Every year, I like to find a different way of celebrating my favorite day: my birthday. Since I am turning 32 next month (I know…awww…), I’ve decided to share 32 revelations I have had during the course of my life about everything from life in general to business. Think of it as daily inspiration for you and therapy for me. It is a challenge for me, because I don’t think I have ever published a post everyday in the entire existence of The Aristocracy of HR. Plus, I recognize that while I am fairly generous in sharing on social media and here, I have only just scraped the surface on sharing who I am when I’m not pontificating how HR and Business can do better. Let’s use the month of March to get to know one another better. I hope at the end of the month, you walk away with something you can use in your own life or business.
Day 4 of 31- Silent Sentinel
March 3rd, 1913 a woman by the name of Alice Paul organized a woman’s suffrage parade of more than 5,000 women participants from every state in the union. This wasn’t just any day, it was President Wilson’s first inauguration. It wasn’t your typical parade, Paul and the participants were marching in the name of woman’s suffrage. Onlookers assaulted the marchers which very quickly escalated to a volatile situation.
Four years later, Alice Paul broke away from the National American Women’s Suffrage Association (NAWSA) to form a more radical delegation of women’s rights activists called the National Women’s Party (NWP). It was also during that time that she assembled the “Silent Sentinels” to protest President Wilson’s ongoing lack of support for women’s suffrage. As pictured above, these women asked the obvious questions: “how long must liberty wait and “what will you do for women’s suffrage”.
Why is this important?
This moment in history verifies what I have been saying in previous posts- when you choose awareness and action over ignorance and inaction- it is a problem. Alice Paul and her fellow suffragists were attacked while police officers pretended not to see the attacks and then they were arrested and put away for seven months. I note that when the NYPD and Ferguson had the center stage last year, I did not choose silence over what I knew, I spoke up and called them out – namely the administration for having a poor system and and even worse practices. As a wife to a detective and someone who grew up with the NYPD, I felt there was no one better to talk about the real issues that were causing the civil unrest than me. In return, I had several men chime in. One said that they hoped for my husband’s sake that I was “hot” and that I must be an “A-1 ball-buster at home”. Another exclaimed ” who is this chick that thinks she knows the NYPD and how to fix the issues- she hasn’t a clue.”
Like Alice Paul, these men found my rhetoric and disposition to be “unladylike” and “radical”. In 2015, it is still the opinion of many men that a woman should know her place. I should be seen and not heard. Since I have an opinion, I must automatically drive my husband insane. If the latter is true, the only way the relationship could be worth it (according to these guys) is if I were “hot”. It is not only pathetic but sad, that I even have this as an anecdote to share.
Here’s the facts: I don’t bust balls for folly, but I certainly will-if warranted. I am allowed to have an opinion and feel empowered to speak up, if I choose. I am very much a lady and also radical when the spirit moves me. I don’t take kindly to anyone telling me when and how I should react. I am confident in my skin and operate on these premises, because my father (a man) constantly drilled me on the importance of being independent and strong. I’ve seen what hair twirling, flirting and “lady-like” behavior gets women in the boardroom. You get smirks, raised eyebrows and side-eye from the women witnessing a weak attempt of a fellow woman trying to be seen as worthy and viable. I simply wish that as women we could just show up unapologetically and be accepted for what we bring to the table.
In conclusion, the men that were spewing this stuff had never been schooled on social media 101 apparently. As such, it never occurred to them that the thread they were bashing me on would be seen by my dad. I can tell you that no matter how old a woman gets, no father takes kindly to people speaking ill of their daughter. My dad had a field day with one of them-to which this gentleman agreed he was in the wrong for making assumptions about who I was because he didn’t like my opinion. While I can’t be sure if these men were truly sorry or just sorry that the father of the conspirator caught them in the act, This situation and others ensure that I will continue to speak out in the future.
The time for women to be paid equitably, treated fairly , and regarded as the awesome human beings we are is now. Alice Paul was fighting this fight over 96 years ago, isn’t it time?
Czarina’s Lesson: When it comes to the fight for civil liberties, what is old is new and what is new is old. There’s no true liberty until everyone is afforded the same opportunities and rights.
Campaign/FTC disclosure:I will receive compensation for promoting this campaign. I only work with companies I feel have great products, services and offerings. In accordance with my blog disclosure statement, I will only work with and showcase products and/or companies I believe my readers will benefit from. Freedome VPN has hired me as a brand ambassador for this campaign because of my influence on social media and knowledge of cybersecurity concerns. I am not formally employed by Freedome VPN. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.
Image courtesy of F-Secure
As HR professionals, we are responsible for handling sensitive information all day. From new employees’ social security numbers to legal documents-we are entrusted with the identities of our people daily. In business, we are increasingly relying on technology to house sensitive information; but are we doing everything in our power to ensure the security of our employees information? Those of us that have worked in government or government-related companies understand that the best defense against potential cyber threats is the individual. Training your employees to identify and prevent potential exposure to threats provides a formidable first-line of defense to hacking, phishing and other cyber annoyances. Which begs the question-what are the secondary and tertiary lines of cyber defense?
After working remotely for sometime now, there are always company concerns about the security of my own devices. In fact, I have signed waivers in the past stating that the devices I used would utilize an anti-virus and malware program to prevent privacy threats- among other safeguards. I was also provided a virtual private network also known as a VPN”, so I could work securely from any of my devices. With a demand for BYOD flexibility on our heels, how do we allow flexibility in how work gets done, while ensuring that our systems and proprietary information are secure? It requires robust technology as well as the collective of diligent individuals.
I have been using Freedome VPN for just about three weeks now. I’m not sure my online behavior would meet muster based on the case I am trying to make for iron-clad cybersecurity practices. For one, I regularly used open WiFi networks without using a VPN that could protect my information. According to the Electronic Frontier Foundation (EFF), most WiFi providers strongly suggest the use of VPNs’ to encrypt your data when using open connections in their terms and conditions. Oops! I never thought about using a VPN for personal use. It never occurred to me that it was necessary. I’ve always used it in business and saw it as the company’s way of allowing a safe bridge to company information. The need for protection on my desktop and laptop was evident, but I was neglecting the one device I spend the most time on- my smartphone. Double oops! I suspect I’m not the only one that has been slightly negligent and maybe greedy for a strong WiFi connection -such that I potentially compromised my privacy.
Shockingly, within the first day of using Freedome VPN, I had over 100 tracking attempts on my phone (seen in the screenshot below). On my laptop, I have had 14,218 tracking attempts blocked to date.
I had 154 tracking attempts within the first day of using Freedome VPN.
It is evident that whether you are an individual, SMB or Enterprise company, you need to invest in technology like Freedome VPN. It’s easy to download whether using a desktop, Android or Apple Device. Once it is downloaded, it is activated by touching the center circle labeled “connecting” (as pictured above) and you are protected. Working with other VPN’s, it has often been a struggle to log-on and connect consistently. Often times, it would take me several attempts to sign into my VPN successfully before I could begin my work. With Freedome VPN, it is on all of my devices and there is no downtime. This allows me to be productive on-the-go without the concern of being exposed to cyber threats.
Protection is as easy as touching any of the headings and swiping back and forth to turn your protection “on” or “off”
Everything we do is online. I have been the victim of identity theft twice in my life where my personal accounts were hacked. I have watched friends and colleagues who have had blogs and entire bodies of work hacked and destroyed. This is the reality of life lived both personally and professionally in the digital realm. Security is one of the most pressing concerns for both businesses and individuals today. It’s about time that we have simple online protection that works seamlessly with all of our devices without the hassle.
Freedome VPN has been incredibly generous with offering free trials of their product. As such, I am offering my readers a 90-day free trial so you can see for yourself how easy and powerful this product is. Go to:http://freedome.f-secure.com/vip/index.html and use code: “qsf257“.
If you’re not yet convinced of how easy it is to steal your information when using open WiFi networks, check out the video below from F-Secure. It shows you that anyone can create a WiFi network in an effort to steal your information. Don’t say I didn’t warn you! Privacy is not a game.
Some time ago, my dad was unemployed and picking up contract work when it was made available to him. In order to procure this contract work, he had to sign up with a few security agencies. In doing so, he eventually landed a full-time gig supervising security guards and investigators for a major supermarket chain. The nature of his employment agreement with this chain was that he was technically employed by the security firm but assigned to the supermarket as a worker- so no company perks, benefits or official employer-employee relationship. This supermarket is well-known for their concepts around creating democratized workforces that enjoy their work, have a passion for what they do and are rewarded in innumerable ways for such efforts. I’ll let you ponder that one.
Despite the purported mindful leadership at the helm, my father had no direction of what was right or wrong- where it concerned his employment. What do I mean? As a supervisor, his job was to watch the cameras for any potential for theft. He also supervised a staff of investigators and store detectives. In addition, he was required to walk the store to observe customer behavior ensuring the overall security of the premises. When the store closed at night, he was responsible for making sure all remaining customers exited in a timely fashion so he could continue his nightly closing procedure. At least weekly, there would be a customer that felt his presence was “harassing” when he would pleasantly ask the customer to proceed to the nearest register, because they decided to shop for food at 9:50 p.m. and the store was closing in ten minutes. There would be one or two customers who tried to steal goods under his watch and he would act accordingly. There were managers that would gossip about him saying he “had an attitude” because he didn’t spend time chatting with them on the floor. In light of all of this, no complaint was ever logged with the agency he was employed by and so he continued on doing his job. Yet there were very different views and perceptions about whether he was doing his job,
Until…
One day, he is told don’t show up to his normal store. Manager X didn’t want him there any longer, so the agency pulled him- no questions asked. The agency’s response was “that’s a tough store to work in and lots of guys have had issues with that manager- we’ll just reassign you.” He was reassigned to a new store, things were great there until some months in- he receives notice that another manager wrote to the regional head to say that: “a customer allegedly complained about him harassing them at closing- suggesting that he should not be employed by any of the supermarket’s other locations.” He was never called by the agency to find out his side of the story. He had to proactively seek out answers- which was met with the following answer “we have a lot of issues with the managers there- we’ll get you working with some other clients.”
The problem with this entire situation is the employee-whether my dad or someone else is always in limbo. The supermarket and the agency operated under separate and very different standards of operation- which was confusing to the people working for either of them. The agency signed and enforced a contract with this company that basically prevented them from defending their employees. Their unwillingness to get to the bottom of the alleged complaint against my dad (which affected his employment) told me that they were far more concerned about tarnishing the business relationship than retaining him as a contractor. They set the precedent that, anytime any alleged customer complaint was filed or if a manager disliked any contractor they sent- the worker could expect to be ousted from that location.
He who fails to plan, plans to fail…
The biggest mistake they made in this partnership was not planning for a collaboration that ensured the seamless integration of workers whether directly employed or via the agency. You cannot have a successful workforce outsourcing situation where the rules are different for how employees work and are treated because of the nature of their employment. Since this company was quite possibly the biggest account they had-therefore contributing to a large portion of their revenue; the agency was unwilling to stand up for their workers when these issues arose. In return, they also had a hard time retaining people with this account because of the treatment.
The terms of any workforce outsourcing agreement need to be true to how each entity operates, while also ensuring the fair and consistent treatment of employees. Each party has to be willing to be flexible in their terms-as the relationship continues, to allow for tweaks to the service level agreement in place. As a vendor, your primary focus cannot be the money you will make on the account. You also have to seriously consider your ability to hire and retain the talent you will need to sustain the account.
Here are some other items to consider when entering a workforce outsourcing contract:
1) Did you ask about the company culture? You need to. Understanding and deciding how your workforce will blend with the existing client workforce is an important consideration for how successful you will be.
2) Creating a conflict mediation practice. Just like the client values their employees, you do too (hopefully). If you do, it is important that anyone you hire knows how they can resolve an issue should one arise. There should also be a collective agreement between you and the client of how these issues will be resolved.
3) How do you socialize the onboarding of new staff? Will the client simply have people show up to work on Monday or will there be a formal meet and greet? Whether an employee is a contractor or directly employed by the company, it is important for management to communicate the acquisition of new talent and communicate the expectations for how everyone will work together.
4) What can you do to make “contractors” feel like they are a part of the company? Can you afford to offer contractors a discount or pro-rated benefits? Making people feel more like an employee even if the relationship is temporary, can increase productivity and improve their engagement in the business and operations.
Customers don’t care who employees work for when it comes to patronizing your business. They know that they expect to have a great experience and if something should go wrong- they will be provided with a consistent and speedy resolution. Spending time in the beginning to develop and incorporate some basic talent management practices into your workforce outsourcing agreement will help to assimilate these new people into the current workforce seamlessly.
Ready to develop or improve your talent management strategy for your business?Contact me.
There is nothing more reassuring to a jobseeker than hearing that opportunity abounds in the company you are interviewing with. It isn’t the most important aspect for everyone, but for a good majority- it is the defining factor next to compensation and other candidate bait. There’s very little reason for candidates to doubt your claim of endless upward mobility. That is until they get burned. When they start a job and find out the yellow brick road to career greatness is more like quicksand; it leads to initial disappointment-but they haven’t lost hope in every employer yet. They start to search again and find another seemingly good company. To ensure that they don’t make the same mistake again, they ask your recruiter better questions during the interview process. They join your company with hope and promise beneath their wings; but this time there is a new set of tricks that halt their career progression. Now, it hits the candidate like a ton of bricks that there’s something wrong. Either they are really bad at choosing companies or they aren’t as great as they thought. To put it plainly it is utterly frustrating.
At a time where retention and talent management are all the rage, you would think companies would be more intentional about looking at practices that may be undermining their efforts.Whatever your sentiment is about how employees progress in the company, you have to agree that the following practices are pretty lame and counterproductive to your talent management strategy.
1) Bogus Job Postings– Here we have those highly-coveted positions where you have quietly identified your candidate of choice, but decide to waste your employees’ time, energy and emotions as they fawn over a job they have no possibility of attaining. The worst part about this is the imposition you put both your recruiters and candidates in. Both parties know how it’s going to turn out, but instead they have to go through the motions because you want it to appear that you conducted a competitive search.
2) Sneak-Attack Promotions- When you feel the need to confidentially promote employees followed by a celebrity-worthy press release announcing your decision- morale is going to plummet. It doesn’t say very much about your leadership ability, when you don’t think enough of your team to give them a chance to apply and interview for positions they are qualified to do.
3) Hold em’ and Fold em’- Are your managers undermining your employees’ ability to transfer by creating performance issues and personality narratives that never existed? This is typical when opportunity presents internally, but the manager does everything in their power to keep the employee from progressing further by sharing off-the-record performance fodder that influences the selection process. The problem with this is the employee catches on eventually and realizes they’ve been blacklisted.
4) The Relic on the Shelf- Poor tenured employee who has done well in becoming the go-to gal or guy in their department, but can’t seem to get any further. So you mean to tell me that this person who has been with the company for 30+ years with nary a bad performance review and happens to be fluent in the company rules, norms and culture is suddenly not good enough for any other opportunities in the organization or even their own department? Stop the madness!
5) Give Me More… more education, more experience, more skills, a third arm, the stem cells from your first child- I get it-you don’t have time to train and you need them up and running like yesterday. How do more KSA’s help when you haven’t established what is absolutely essential to your operation? In addition, why is it necessary when you have promoted and continue to promote people with no credentials? If you’re going to ask someone to go back to school or learn more, the request needs to be consistent and operationally-warranted. Last time, I checked Jesus Christ already has a job.
Here you have five scenarios where there is likely a disconnect between your intention and practice. The moral of the talent management story is this: if someone isn’t performing well, don’t promote them. However, have the decency to have a conversation about how they can fix it. When they do fix it, don’t hold their past performance mistakes and deficits over their head indefinitely. Strike a balance between what you want and what is needed. You may think you “need” someone with a PH.D and the ability to read minds for that receptionist role, but does it have to be so?
For God’s sake be thankful for your tenured employees, if not for them many of your triumphs and financial gains would not be possible. If they aren’t trained to the standard of the current workforce, blame yourself for not investing in them and insisting that they continue to grow professionally. Speaking of growth, stop hiding and withholding opportunity from your workers. Be transparent about present and upcoming opportunities. Allow your employees to apply for internal opportunities aligned with their backgrounds and interests. The best case scenario is you could find out you have been missing out on some unknown strengths of your employees. The worst case…you hire the right person and your employee carries on knowing that you at least gave them a chance.
Lastly, no more bogus searches. External and internal candidates alike know when you are full of sh%&! Stop putting out external postings knowing you want a qualified internal candidate and stop posting internal positions knowing there’s a VIP in mind. Interviewing for a job is stressful and we have all been there. There is nothing considerate about making someone go through the scrutiny that is synonymous with the interview and selection process for no reason. Being honest about opportunity is just one more way of building rapport with your employees. It also ensures that prospective employees aren’t deterred from joining your company because you haven’t committed to a consistent and fair talent management strategy.
For you among the crowd that have been involved with audits whereby an infraction was found and you had to pay up- it cuts deep. It stings even worse when in hindsight you recognize that you weren’t proactive and missed something that has now cost the company money. The ultimate question from the top will always be: “how did this happen?” How will you answer: “I don’t know”, “I’m sorry”, “It was a mistake”. Mistakes happen. However, when your mistakes are preventable and they cost your company money that could have been used for other endeavors-HR is going to take some heat and rightfully so.
Take a small to mid-size business (SMB) for instance. You are a business that makes a specific coating for tanks used by the US Military and your federal contract is worth 2.5 million dollars. You have other clients too and they keep you solvent, but this federal contract keeps you afloat. Now consider this: you have not run a pay equity analysis in a few years. As such, one of your mid-level employees has just had a compensation discussion with their boss that turned ugly and in return alerts both OFCCP and DOL of discriminatory compensation actions. You (HR) receive a notice from DOL asking for your entire compensation history for the past three years. Their review of females and minorities corroborate the narrative supplied by your employee- which leads to an onsite audit. Over the course of a year, they find there are plentiful pay equity violations that result in a fine of $700,000. Ouch! Fines of this magnitude can sink a business or at a minimum leave an indelible wound.
Do you remember the Astra-Zeneca DOL Settlement of 2011? Women were found to make at least $1,700 less than their male counterparts doing the same job at AZ. 124 women were awarded a $250,000 settlement. In return, AZ promised to review pay practices and fix any problems.
Could Self-Audits have helped Astra-Zeneca?
Yes. Had they been reviewing their compensation policies and practices regularly they would have seen issues warranting attention and revision before this became a class-action lawsuit. Self-auditing or mock audits can save you and the company from hefty fines, awkward conversations and/or having to close your doors.
Here are some tips on implementing self-auditing as a practice:
Depending on how often you can expect to be audited by outside agencies, set up an internal audit schedule.
Create an internal audit team to review your practice against your policy and procedures. Where possible, it is ideal to have someone outside the group being audited conduct the audit for objectivity purposes and for a fresh pair of eyes.
Summarize findings and create a threats and opportunities analysis to see where you need to improve. “Threats’ in this context would be items that are inconsistent with your policy and violate the law. “Opportunities” are areas where you do well in complying with policy, but there is potential for violating the law.
Get your team involved. Ask them to conduct their own random spot checks. This holds everyone accountable for the consistency of following procedure and allows you to get ahead of potential issues.
Train your team on communication during an audit. Saying the wrong thing or too much during an audit can be detrimental your success. Ensuring that each of your team members understands what to expect and how to respond can be helpful for when they are faced with a real auditor.
When it comes to your business, ignorance isn’t bliss. Don’t be afraid to self-audit. It is far better for you or your peers internally to point out your faults than any regulatory agency. Become informed about where your fall short and tighten up your practices. You will thank yourself and the executive team will thank you for saving their money.
For at least the past three years, there has been no shortage of articles written about the urgency of businesses and HR adopting a data mindset. Business analysts and experts on this subject have tried everything from threatening the existence of data-ignorant companies to making innumerable cases for why it should be a part of your company fabric. Admittedly, data is important. We cannot just go about our days wishfully doing business without the context behind what is really driving and affecting our operations. When you ask for that new system that costs $500,000 you can’t just tell your boss you need the money- you need to provide a business case for how this new system will exponentially improve an operational segment and/or solve a business problem. The only way I have seen these requests approved is with data.
Now notice I simply refer to “data” and I don’t try to make it out to be this monstrosity that lies far and beyond the average person’s comprehension. My friends this is where analysts and big thinkers are losing the masses.
When we talk about data, data is data to the average practitioner. Moreover, most companies have barely scratched the surface of utilizing simple data to make business decisions- that it is hard for them to comprehend anything bigger. According to Bersin by Deloitte’s Talent Analytics Maturity Model– over 50% of companies are still working at the Reactive- Operational Reporting Level.
Why is the message “buy into the idea of big data” rather than a focus on helping the everyday practitioner or CEO utilize the data they have to make the decisions they need to make? I suppose I’m taking money out of someone’s pocket by saying this, but I don’t get why this concept can’t be explained simply.
Bigger isn’t always better… but the perception of it is scarier.
One of my connections on Twitter mentioned last week that she was both “ fascinated/concerned with big data”for 2015. To which I replied: “big data is a focus on data points that helps us operate in business more efficiently.” My response got me thinking further: shouldn’t all data achieve that result? All data isn’t good, relevant, or useful. Big data will not solve all of our problems, if we don’t first reframe our thinking about the purpose and use of data in business.
To that end, here are some simple thoughts that can assist you with using data in your organization:
Start simple. What do you want to know about your business that data can shed light on? Start here and start to build out the narrative with data.
Find purpose. What is the reason this data is important to your business? How will it help you modify or change what you do currently? If you don’t have a specific, actionable purpose for this data- why bother? The data should at a minimum serve as an operational baseline, but it can also be used to identify issues and opportunities.
Train your people to extract, synthesize, analyze and sensibly utilize data for the optimization of your business. I remember being asked ad nauseum for “Time-To-Fill” reports for my positions at a former employer. Leadership was convinced that aged requisitions over 60 days meant a recruiter was not efficient. They would use these reports to chastise recruiters that weren’t filling jobs within 30 days. While efficiency could have been a contributing factor to this metric, the truth was there were many other variables causing requisitions to age over 60 days (i.e. high requisition volume, hiring manager delays etc.). I provide this short anecdote to show you how a single piece of data was misused based on lack of clarity around its purpose and the inability of leadership to sensibly use the data.
One of the most important things HR can do this year is to become more data savvy.However, take the pressure off yourself of having to be a certified expert in big data. Instead, focus on piecing together the narratives that are most important to your business that way you can tackle the “bigger” and more complex scenarios later.
