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In partnership with SHRM ATL, FlexHR offers a one-day HR Boot Camp and interactive panel discussion. Our HR expert consultant panelists will provide expert advice focusing on present and forthcoming HR demands, strategies, and best practices designed to help you become more knowledgeable and stay ahead of current HR trends.
Space is limited, so be sure to reserve your spot today.
After our Bootcamp, attendees will obtain QR codes to receive the 4 SHRM PDC/HRCI CEU credits. You will also receive a QR code that takes you to the content discussed throughout the day provided by Flex HR.
Jim Weber, President of New Century Dynamics Executive Search, has landed a new assignment to find a COO for an Ohio-based full-service restaurant company. Your interest and referrals are appreciated.
COO Job Description
The Chief Operating Officer (COO) is responsible for the successful operations of the Company’s retail outlets. This leader is accountable for developing systems, processes, and procedures to ensure the financial success of the brands. The Chief Operating Officer will own all operational aspects of the business to support the brands, including providing input/direction on brand strategy, driving location-level performance, directing/managing the food & beverage program, maintaining facilities, overseeing the build-out of new locations, and championing continuous improvement. This leader will model and support the values of the Company’s Culture and foster innovative thinking to manage, develop, and grow the enterprise. The ideal candidate will be instrumental in developing a high-performance culture built on respect, trust, accountability, and integrity.
RESPONSIBILITIES
OPERATIONS
Champion operational excellence and adherence to brand standards.
Empower and Lead Operations Managers to consistently deliver a cohesive brand experience to guests.
Develop systems, processes, and procedures to support the staff’s ability to deliver consistently high operational excellence.
Identify operational gaps and continuously improve related systems and controls.
Provide input on strategy and brand marketing direction in partnership with other leadership team members.
Manage brand performance metrics via improved reporting, information flow, management, and business process improvement.
Manage the creation and rollout of the brand dashboard at all levels of the organization.
Develop and maintain an innovative, best-in-class food & beverage program that provides guests with the best product experiences.
Oversee and drive the development of new locations for rapidly growing brands; support brand expansion, including new market pre-launch activities.
VISION, STRATEGY AND LEADERSHIP
Contribute to the building and achievement of the company’s strategic plan, advancing the company’s brand position, revenue, and growth.
Drive the development and preparation of short-term and long-range plans and budgets based on company goals and objectives.
Foster an environment where improvements to products, processes, and services are welcomed and encouraged.
TEAM DEVELOPMENT
Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.
Attract, develop, appraise, and retain a high-performance team; provide coaching and feedback for continuous improvement to foster a high-performance, energized work environment that reflects the organization’s culture.
Establish a system to ensure team members receive timely and appropriate training and development.
QUALIFICATIONS
Operations: Ten years’ experience managing multi-unit, multi-brand operations; hospitality and food & beverage required. Preferably cross-category experience (i.e., entertainment, fast casual, fine dining).
Proven ability to influence the marketing strategy and direction of start-up brands.
Experience scaling the business operations of an early-stage, comparable organization; experience as a proven business operator.
Experience managing rapid organizational changes and managing the impact of change.
Track record of delivering operating results while increasing sales and profitability.
An energetic, positive, relationship-oriented individual with a demonstrated track record of serving as a trusted partner to internal and external constituents.
Demonstrated ability in problem analysis and resolution at both strategic and operational levels.
Exemplary team-building skills and demonstrated ability to motivate and encourage teams.
Ability to collaborate with cross-functional teams to attain business goals/objectives.
Minimal travel, when necessary.
Personal Attributes:
Adaptable – You are flexible, resourceful, and can wear many hats. You are always looking for ways to improve and can look at a business with a critical eye. You are timely, proactive, and always follow through.
Accountable – You are a team player who will not pass the buck. Unafraid of having crucial conversations, you are empathetic but firm and are strong with conflict resolution.
Proactive – You are not afraid of new challenges. You identify issues quickly and drive through obstacles with ease to deliver high-quality results.
Analytical – You can effectively process financial information and express the business’s needs to your teams. You have an entrepreneurial mentality and are exceptionally organized in all your tasks.
A Communicator – You are a successful communicator and liaison between the field and the home office. You understand the hospitality industry and embrace our non-traditional business hours.
Salary Range: $150,000 to $200,000
Benefits:
Med/Dental/Vision/Life.
Paid Time Off.
401(k) with match after eligibility requirements are met to enter the plan.
Our Core Values are:
Host the party – keep your guests happy.
Be honest, open, and respectful when speaking AND listening.
The team’s best interests come first. Think We, not Me.
Bring positive energy, work hard, and, most importantly, have fun.
Hold yourself accountable to the COMPANY way.
This document is presented to you in confidence. All communication, whether written, oral, or electronic, should be addressed to:
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You may have noticed #QuietQuitting all over social media, or heard about a TikTok video by Zaid Khan, an engineer in his twenties, who discusses the trend of those who feel that life is more than the hustle of working long hours and going the extra mile. Instead, he expresses the view that it’s okay to show up and simply fulfill the requirements in your job description and then leave, as we aren’t defined by our work.
This philosophy isn’t just being adopted by twenty-year-olds and TikTokers, however. Over 50% of American workers could be called quiet quitters, according to Gallup, and though many are under 35, as many as 18% of workers of all ages are disengaged.
The quiet quitting trend started in 2021, after the pandemic and at the beginning of the great resignation. At the same time, quiet firing and hiring have risen.
What Are Quiet Quitting, Firing, and Hiring?
Quiet quitting is also sometimes called soft quitting. Though someone isn’t quitting, they begin putting in the minimum effort to be considered doing their job. They only attend mandatory meetings, don’t work late or on the weekends, and don’t reply to phone calls or emails in their off time. In other words, they aren’t putting in extra effort to be a team player and are unwilling to make personal sacrifices for their job.
Quiet firing is what happens on the other end, and maybe a response to quiet quitting at times. A manager or company may create an environment or conditions that are unreasonable or overly taxing to try to get someone to quit, instead of just firing them outright. This can save them money or legal hassle, and be a more passive-aggressive tactic so that the employer still has leeway to deny their part.
Quiet hiring, on the other hand, is when a company tacks on responsibilities that go beyond employees’ job descriptions. They could be given new types of projects, a new position, or be required to perform certain tasks that require them to learn a new set of skills. This saves the company, time, money, and resources that would otherwise be needed to hire someone to fulfill these responsibilities.
Why Are These Trending?
But why have these trends arisen? Like the TikTokers who advocate for quiet quitting, many are striving for a work-life balance, while others are dissatisfied with their job and work environment.
any of these quiet quitters have similar motivations to those who have been actually quitting since 2021: low compensation, little growth or opportunities, and feeling undervalued or unappreciated.
These employees usually don’t set out to underachieve. Instead, they feel they are being expected to go beyond their job description and work outside their normal hours to an unhealthy extent, which detracts from their rest time and personal life. In return, these employees don’t feel supported, respected, or rewarded for their efforts. It’s no wonder they feel the need to create firm boundaries.
Quiet hiring has arisen as organizational needs change. As a healthy company grows, new tasks or projects will naturally arise, and it can feel natural (and more efficient) to assign these to current employees instead of creating new jobs. This can be a smart business practice, but keep in mind the worker needs to see some kind of fruit of their labor: an increase in pay, a new title, more paid time off, or some other reward to feel that their extra work is being valued. Additionally, they need support to learn new skills or to have the resources required to fulfill their new responsibilities with confidence and not get burnt out.
Quiet hiring can help an employee grow and learn, but be careful that their job isn’t straying too much from what they signed up for or feel comfortable and skilled to do.
How They Intersect
If organizations aren’t careful and they overly burden their employees with quiet hiring, it could lead to ‘quiet quitting.’ And quiet quitting, as previously alluded to, can lead to quiet firing if leaders begin to feel their employees are underperforming.
How HR Can Help
HR can help to regulate job creep to prevent employees from getting burnt out.
Jim Cichanski, Founder & CHRO of Flex HR, a top HR outsourcing firm, shares some of the signs that HR can look for that signal an employee might be quiet quitting: taking time off, coming in late and or leaving early, underperforming, not going the extra mile like they used to do, cutting conversations short or avoiding conversation.
Phil Davis, Senior Vice President of Flex HR shares that senior leaders can help to prevent quiet quitting by holding monthly luncheons with a cross-section of employees to stay connected with employee needs.
Instead of quiet firing, Phil Davis advises that leaders “develop and institute a “discipline without punishment” program and stay positive and respectful in communications to employees. Frequent, frank, and constructive communications with employees with issues are always appropriate.”
Jim Cichanski similarly suggests a gentle “check-in with the disengaged employee by asking them what is going on. Try to get to the employee’s main concern and see if you can put them on a route back to working and being engaged: Perhaps a change in schedule or not working with a specific employee.”
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We asked those at Flex HR which top HR trends they think we’ll see in 2023, and they had a lot to share about the ever-shifting workplace landscape. Take a look at the top 10 trends below.
One main trend that is on the rise is for businesses to outsource HR. There are many reasons for this, including that it saves a company valuable time, resources, and money, and can ensure the company is in compliance with laws and regulations.
It can be helpful to have a fresh, outside perspective, especially from a company that focuses on excelling in human resources.
As many workers have left the workplace or quit their jobs for more flexible opportunities with higher pay, many companies have lost a substantial number of workers.
This has also created a general labor shortage in certain industries such as durable goods manufacturing, wholesale trade, retail trade, education, and health services.
In the new year, these industries will need to work hard to recruit to make up for these shortages; however, companies will need to get creative with their recruiting tactics to attract qualified candidates.
3. Compensation Changes
Inflation has brought many economic challenges, especially for employers as they struggle to keep up. Employees need raises, but raising everyone’s salary at once will cause the business to suffer.
Businesses will need to create compensation plans in the new year which address inflation and economic challenges.
Another possible change to compensation will be whether businesses choose to pay employees more based on their performance. The 2022 Lattice survey found that “65% of employees ranked work performance as one of the most important factors they want to be tied into their compensation.” Many HR professionals are working with business leaders to create plans to do just that.
4. The Need to Navigate Legal Complexities
As more states set up laws to override FLSA, to be exempt from pay thresholds, and add paid sick leave or disability pay requirements, businesses will need to plan financially to comply.
These new laws will pose unique challenges for multi-state employers, as they may need separate pay plans and structures in every state! This is yet another reason organizations are outsourcing to HR firms like Flex HR that understand these complex law changes.
5. Combating the Great Resignation (Still!)
In an effort to retain employees and battle the continuing trend of resignation, HR departments and firms will need to focus on meeting the new expectations and needs of employees.
The pandemic brought the need for workplace flexibility to the forefront, and it has stayed there as organizations learn to manage and maintain a remote or hybrid workforce. Many employees transitioned to a completely different lifestyle working remotely and now resist the call from organizations to return to work.
The 2022 Lattice Report predicts that it won’t just be the great resignation affecting turnover. This next year, “limited resources and an uncertain economic outlook” will no doubt cause employees to question whether they can continue their job.
Recruiting is expensive, so it’s in the best interest of organizations to listen to HR leaders who advise that they take measures to focus on meeting the needs of their current employees.
Jim Cichanski, Founder & CHRO of Flex HR predicts that the rate of resignation “should slow down, but current and potential employees are all about “me.“ Companies are making a lot of changes in benefits and finding alternative approaches to flexible work schedules.”
These past years, we’ve seen more HR departments move toward “embracing automation to work smarter, not harder” shares Deirdré Huff, Sr. HR Manager of Operations at Flex HR.
Automation can be used for planning, regulating company compliance, hiring, making requests, and managing performance. As it saves time and can help streamline business practices, we anticipate it will continue to be used in these areas and more.
7. Pay Transparency
Many new laws require employers to disclose salary information in their job postings or share how much employees make. Part of the movement toward this is to increase equity and decrease the chance of pay discrimination.
Of course, it is up to each company how transparent they will be with their employees, but the movement has already begun to gain traction.
As work is still hybrid, or fully remote at some workplaces, this continues to force organizations and HR firms to ask how to train employees without simply resorting to videos or video chats.
There is still a need to revamp the training process to meet the needs of different employees, and having a successful training program is more important than ever if businesses want to retain their employees.
Diversity, Equity, and Inclusion (DEI) is still top of the list in Human Resources. Companies still struggle to create appropriate policies to prevent and address discrimination and harassment. More than that, the focus is still on how to create an environment of inclusion to foster the well-being of all employees.
This will take the form of training programs and written policies, as well as be incorporated into company practices.
10. Accessibility
In the same spirit as DE&I initiatives, HR departments and organizations are encouraging companies to include plans that make work and resources more accessible to all.
Though the Americans with Disabilities Act (ADA) was passed in 1990 to discourage discriminatory hiring and business practices toward those with disabilities, there are still hurdles to climb in this area.
Companies need to create plans to include everyone and make sure they have the same opportunities, which means accommodating those with disabilities.
What should HR professionals prioritize to meet changing demands?
At Flex HR, we have to adapt to the changing workplace continuously. In the new year, we recommend you embrace the new workplace trends by prioritizing people over policies and be prepared to continue to tweak and change your policies (though you’ll have to create them first!).
With the number of people leaving their jobs or the workplace in favor of a more accommodating lifestyle or higher-paying job, your first priority should be to keep your current employees.
Phil Davis, Senior Vice President at Flex HR, advises that one way to do this is by paying them a fair wage, “+/- 10% of the prevailing wage market. Being above market is your best defense against turnover due to wages.”
Other important factors that prevent turnover are creating a positive workplace and having competent, caring supervisors.
Jim Cichanski advises that HR departments focus on “providing resources and interventions for the mental, physical and financial needs of their employees while maintaining a safe and healthy work environment.” He says the best way to retain them is “by listening to their needs, creating a culture of company trust, and responding appropriately to requests and concerns.”
According to the 2023 Lattice Report, the big things that leaders have identified to make employees stay, aside from fair wages, include company leadership transparency and providing more feedback and more structured career paths.
Know and Adapt to the Changing Laws
Throughout this next year, organizations will need to work hard to keep on top of the new laws and regulations.
In terms of navigating the new laws in some states, Phil Davis recommends that you “engage a reputable and competent outside source to help maneuver the changing legal landscape.”
Similarly, Deirdré Huff, Sr. HR Manager of Operations at Flex HR emphasized the importance of “maintaining legal compliance as laws continue to change.”
Many changes are coming, so let us help you prepare! Consider consulting Flex HR to help with your human resources needs in the new year.
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Employers cringe this time of year because it can be confusing to comprehend the unfamiliar concepts of benefit offerings and then identify which benefits are a suitable match for their employees.
Open enrollment is an opportunity for employers to adjust the benefit options they previously offered their employees or elect new plans. This period for most companies falls in November, to which all forms must be returned and processed for the new benefit plans to take over on January 1 of the new year.
It takes weeks or even months for HR professionals to investigate and negotiate with various insurance carriers to align the right fit for their organization.
This is what HR professionals are for, so don’t fret! Flex HR is your dedicated Human Resources backbone for all things HR. We’re an HR outsourcing and consulting firm that delivers all the HR support you need – including help with those confusing and complicated benefits.
Flex HR Is Your Benefits Solution Management Provider
Consider Flex HR as your benefits solution and management provider. We manage the complex benefits and insurance process for you. We work with your broker to deliver the census data for the broker to analyze market comparison costs, all the while the current vendor provides renewal information.
Founder & CHRO of Flex HR, Jim Cichanski, explains “we act as the client’s HR department, working with the broker to achieve the best plans possible for the cost the company is willing to pay.” Employees may be offered quality health, vision, dental, disability, and even pet insurance plans that are consistent with the company’s culture. “We do what it takes to offer employers and their employees the best plans achievable. Sometimes that takes getting creative by adding higher deductibles and a GAP plan to strategically project for the future years of not seeing large increases,” Jim outlines. We work with all industries and companies of all sizes.
After the benefit and insurance selections are made, our Flex HR team communicates and conducts the open enrollment process for you. It’s imperative to personalize these messages to employees, so they understand the guidance they are receiving in choosing their perfect plan.
Our dedicated and dependable experts reduce your leadership roles from consuming the burden of completing these tasks. We seamlessly systematize your company’s benefits to increase effective record keeping and ensure all reconciliations are up to date, protecting critical employee files. Our support keeps your organization in compliance with employment laws.
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On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.
As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest. Since my original post, a few exciting changes have occurred. The first and most important was the resignation of the General Manager. He left to take a job in a different industry sector. A more experienced general manager replaced him. These changes happened shortly after the publication of my article, almost exactly a month ago. After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store. She is now working under the General Manager who originally trained her.
So why did the new general manager act on the situation, whereas the former GM ignored it?
Experience beyond this company
External networks of competent employees
He refused to be a hostage
The former GM was still learning the job while dealing with a dysfunctional team. He was not fully competent and lacked confidence. I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.
On the other hand, the newly appointed General Manager is an accomplished GM. He has significant prior General Management experience with another big box retail brand. Competent and confident in his leadership abilities, he took a different approach to the situation.
A toxic employee can do significant damage to a work environment. Team cohesion, morale, and eventually productivity and profitability will be affected. Wise managers know to deal with the situation immediately. They do not let them faster, to metastasize into an even bigger problem. The situation question went on for far too long. As I stated earlier, I lay the blame on the Regional Manager. He had long known of the situation. His strategy included a meeting where he told the team to “work out” their differences. It is no surprise that the team could not resolve their issues by themselves. A more experienced, decisive leader replaced the former GM. It was only then that the problem was correctly identified and resolved. I hold the regional manager responsible for the problems created by his inability to resolve the issue.
When this type of disciplinary issue arises, decisive intervention is required. The resolution should include progressive discipline supported by the appropriate level of documentation. The next-level manager must become involved when a manager is not fully competent. In this case, the fear of going through the holiday season shorthanded clouded management thinking. They became hostages. There is no justification for suffering under these circumstances, as there is always a solution.
Conclusion:
In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive. This is a concern that second and third-level managers must be tuned into. The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.
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There is so much buzz about Diversity, Equity, and Inclusion (DEI) in the workplace, but what about disabled persons and their accessibility (or DEIA)? The goal of putting DEIA initiatives into place is to value all individuals in a company, giving them the opportunity to show their strengths, but also ensuring they are given the tools they need to succeed.
Human Resource experts know all too well that few organizations put in the proper plan of action for hiring people with disabilities. Employers should verify their company handbook is updated to include policies and best practices for employees with disabilities to be given the capabilities needed to fully participate at work. And with the increase of employees working remotely, companies should focus on disability inclusivity to drive motivation and retention.
The Americans With Disabilities Act (ADA) safeguards the rights of employees with a disability by enforcing businesses to comply and offer reasonable accommodations to allow employees to work for a job they are qualified to do. But what exactly are considered reasonable accommodations and how can businesses welcome, and best practice these parameters?
Flex HR’s own Lytana Kids, HR Consultant, was interviewed by Authority Magazine to share her expertise on how businesses make accommodations for customers and employees who have a disability.
“In practice, the ADA requires companies to consider accommodating an applicant or an employee who has a need that may be out of the norm from others,” Lytana clarifies. She explains some reasonable accommodations “for example, maybe you have an employee who has a back problem and an ergonomic chair may provide the support they need, or a hearing impaired applicant who may need an interpreter to assist with their interview, or technology added to their computer that allows them to receive information differently rather than audio.”
These alterations are nominal in costs, not causing a business undue financial hardship. Choosing which modifications are practical for each employer is crucial, as this is a key approach to creating a long-lasting culture of acceptance. Developing an inclusive workforce is critical to represent the customers a company serves. Furthermore, it allows for more creative and innovative thinking for career growth.
Lytana shares that “as an HR leader I believe setting the right tone and culture is instrumental in the creation of the company being acceptive of differences, once this happens it’s not a special program that people have to follow, it’s a culture.” A key piece to this is training both for managers and HR professionals. “Both groups must know and understand the law, be realistic in their approach to accommodations and be willing to think outside the box. Another very important best practice is an “accessibility” employee resource group. This group not only has to be supportive of each other but should have an executive sponsor who learns what they, as employees, may need to then provide that support for the growth of the business. This is a win-win for both the company and the employees.”
As you now understand, Human Resources plays a major role in how workplace disability inclusion is adapting positive changes for organizations. The priority in the workspace should be validating all employees feel welcomed, appreciated, comfortable, and valued for their differences in a supportive work environment.
Flex HR customizes plans for each client, letting you choose as many or as few services as you need, depending on your business. Reach out for more info today! 770-814-4225 or 877-735-3947 (1-877-7-FlexHR)
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
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This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
I was one of five attendees, three women, and two men. I was the oldest as my classmates were in their late thirties or early forties. The two instructors were my age and older. I found the demographic composition most interesting. The maximum class size is six due to logistical constraints. Almost half of the room is occupied by tools and equipment, one limiting factor. The other is the queuing time to use the equipment. As our project required a specific sequence, a significant amount of time was spent waiting for your turn to use the required machine.
This class was an early birthday present from my wife, which I was pleased to receive for several reasons. I have projects around the house that challenge my carpentry skills. We are creating a 750-square-foot guest suite in the basement which requires framing skills and I am painting our Master Bathroom. The latter would not be much of a challenge except for the significant drywall repairs required. It seems that when we built our house, the builder did not properly prepare those walls before applying wallpaper. Those projects have stimulated my interest in learning more about carpentry and cabinet making.
The other benefit of taking this and future classes are related to supporting our Residential Construction Business. My wife started this business at about the same time that I left the Corporate World to become an Executive Recruiter. I am her CFO and principal consultant. Her business is doing so well that she needs me to become more involved in day-to-day operations. Sharpening my construction-related skills will help satisfy that need. It is a win-win proposition.
I have long believed in the value of life-long learning. Keeping one’s mind engaged is as important, if not more so, than the effort to maintain a healthy body. I find that if I keep my mind focused on achieving an important goal, my body will follow. My friend Faith is someone who has embraced life-long learning. A few years younger than me, she is an Account Executive with a major Health Insurance Company. She sharpens her edge by studying for additional college degrees on a part-time basis. Her employer has a tuition reimbursement program for coursework relevant to her job function. It is a win-win! She gets paid to improve her job skills and continues to exercise her mind in the process. She credits this strategy for keeping her at “the top of her game.”
The concept of life-long learning has been around for decades. I remember listening to my boss telling me how he encouraged his teenage daughters to learn new things just to hone their ability to learn. This included areas that were of little interest to them, like the mechanics of an automobile. That was over thirty years ago.
Our world is changing at a rapid pace. We are living longer. Job functions are changing or disappearing while new job functions are being created. It has often been said that today’s workers will likely have three or more careers during their lifetime. That requires the ability to change and adapt, to learn.
I find it interesting that at my age, I have little difficulty learning. It could be that much of what I am learning is additive to things I already know and understand. It could be the vast amount of training tools available that makes the process easier. YouTube, for example, is a treasure trove of resources. I admit, I may not be able to stay focused for as long as I was once, but frequent breaks and a cup of coffee help me stay on track. Motivation may be a contributing factor to my interest in continual learning. Probably because learning construction-related skills directly benefit our livelihood and our home. That is serious motivation.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.
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Jim Weber – President New Century Dynamics Executive Search
Recently, I have become aware of two situations where managers have become hostages to toxic employees. They are not being held at gunpoint by a criminal trying to negotiate an escape. However, the angst of the situation is similar. One is a female assistant manager for a big-box retailer. She does not work well with others and is actively working to undermine another manager. Not a team player, she creates unnecessary drama. My colleague, Stan, would call her a termite. Someone who destroys the foundation of the company. The other is a subcontractor with poor work habits who delivers an inconsistent product. Both have remained in position because management, facing a difficult labor market, has decided to live with these troublesome people, hoping to avoid the cost of losing them. However, one manager chose to act and found that his fears were unwarranted.
During my corporate career, workers were abundant, so the fear of being understaffed was not a consideration. At that time, the concern for turnover and overstaffing was our focus. Even so, I observed managers fail to discipline employees properly because they delivered outstanding revenue and profit performance. Those producers survived until their financial performance fell below standard. In the meantime, their peers complained about favoritism and unfair treatment by management. It was very frustrating to be a part of those teams. Overall morale suffered because management was held hostage by a flawed subordinate who happened to produce above-average financial results.
Today, we face a different, more difficult labor market. Baby Boomers are retiring, and fewer younger workers are available to replace them. Employers are finding it more challenging to achieve optimal staffing levels. Some managers overlook employee performance issues to minimize the risk of being short-staffed. That was the concern of my client. He was willing to put up with the poor performance of one sub-contractor to ensure that he completed his projects on time.
Nevertheless, I advised him to deal with the performance issue. I informed my client that the situation was sure to worsen. Eventually, he reached his limit when the cost of repairing the subcontractor’s shoddy work became unbearable. With a little bit of effort, he was able to find a suitable replacement. He refused to be a hostage.
It is not uncommon for managers to overestimate the cost of maintaining employee discipline and underestimate the benefit. Sometimes, it is easier to look the other way. They rationalize their decision to minimize the performance issues or ignore them entirely. Avoidance is a big mistake. The rest of the team is closely watching. They view the manager’s lack of action as favoritism and poor leadership. The team’s overall performance eventually suffers, and good employees leave for other jobs. The manager’s failure to deal with performance issues creates more significant problems with greater consequences.
So, what is one to do? First, don’t become a hostage to your employees! Enforce policy uniformly across the workforce. Don’t give a pass to employees who generate stellar results in some areas but fall short in others. Consistently enforced standards and appropriate disciplinary measures will go a long way toward creating a healthy, high-performance culture. This approach to discipline will help reduce turnover and attract better-quality employees.
Another viable strategy is to maintain an ongoing recruiting program. You may not need to step up the actual hiring, but you will know where to go to find good employees when you need them.
The two examples I presented at the beginning of this article make an interesting case study. One client decided to face the performance issue head-on, resulting in the termination of the sub-contractor in question. My client replaced the subcontractor with a more appropriate hire. The client refused to be held hostage. The other situation has deteriorated further as the management refuses to take corrective action.
Maintaining organizational discipline is not optional. Success requires vigilant maintenance of systems, processes, and procedures. Maintaining discipline may be more difficult in trying times, but it is of greater importance. The stakes are higher, as is the risk of failure. Good employees will gravitate to the best employers, so become the preferred employer in your market. Build a healthy culture of success by enforcing policy in a consistent, firm, fair, and friendly manner. It is the best way I know to ensure long-term success.
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You may have noticed #QuietQuitting all over social media, or heard about a TikTok video by Zaid Khan, an engineer in his twenties, who discusses the trend of those who feel that life is more than the hustle of working long hours and going the extra mile. Instead, he expresses the view that it’s okay to show up and simply fulfill the requirements in your job description and then leave, as we aren’t defined by our work.
Employers cringe this time of year because it can be confusing to comprehend the unfamiliar concepts of benefit offerings and then identify which benefits are a suitable match for their employees.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.