a gossip session. It will be your ass on the fire- always!
5) Numbers 1-4 will not apply to every boss. The key is understanding and knowing what makes them tic and considering in advance what could go wrong for you.
If the pros outweigh the cons and you have yourself a good egg, go for it – skip through the meadows with one another. However, if you are unsure and you are just a happy go-lucky person with everyone – stop yourself and consider a friendly, but professional relationship.
Working with leaders with varied personalities, agendas, and management styles can be challenging. Don’t be too quick to befriend before you consider the ramifications of a more personal relationship with someone who manages you.
Two years ago, I wrote an article about things I needed CHRO’s to know about what the organization needs from them. I wanted them to know what kind of leaders their employees deserve. I find myself wanting to have this discussion again after yet another anecdote about an ill-equipped CHRO.
I have often heard that leaders don’t need to be knowledgeable in every facet of their employees’ work to be effective. That may well be true in some scenarios. However, it is my belief that time spent in the trenches is valuable not only for the purpose of understanding what your employees go through – but also so you bring something other than a title to the table when you are called to it.
Some of the best leaders I have known have worked their way from the bottom to the C-Suite. I also know people that haven’t held every role on their way to the top, but are relentless about rolling up their sleeves and keeping themselves current on all things HR. As a business owner, I know what I know and I know what I don’t know. As such, I seek out the people and resources that are needed to help me execute my tasks and business goals. I may not be an expert in everything, but I am willing to learn and/or I research what I don’t know so I can have an intelligent conversation about the work that needs to be done.
Here’s a thought…
Don’t become a leader , if you choose to be a figurehead rather than a team member. The world can use less people who look the part versus fitting the part. Personally, I have had enough of watching people in the C-Suite sitting in meetings and town halls completely oblivious to what is going on in their organizations. It isn’t becoming to not understand the basic tenets of your niche – when it is that very expertise that you got you hired for the job in the first place. It is equally uncool to take credit for your teams knowledge and expertise.
Experts often say you shouldn’t be working in your business day-to-day as a CEO. I both agree and disagree with this sentiment. I know that going forward I will need to delegate work so I can work on business development and other aspects of my business. Conversely, I have been all things in my business out of both necessity and utility. I now know what has to be done in all aspects of my business and how it should be done. It would be impossible for me to provide the proper direction and vision to a future employee – without having experienced being in their shoes.
Additionally, if my team members bring something new or innovative to my work that was previously overlooked by me, I have a duty to give them the credit for their effort and ideas. Being a knowledge-poacher is not only disingenuous, it is a morale killer.
Put yourself in the place of one of your employees for a second. Think about how exhilarating it is to think you have come up with a solution to an issue or to know that you created a unique program or initiative. Imagine the pride you would feel as an employee to hand the deliverable off to a manager or leader realizing its potential for recognition by the right people – only to have said leader take credit for your work. How would you feel?
As a leader, you don’t have to know it all or be everything to everyone. You do have a duty to ensure that your employees efforts and great ideas are recognized. You are not less of a leader, because your employees excel at things you don’t. If you are a knowledge-poaching leader take a good, long look at yourself. Heed the following warnings because this is your plight:
1)Employees who are victims of knowledge-poaching leaders eventually move on to greener pastures where their talent can not be hidden (I am proof of this). This likely means high turnover for your organization.
2)When the victims of your poaching do move on, everything will eventually crumble around you. It only takes that one key employee to leave for the weakest links to be exposed. This run of hiding behind other people’s talent never lasts indefinitely.
3) Your poaching affects all of your employees whether they are the ones being poached or not. In the case of one of my colleagues, he questions the ethical, moral, and organizational ramifications of not speaking-up in defense of a co-worker whose knowledge, expertise and efforts are being poached.
True leaders aren’t insecure because their teams are strong. They celebrate the strength of the team with pride and acknowledgement.
One of the first things I learned in Industrial Psychology was the breakdown and distribution of labor. I learned what it meant to have a full-time equivalent (FTE), part-time, temporary and per-diem/on-call staff. Each of these components serves a different and essential purpose to your workforce planning. In fact, you cannot actually get any work done without first deciding what work needs to be done, how much time it takes to get the work done and how many people you will need to do it.
There has been a shift
Over ten years since my first Industrial Psychology class, I see labor distribution and allocation looking very different and even nonsensical.
Let’s take per diem staff for an example. Traditionally, per diems were used as workforce fillers. They were a subset of the workforce that you kept handy to cover peak times, special projects, surplus or leaves. Per-Diem staff did not have regular schedules and were often paid a higher hourly rate for their ability to be flexible and/or be called in at the last minute. They were just-in-time labor and we never treated them as anything but.
Fast forward to now, there is something very different going on with per-diems. Not only are they expected to be flexible as they have always been – they are also working the equivalent of full-time hours on a consistent basis.
I worked in Healthcare for 8 years. Many of my friends and colleagues are still in that field. One friend in particular has repeatedly worked as a per-diem nurse for various facilities. As a per-diem nurse, she has been expected to be flexible with her scheduling. She has also worked upwards of 40-50 hours per week in these roles.
Here’s the breakdown of labor:
32 hours of actual on-the-job labor
An additional 8-10 hours off the clock answering phone calls, emails, and charting because of the insurmountable workload.
This schedule is consistent and is also considered what they call fee-for-service which means she gets paid for individual services provided to a patient. The issue is she has worked all of the hours above and is paid infrequently due to minor errors like an incorrect year being listed on the final chart. She uses her own car for this mobile position and although she was offered cases in close proximity to her home they consistently assign her an hour or more from her designated area. Even the expenses like her gas and the like have not been paid.
Why do I share this?
This company is pushing the limits on her labor. It is not reasonable for anyone to be classified as per-diem and be working as much or more than a full-time equivalent on a consistent basis. You can cite any rule you can find to support this from DOL – it makes no sense.
Secondly, if you are going to implement a point-of-service model for paying a subset of your workforce, you need to pay when the service is rendered – not when you choose or even when you get paid. There is absolutely no ROI on her working, because every time she thinks she is getting paid there is an issue pushing her payment further and further into the realm of unreasonableness. To date she is still waiting to be paid for three weeks worth of work. She’s basically working for free. The bills wait for no one.
Last but not least (and this applies to FTE’s, part-time, temp and per diem), there are reasonable and unreasonable limits for off-the-clock labor. One call for clarification on something is reasonable. An expectation of your employees being on email at all times and/or requiring after-hours calls is unreasonable. She receives calls and emails all times of the day and night and when she returns the phone calls there is no one there to receive it. This turns into hours of calls and returned calls and emails on a day when she isn’t officially on-the-clock.
I have witnessed the abuse of labor both as a practitioner and now as a consultant. Businesses have gotten really good at utilizing the loopholes in what DOL provides and they are using it against the workers. If you are a new business owner, established business owner or work in HR, here are some suggestions:
1) Work needs to start and end. Just because you have penchant for working excessive hours and wear that as a badge of honor- doesn’t mean others should do the same. Establish reasonable start times for work and encourage your employees to end at a designated time. The only purpose for extra hours of work is when there are tight deadlines and surplus. You should be training your people to be efficient. not over-worked zombies.
2)Respect your employees time off-the-clock. You many think your question or issue is pressing, but did you really take a moment to decide if it is more important than what your employee may be doing on their day off. No one wants to be disturbed at dinner, in the middle of family time or while out running errands. Be sure that your concerns are worth the interruption of their life.
3)Be careful how you are classifying your people. As I illustrated above, there are many abuses of per-diem staff going on. If you have that much of a need for additional assistance with getting work done, these workers need to be re-classified and offered all of the benefits, compensation and perks that come with part-time and full-time status. You will decrease your risk as the employer and appease the employee who will understand that you value their time and efforts.
Our job in HR is to be the moral compass for the organization among other things. Over-extending your workforce not only leads to turnover, but to absenteeism and wellness issues. It’s time we stop trying to cut corners and be good to the people that keep the business humming.
I have been deciding what I want to call the theme of my Friday posts and then it hit me: Food-for-thought Friday. My goal is to share insights I have on a myriad of topics – either inspired by content I have elsewhere on the interwebs or just something I feel warrants discussion.
Today, I am sharing my latest You Tube video from “The Aristocracy of HR” You Tube Channel. If you aren’t already aware, I post a video per week there giving the behind-the-scenes or background on the article of the week. I also post the replays from my weekly Ask Czarina Live™ Periscope show so you should definitely subscribe, but I digress.
Last night, on my Ask Czarina Live™ show I discussed pay equity for women. I talked about the fact that I am disgusted with talking about it. I also shared the startling statistics in the pay equity discussion for women of color.
Did you know?
Although white women get paid 79 cents on every dollar of their white male counterpart makes, Black women make 64 cents on that same dollar. Latinas get paid 54 cents on that same white male dollar. Women across racial demographics who are disabled make 64 cents on the dollar as well. Which brings to light that even though there is a general issue with pay equity for women, the impact is disproportionately adverse when we break it down by race and even ability.
What I find fascinating is the inability of white males and even females to see how this may be a tremendous hurdle for women of color to overcome. There is a mindset that if we (people of color) simply do the “right things” that the problem of inequity goes away and we can all go home and resume our lives as successful professionals. Quick to speak up and offer up solutions, slow to listen.
I contend that it isn’t that simple. There is a system and an institution in this country that makes it near impossible in some cases for women of color to catch up. Even if white women catch up eventually, we will always be behind. That fact doesn’t change unless, white people recognize the issue for what it is and make some serious and intentional changes in how gender and race is viewed in this country. That’s the price of being the majority. What can I say – with great power comes great responsibility as they say.
Someone on my show mentioned, “People pay for what they want.” We could make the case that the fact that pay equity is still an issue is a sign that women overall are unwanted in the workforce. I can also make the case that women of color and those who are disabled are damn near invisible when you consider the spectrum of how much the powers-that-be choose to pay us.
There are ways we can advocate for ourselves as women on the whole, but the advocacy is a harder sell for some of us. This is a fact.
Here’s the food-for-thought: Don’t be offended or quick to offer-up a solution, when women of color speak about the reality of their own plight in the pay equity debacle. It isn’t an affront to white women or anyone else. Instead, ingest the data and decide for yourself if you would want the same for yourself or your daughter. What would you do? I think I already know what your answer is.
Until the next time…thank you for reading! I appreciate you immensely. Stay tuned for more food-for-thought next Friday.
I have just recently gotten into House of Cards. I didn’t think I was going to enjoy it as much as I do, but I am. As I have shared with my friends, it is filthy goodness. I’m on season 2 and if I’m honest – each new episode ignites a greater disdain within me for politics. You may be thinking it’s just a show- but I will wager that sometimes art imitates life.
Watching The Underwoods and all of the other gremlins in this fantasy world Washington D.C. has reminded me of my own run-ins with politics at work. Let me be abundantly clear, I hate politics with a passion. I’m a straight-shooter and I call things how I see them. I never understood why I needed to be “fake friends” or put on appearances with people to get something I needed to do my job.
“Be a little more flexible, Janine.” “Don’t get into any disagreements with hiring manager Joe, just do what they want.” “You need to increase the amount of accounts you lunch per week.” “Making this claim will not bode well for your career.” This is just a short-list of politically-motivated demands made to me over the course of my career.
Every time I was faced with a new demand, my message was the same. Don’t bring your politics around me. Now, I’m not insinuating that some situations don’t require more diplomacy and/or the ability to negotiate. However, I take issue when every decision, meeting, or new initiative feels like I need a war plan and armory to prevent my own demise.
The Un-Political Worker
I am flexible when the situation warrants it. I refuse to be fearful about what I can and cannot say when I am charged to work towards a solution with internal and external customers. It feels dirty to wine and dine people who you know are terrible for business; but you do it because their dollars and coins account for a substantial amount of business. Moreover, don’t threaten my career with a smirk and seemingly pleasant epithets that I have to decode later – only to find out you are out to get me.
Newsflash: most workers want to come to work and do what you ask of them. Here are some things you need to know about the un-political worker:
We care about the mission and vision. We don’t care about agendas. Your mission and vision help to provide clarity around the purpose of your staff’s work. It is your “why” and their “why”. It is a global narrative for why the business exists in the first place. Agendas are personal and based on self-interest. They aren’t usually clear, because they aren’t rooted in following procedure or moral steps.
Colleges and Universities don’t teach the art of manipulation. There’s no rule book in political environments. Actually, let me rephrase that. There are written rules to please the masses and then there are the unspoken rules that get made up as you go along. Your employees aren’t interested in having to be manipulative in every situation. In fact, many of them were never formally trained in this skill. Stop insisting that they add this to their professional repertoire.
Your employees don’t care about politics. You hired them to do a job and they can do it. Recognize that politics in the workplace is a system. It’s a system you created based on your agendas and what best serves the financial, professional and business interests of a certain group of people. Rarely, do the politics in the business serve all of your employees. I have never worked somewhere when I suddenly realized: “Wow, the politics in this organization have really boosted my career and put me at the top of my game.”
It is often said in House of Cards, that there are winners and losers in politics. That is certainly true. The thing is, I don’t want any casualties in my business. I want everyone who puts in the work and effort to win. I think most employees would prefer those cards over your messy politics.
I recently had the opportunity to speak with my friend and entrepreneur extraordinaire, Joey Price of JumpstartHR on his Business, Life, and Coffee Podcast. We had a great conversation about when I knew I needed to start my business and discussed whether women make better CEOs than men.
You’ll have to listen below to hear what I had to say about whether women are better than men at leading organizations. I think you will be surprised at my response. The one thing I learned for sure listening to this podcast is:
“We all have a story and we should share it as much as the universe will allow.”
Joey was able to capture my journey to entrepreneurship in a way that I have not in the past. Life often feels like thousands of vignettes that run into one another, blend and become distorted the further away from them you get. Asking the right question and a dose of honesty will always bring forth something compelling and useful.
Joey and I started on our social media journey at about the same time and have since become both colleagues and friends. It is pretty neat to see where both of us have landed respectively in our lives and businesses.
If you have a business, are thinking of starting a business or just have an interest in a story about someone who chased their dreams when everything was falling apart around them – you will want to listen to this podcast.
Please feel free to share your thoughts with me on the podcast below in the comments. Also, if you like this episode you will love the variety of his other shows- give them a spin!
Thanks for reading and supporting! I appreciate you immensely.
As we continue to explore all of the segments of diversity that deserve our attention, let me add another one to the ever-growing list. If you couldn’t tell by the title – the segment I am speaking about is: Moms. Some of women are fortunate enough to be employed by an employer who understands that there is much more that can be done for women returning to work than what FMLA provides. Those women are in the minority. The larger chunk of this segment is betrothed to companies who either don’t care or aren’t creative enough to create opportunities and pathways for mothers returning to work after starting their families.
Did you know?
The U.S. is one of three countries along with Oman and Papua New Guinea that does not offer paid maternity leave. This is a clear indication that we are not only lackluster in support of women before they become mothers, but that we neglect them on the other side of motherhood as well. As such, “off-ramping” or leaving career tracks for women is not just an option but a decision made under the duress of the stigma placed upon women who decide to have a family.
According to the Center For Talent Innovation’s 2005 study, 37% percent of professional women in the U.S. left their career track at some point. 66% opted for flex-time, temp and part-time work instead of completely off-ramping. According to a 2015 Huffington Post Women article by Sylvia Ann Hewlett, the numbers had not changed much when they revisited the 2005 study in 2010. Shocking!
Let’s be honest… let’s be real.
Women should be able to start a family whenever they choose. It isn’t a decision that requires the ever-popular buy-in of line managers and the C-Suite. That said, when a woman makes that decision- it shouldn’t be the case that she has to bid adieu to her career aspirations, upward mobility and financial security.
Unfortunately, women are hindered. There’s a stigma around pregnancy and being a parent in many companies. While I choose to focus in on women for the sake of this piece, the stigma extends to any person – who has to put familial obligations before their work at some point.
I can remember so many days working for previous employers – where my need to leave at 5pm was met with grimaces and rolling eyes. I recall many days that one of my children were sick and I had to hear the long sighs and pauses directly after letting my immediate supervisor know I would be taking the day to care for them.
From where I sat, starting a family was seen as an affront to what the company needed to accomplish. How dare you set them back like this? You want to take longer than FMLA will allow, we can’t guarantee your job because you need more time. “Good luck and best wishes” is how they say: “You were great until you decided to have this family, good luck being hired again, but we are moving on.”
Leaning-in for the win or not.
There isn’t enough leaning-in in the world that can change an archaic mindset. If companies believe a woman who has family obligations is worth less than one who can sit behind a desk for 12 hours a day and then again from home neglecting their personal wants and needs – I would say they are insane. One isn’t better than the other – it’s just different. We need to stop alienating women because they choose to have a family. More importantly, we need to welcome them back whether it is after a short or long hiatus- offering different options for either scenario.
Here are three reasons why companies need to provide a pathway for women back to work after starting a family:
1)A 2013 Pew Research Center Survey indicated that 40% of households with children under the age of 18 have mothers who are either the primary or sole providers of income for the household. By eliminating the pathway for women to return to work, you are very likely creating economic disparities for not only women, but for families on the whole. Washington Post reported last year that 47% of Americans cannot afford an unexpected $400 expense. Already strained household budgets, plus unpaid maternity leaves, coupled with women out of work due to lack of opportunity is very likely a financial burden/nightmare for many families in the U.S.
2) Can you afford to lose another segment of the workforce? KPMG published their 2016 Top Global Market Trends last month. One of the five takeaways from this report was that: “Talent shortages are still top-of-mind for many leaders and they see it as the new norm.” I’ve mentioned in other articles that I think the talent shortage is more perceived than actual. How can we claim talent shortages when we are willfully turning away women from the workforce? Realistically, no organization can afford to lose this segment; which is why it makes sense to create circumstances that favor them staying.
3) It’s the right thing to do. How much more volume do women’s issues need for the parity and double-standards to stop? Every person deserves to be able to sustain themselves and their families by way of gainful employment. Women owned-businesses are on the rise and they are likely to rival establishment businesses and their archaic thinking. The true talent shortage is when women push out the big guys and focus on all of the items that were off the table like: paid maternity leave, flex-work arrangements, backup daycare, eldercare options, paternity leave, phase-back programs etc.
I covered this topic in further detail on my show: Ask Czarina Live ™ Unbothered: Moms Returning To Work. Check out the episode below.
Diversity is on the tip of everyone’s tongues right now. The interesting thing about diversity is people generally give it attention at the 11th hour when missteps and poor practices have already done damage. If some new regulation calls for diversity and inclusion training , diversity mascots experts are dusted off and asked to provide just-in-time training to show compliance.
As HR practitioners and more importantly business owners, we must all agree that a just-in-time or post-incident training is not a solution to ensuring that we foster inclusive workplaces. Whereas we have been trying to mitigate the instances of intolerance, harassment and exclusion in the workplace – we now have events and circumstances outside of the organization forcing us to have more timely discussions with staff.
The volume is turned up on racial and bigoted rhetoric. Politics are all the buzz as we move towards nominating candidates for the presidential race in the U.S. Through it all, tensions are high online and off. Do you think for a second none of this has the potential of spilling into your workplace?
If you think not, you’re not watching closely enough. More than ever, your employees need to know where you stand and how you expect them to conduct themselves. Times of controversy call for compassion, understanding and real-time diversity conversations.
Here are some tips for implementing these conversations:
1)Be timely and consistent in communicating. It doesn’t matter whether you are addressing concerns internally or externally- you will need to be timely and consistent. Waiting too long to address diversity issues of the moment- can elicit trust issues and undermine your ability to authentically connect with your staff.
2)Make it clear where you stand and what you expect of your employees. I once worked for an organization that allowed the confederate flag to be hung in the offices of leaders. Just a short twenty years ago, this same organization had employees hanging nooses in the offices of African-American employees. To date, it isn’t abundantly clear that they support a diverse workforce and it isn’t implied because it says so on their webpage. I share this to drive home the fact that you have to walk the talk. Diversity and Inclusion is not just a policy or beautifully-written EEO statement. Diversity should be a part of your organization’s moral fiber. Your employees deserve to know where you stand and what will and will not be tolerated.
3)Keep it simple. Keep it real. Have you ever taken stock of the gestures and faces your employees make before you or any other leader starts speaking in a training or meeting? Employees are like your customers in many ways. They hate contrived messages. It pains them to watch you squirm through a conversation on race knowing that you don’t even believe the words coming out of your own mouth. Keep your message simple and be real. You have to trust that you have fully-grown adults working for you- that are capable of engaging in open dialogue on diversity, inclusion and other difficult topics.
It is our legacy in HR to create policy, procedure and programs. With pressures for businesses to show and prove their dedication to social causes – it is very clear that HR and the business have stock in managing the moral reputation of the company. Using these tips are just the beginning to the effort you need to put into a sound diversity and inclusion strategy.
In my latest “Ask Czarina Live”, I talked about what happened to MAC Cosmetics when they let a diversity debacle go too far. Check it out below.
Have questions about how to take this one step further?Contact me. I’ll answer you in a future “Ask Czarina” video.
