Every marriage is different

Posted on May 11, 2012 by Bradley Galin

This week has been dominated by various issues surrounding gay marriage. Vice President Biden started it over the weekend when he commented that he supported it. Voters in North Carolina approved an amendment to the state constitution banning it (even though it was already illegal under state law.) Finally, President Obama voiced his support. His complete statement was striking. In part it stated that “the denial of marriage equality means that, in their eyes and the eyes of their children, they are still considered less than full citizens.” That statement makes sense and is a powerful message that should resonate with many. There was a day when interracial marriage was looked at in the same light and the premise that two people are not entitled to happiness and joy because others are uncomfortable with something that is different than what they have does not create an environment where we can truly achieve great things.

I am fortunate to know several same-sex couples who are raising families and who exemplify so many good traits. In fact, those that I know are fantastic role models for doing the right things for their own children and those who cannot advocate strongly for themselves. At the same time, there are those in “traditional marriages” who are miserable in their lives and have no business raising children. I see other marriages between a man and a woman that are different than the one I have in terms of how spouses treat each other and divide responsibilities yet that has no effect on my relationship with my wife (who truly is my better half!) and how we choose to live and raise our children.

It is often those labeled politically “conservative” that push for issues like the one that passed in North Carolina while at the same time admonishing government for interfering in people’s lives. This is a contradiction that I’ve never understood. Allowing people to be equal in their unalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness is a foundational principle of our country. Realize that differences are needed for innovation and innovation is needed for growth. As a society, we can become more inclusive and better able to face the great challenges the world faces when we ensure that every citizen is considered a full and essential part of who we are. Every marriage is different, even “traditional” ones between a man and a woman. Given the divorce rate (41 percent of first marriages end in divorce), perhaps traditional is not something everyone should strive for. To me, I like the idea that I can be happy with my life and that the same type of happiness can be had by others even when it is different than my own.

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Breaking Away

Posted on April 24, 2012 by Bradley Galin

This past weekend here in Bloomington brought the annual event known as the Little 500.  Inspiring a classic movie that provided this post’s title, the Little 5 has morphed from a bicycle race for hard core riders to an event dubbed “The World’s Greatest College Weekend” that brings fun, a large law enforcement crack down, and the inevitable alcohol fueled stories that become the stuff legends are made of.  Those of us who live in Bloomington are used to the cycle of events surrounding not only this weekend, but the school year in general.

For those unfortunate enough to have a run-in with law enforcement over the Little 5 weekend, a pre-trial diversion program allows for the incident to come off the record.  The process includes community service (picking up trash on Sunday afternoon,) alcohol education (a class Sunday evening,) and a fee or fine of $425.  Do these things and avoid trouble for the next year, and the arrest goes away so it is not showing on your record.  For someone on the verge of graduating college, that can be a very good thing.

It seems that in many organizations, the ability to make something go away doesn’t always exist.  It’s difficult to break away from a mistake or error given the propensity of many to hold things against people for an eternity or longer.  There must be a line between watching past behaviors for indications of future performance and being able to recognize something as a one-time error.  It is important to ask “Did someone learn from their mistake?”  If so, then the value that can be obtained from that person is even greater than it was previously because the mistake provided insight that can lead to enhanced performance over time.  Our organizations can become stronger and more resilient if we are willing to set-up systems where mistakes can occur to provide lessons and where accountability can ensure that these things do not happen again.  In the case of the line of students below, it is hoped a little manual labor, some education, a financial hit, and time (to grow up perhaps?!?) provides that springboard that can bring future success.  What have you done to ensure mistakes are learning experiences and not simply a mechanism that leads to punishment without improvement?

Line of students Sunday morning at the courthouse (Photo credit - Herald-Times of Bloomington, IN)

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We all need a good laugh

Posted on April 17, 2012 by Bradley Galin

Even at work I am a proponent of having a good laugh. A good and appropriate sense of humor is something important to have when working with people.  One of my standard interview questions is:

“Tell me about something funny that happened while at work.”

I’m continually amazed at the number of people who cannot provide even one example of something funny. That worries me and I certainly want to have people who have the ability to step back and laugh at themselves or at a situation that they find themselves in because that will be much more effective than tipping toward the other end of the spectrum and getting either upset or angry at every little thing. Save the anger and upset for really important things and bring some good humor to those around you.

Even TR was known to laugh while at work!

Now the answer to the funny at work question can also provide insight into the mindset of the person being interviewed. Was the funny moment picked as funny because something unfortunate was happening to others? One answer a candidate provided focused on how funny he thought it was when a co-worker at a local restaurant purposefully gave a customer food that had been dropper on the floor. That answer told me some valuable information that I needed to know about how that person may interact with others. A better answer won’t demean others or show people getting a laugh at the expense of others. My own funny moment (among many!) involves confusion between James Taylor and James Brown.

As your day goes along today, find a moment to step back and laugh. It is said laughter is good for the soul. I am one who believes that it also does good for one’s work.

Image courtesy of wikipedia

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The same, yet different

Posted on April 10, 2012 by Bradley Galin

There are many instances where my Monday lunch plans are the same.  Along with the CEO and CFO of my organization, I go to a local bbq place here in Bloomington.  It’s always possible to get good food, huge portions (which may or may not be a good thing!) and to get it quickly.  I’m there enough that I no longer have to give my name when I order as they already know it. 

Today, being a Monday, went that direction.  I drove with the same group to the same restaurant and got ready to order.  However, instead of ordering my usual (their seemingly constant daily special of pulled pork with 1 side and a drink) I deviated and ordered something else.  This threw off the order taker, but after a quick revision of the order I was taken care in the usual great manner.

The new meal, a HUGE tenderloin that exceeded the size of the bun by about 3x along with macaroni and cheese and water was just as tasty as my “usual” meal and set off a great afternoon.  Without realizing it, I had gotten into a rut of having and doing the same things and the one break in routine allowed me to continue the trend and get so much accomplished in the hours that followed.

How often do we simply go through life doing the same things again and again and again without giving the moment a thought.  There is something to be said for our autopilot ways in terms of efficiency, but how effective and real are we able to be when we allow the sameness to be what defines us in our daily activities?  It is often the unique and unexpected that lead to breakthrough moments.  One can perform the same job, but by bringing a different approach or even a minor variation, the outcome can become not just what is expected, but something amazing. 

It’s easy to start.  Can you take a slightly different way to work in the morning?  Does your breakfast ever deviate? Even a change to the pork tenderloin from the pulled pork can provide enough of a boost to make a difference in your own approach so that you can make a difference to someone else.

Go ahead, stay the same wonderful person you are; just do it a little different!

George Costanza Does the Opposite

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HR Certification – its value to me

Posted on April 3, 2012 by Bradley Galin

I always read with interest the debate within the HR community about the value of holding certification of professional credentials, specifically those through the Human Resource Certification Institute.  Since 2003, I have held my SPHR certification and had the PHR for 3 years before that.  Although I am an advocate for having the certification, I also recognize that it is not the end all be all of HR knowledge and there are many smart and accomplished HR pros who do not hold a certification of any kind, hold a certification other than through HRCI, and those who do not feel the value is enough to continue to hold such a thing.  Unfortunately, there are also those individuals out there with the initials PHR, SPHR, or GPHR after their name who do not represent the best and brightest of the human resource profession.

Speaking solely for myself, the certification has provided several benefits.  First, it forces me to keep current by achieving 60 recertification credits over a three year period of time.  Now, there are those who simply ease through and get whatever credits they can, but I like to think of myself as a diligent and conscientious person (most of the time!) and truly try to get something out of the programs or sessions I attend.  It seems that the possibilities to gain recertification credits continue to grow each year.   This can provide motivation for those not inclined to pursue additional formal education.  There have certainly been times during my MBA program that I have been able to benefit from the knowledge gained through the recertification process.

The second benefit I gain is recognition by others for my knowledge.  Those outside the HR practice arena are starting to recognize the certification and will look for it.  When I first attained my PHR certification, my supervisor at the time asked me what that PHR was and why I did it.  It meant nothing to her or the company at the time.  When I interviewed for my current position, the expectation was there that I not only have my certification, but that I pursue the SPHR within 2 years of joining the organization.  Within six months, I tested and passed and have maintained it ever since.  It is nice to see a growing number of HR related job postings placing some emphasis on it.

Finally, there are those who see the indication of professional certification as something that sets apart the willingness of someone to take a chance and do something to advance themselves.  I have been in several conversations with other HR professionals who have told me that they are not willing to take the exam because they are afraid that they might fail.  Life is about taking risks and as risks go, this is not a particularly dangerous one!  I view it as an investment in myself and when I first tested, a challenge to my fledgling HR knowledge.

As someone who holds a certification from HRCI, I am certainly in favor of strengthening the certification and what it takes to receive and maintain it.  There are those in every profession who do not hold up to the ideal of their title, certification, or degree.  My SPHR certification by itself does not represent who I am or what I know.  It does show that I was able to show mastery on a test over a particular set of subjects and that I have maintained knowledge in my chosen field of human resources.  It does not show my professionalism, the ability to apply the knowledge I have demonstrated, or that I am an avid roller coaster rider.  It’s important, no matter the certification, degree, or qualifications, that we ensure that the person brings the qualities we want to a position, and not simply a fancy set of letters after their name.  Certification is important to me for me; it doesn’t need to be an important factor to anyone else.

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How do the leaders in your organization perceive themselves when it comes to dealing with difficult situations?  Are they more inclined to take an approach that lends itself to coaching or counseling people or are they ready to put on the robes and become

Uh oh...three minutes until Wapner

judge (and jury) and dole out verdicts and punishments as the executioner?  Picture if you will the following scenario:

An employee makes a paperwork error that results in funds dropping lower than desired in a bank account.  No harm was done and nothing was permanently lost, but some extra time was needed to reconcile and clean up a transfer.  Would leaders in your organization be more likely to:

A: Ask the employee what happened and after hearing the explanation offer to provide training and guidance to help keep this from happening again.

or

B:  Tell the employee how careless they were and that if they ever make a stupid mistake like that again, that they might as well pack up their sh*# and head home.

Well, really, which one would you pick?!?

Although I am (and you likely are!) amazed, so many leaders choose to be the judge/jury/executioner and go with option B.

Imagine the mindset of an employee after hearing B.  Will they make a mistake again? Almost certainly the answer is YES.  Will they be petrified to bring it to anyone’s attention? Also, a firm YES.

As leaders, it is important that an approach be taken to keep fear from running and ruining the workplace.  Avoiding harsh judgments and providing some guidance and coaching goes much farther than acting as the judge, jury, or executioner.  Fear invites wrong figures, cover-ups, and false promises.

Picture courtesy of The People’s Court

Posted on March 14, 2012 by Bradley Galin | Comments Off

The Advantages of Hiring from Within

Posted on February 13, 2012 by Bradley Galin
I am pleased to present the first guest post on RollerCoasterHR by Erin Palmer and the folks at Villanova University.  As one who tries to promote from within first, this post certainly fits with my own HR philosophy and I happy to have the post appear here!
 

The Advantages of Hiring from Within

In a tough economy, companies still have to expand their workforce, but need to do so as cost-effectively as possible. Hiring from within is one way to create a win-win situation for everyone involved. Internal promotions generally cost less, produce more loyal employees and can help boost your competitive edge. Consider the following:

Internal Promotions Cost Less

When promoting from inside the company, the burden on HR resources is generally much less. After all, the employee is already on the payroll, needs minimal training regarding corporate culture and will need less overall monitoring. Through hiring from within, HR is already familiar with the employee’s work history, reviews and work style. This makes transition times faster for everyone involved.

Internal Promotions Motivate

When employees see that internal promotion is a possibility, they will work harder to reach the goals that might lead them to similar success. Camaraderie will often already exist between the promoted and other employees.  As a result, even if there are changes that need to be implemented, the newly promoted person will already have a working relationship established which may also contribute positively to workforce motivation.

Internal Promotions Attract a Dedicated Workforce

Seeing examples of how one’s career can unfold within a company over time is a strong selling point for potential new hires seeking long term stability. When HR invests resources into strong and dedicated employees so that they can develop skills to fulfill long range needs, everyone wins. Developing a current workforce is a cost-effective business strategy. Employees who know there is a future for them in the company will be more satisfied with the company and more likely to invest in the company for the long haul.

Internal Promotions Help Retain Current Employees

In a time where job hopping for opportunity is more common than ever, highlighting your company’s growth opportunities will help build employee confidence and loyalty. Making the process for advancement transparent and accessible can help to retain the best employees. Announcing promotions in a newsletter or on your website can show clients that you invest in your employees and care about the advancement of your workforce. Such good PR also builds client confidence.

While increasing your workforce during a tough economy has its inherent challenges, promoting from within is one way to meet current needs and boost employee satisfaction. Motivating employees with the possibility of promotion is one way to also build employee loyalty. Creating programs and incentives for workers to reach new heights can help you meet current HR goals and retain the best employees over time. Hiring from within not only saves resources but also demonstrates to your potential clients and your competition that you invest in your greatest resources of all – the people who build your success day after day. It is a powerful HR tool to maintain a competitive edge and build a cohesive and loyal workforce.

 

This guest post was provided by the online programs from Villanova University. Villanova offers an HR masters online program and other human resource courses to help HR professionals succeed.

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Meaning, pride, and empowerment

Posted on February 9, 2012 by Bradley Galin

Over the past few months, I have been involved in several discussions revolving around finding meaning in work. Although it is certainly to the benefit of everyone to find and have meaning in the work we do each day, the debate remains about the responsibility of creating the meaning. Does it lie with each individual or is it a larger responsibility that lands firmly in the purview of managers and supervisors?

The side that calls out to me more strongly is on the managers. Although individuals must take responsibility to embrace the meaning, it seems that the leaders of organizations must be willing to ensure that their systems are set so that meaning and pride can be felt by everyone in the organization. A couple of questions can start our consideration:

Does the organization’s mission, vision, and values truly align to the daily practices that are encouraged and carried out?

Can each individual experience an aspect of empowerment over their own job?

In many workplaces, the opportunity to take personal pride in work is removed by the implementation of arbitrary measurements. It is important that our leaders understand that variation is a natural outcome in many circumstances and a primary role that we need to take on as leaders in our organizations is to coach and ensure that those we work with understand what is required to be successful. People who can find and embrace the meaning in their work are more likely to be engaged and willing to do what is necessary to accomplish their own (hopefully well thought-out) goals and ensure that they acheive the outcomes expected!

The alignment of the individual goals with the organization’s goals – well, that’s a topic for another post!

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Definitions

Posted on January 26, 2012 by Bradley Galin

There are many instances when how we choose to define something has a tremendous impact on the ultimate outcomes that are achieved.  In two different contexts this week, this important fact played a role in events that impact some great people in my world.

First, the operational definitions that so many of us rely on to decide what is “good’ or “bad” can determine how or even whether we label something appropriately.  In his book Out of the Crisis, W. Edwards Deming defined an operational definition this way:

An operational definition puts communicable meaning into a concept.

If one is striving to put a concept in place that everyone can understand, then a common definition is a must.  As I have been working with a few of our supervisors, it has become more apparent that some within my own organization have been operating under different operational definitions.  This can (and likely has) caused confusion for people who must operate within these different areas and has led to problems in the quality of the service we can provide.  By developing a common operational definition, it should be easier for all involved in the delivery of services to be able to meet the expectations of the organization and those we serve.   I asked the question about the fairness of holding people accountable to a concept that hadn’t been defined consistently.  Thankfully, everyone understands that concept and is working together to reach a common operational definition.

The second area showing the importance of defining something came in the news this week.  Medical professionals are examining the operational definition of autism.

This proposal to change and narrow the criteria used to diagnose autism (hence the operational definition) could affect many people.  The definition is being re-assessed by the American Psychiatric Association for the Diagnostic and Statistical Manual of Mental Disorders (commonly called the DSM.)  It’s the first major revision to the DSM in 17 years.

If changed, the new definition would likely make it much more difficult for people to meet the criteria needed to obtain health, education and social services. It is believed that changing the definition for autism may hurt more than help those who are autistic. There is growing concern that some of those currently receiving treatment and services will not be eligible for treatments if they have a mild case.  Specifically, therapists are worried if the definition becomes too strict it will leave out some of the high functioning patients that need treatment and currently benefit from the treatment they receive.  More of these concerns are well documented here.

This is a real life example of how a changing definition can have an impact on real people.  It is a good lesson to remember as we attempt to define things consistently in our own organizations and establish the operational definitions that everyone can use.

 

 

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Go ahead, be scary.

Posted on January 10, 2012 by Bradley Galin

The field I work in is a high stress, low pay field with elevated levels of turnover.  When I first started with my current organization, we faced a turnover rate among our full-time employees of about 50 percent annually with our part time rate over 100 percent. Although our mission is very fulfilling, it takes much hard work and a thick skin to face both the physical and emotional challenges that can come when working here.

As I dug into the hiring process, I quickly saw one issue that could make an immediate impact.  During the interview process, we (both in HR and within the hiring departments) were not being up front about the challenges of the work.  One thing I heard was:

“We don’t want to tell them about the bad parts of the job because they may not take it.”

Precisely!

So, rather than being up front and honest about the job, we hoped to just pull the wool over the candidate’s eyes until they were hired, trained and ready to go. Only then would we spring the realities of the job on them.  Needless to say, our turnover among those working for the organization 3 months or less was HUGE and kept

It's not all fun and games!

any hope for stability for either staff or those we serve merely a dream.  We were perpetuating our own issues by not being willing to admit that many of the jobs we have to offer are often HARD and DEMANDING and that people were going to figure it out. 

Spring ahead a couple of years and now we do our best to challenge people and even make them uncomfortable during the interview.  We talk about the potential of being bitten or hit and that being a 24/7/365 organization requires people to work at nights and on holidays.  Sure, we do have people leave the interview from time to time saying “no thanks” but I would much rather have them go on down the road and find something that is personally fulfilling without having taken the time, energy and dollars to train and possibly miss a truly great candidate for a position because we have hired someone for that particular spot (although we have taken steps to stop this practice as well!)  Our turnover is less than half what it was when I first started, even among our part time employees (who are primarily college students from Indiana University.)

I tell our hiring managers to go ahead and scare give an accurate real life view to the candidates during the interview.  Reality is not always pretty and even though we still have an occasional miss on a new hire, we are now in a much better position to handle that miss as our staffing level has stabilized.  When someone can come into a job with realistic expectations about what it takes to do the job, it makes the chance for success greater. 

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