The Worst Places to Work Award

Chances are pretty good that the city in which you live has some sort of “Best Places to Work” Award.  Mine does.

Perhaps your company ponied up the $$ and applied for one of these awards; if you work in HR chances are you managed the entry including gathering reams of data and forcing (disguised as encouragement) your employees to complete surveys.  

Maybe you work for a company that has received this designation. In that case the following happened:

  • Your PR team wrote press releases. Lots of press releases.
  • Your senior executives bought a table (or two) at the awards luncheon. 
  • Your CEO was interviewed by a local business publication and spouted clichés such as “our employees are our most important asset,”and “we’re a very transparent organization with a high-level of trust.”
  • You held a company all-hands meeting, party or pub crawl (if you’re ‘fun’)  to “celebrate.”
  • Your Marketing and HR teams plastered the logo on every available page of the company website and incorporated “BPTW!” verbiage in every single piece of candidate collateral and messaging. (“This will ensure we win the war on talent!”exclaimed more than one hapless and/or clueless recruiter, hiring manager or senior leader.) 

As did the other 50 recipients in your city who also won the award.  

And pretty much everyone involved, let’s be frank, realizes this is a ginormous crock of crap. Winning an award as a “Great Place to Work” or “Top City Employer” or whatever other moniker is being used by the money-making entity that bestows these awards has zero validity as PROOF of a great employment experience. 

What I would like to do is invert the whole thing and present “Worst Places to Work” awards. Imagine this: instead of the same-old-companies-you-can-name in your city there was a fresh new list – every year – telling you the places NO ONE would conceivably want to work? Companies with harsh working conditions, below-market pay, oppressive rules, shitty work/life balance, and HR policies seemingly held over from 1955 would be called out. In addition to gathering current (and former!) employee feedback, the survey organizers could comb through court filings and EEOC or state civil rights complaints for data points.  

Naturally, companies won’t shell out bucks to pay for something that puts them on the naughty list; we’ll have to find a means to get this monetized but I think it’s a winning proposition. 

Publish THIS list in the local newspaper and, if nothing else, we might finally get some companies and leaders to change their ways.

Employee Relations: Why Such a Bad Rap?

Once upon a time, on the heels of the Industrial Revolution, we heralded the birth of the Personnel HR profession.  Industrial Relations begat Labor Relations with its accompanying cliché: a smoke-filled room laden with labor bosses and cigar-chomping industrialists hammering out a collective bargaining agreement.

As our profession matured we began to use the phrase Employee Relations in order to provide differentiation from the Labor Relations connotation (unionized workforce) and provide us with a term to use when referring to the management of the employment relationship in a non-unionized workforce.

Yet, even as Employee Relations matured into young adulthood and then into a comfortable middle-age, a number of organizations continued to “relate” to their employees as if they were still huddled around that bargaining table with overflowing ashtrays at the ready. The mindset that people are resources widgets – product in/product out – and can be expected to work according to bullet points, mandates and according to a rigid set of parameters just never left the room.

And therein lies the tension; it’s this area of human resources that puts the thought, in the minds of many, that HR is nothing more than the enforcer of draconian policies and creator of byzantine processes.

It’s quite sad actually; ER is one of the foundational – and necessary – building blocks of what we do.  From within this area flow organizational expectations, support for employee rights (and responsibilities), and safeguarding the workplace for those who may be vulnerable if working for unscrupulous or downright evil people.

On the surface, however, Employee Relations is nowhere near as sexy and glamorous as some other functional HR disciplines; Recruiters get all the flash and sizzle, Compensation pros get to deal with incentive program design, and even the Risk Management/Safety folks get to oversee cool stuff like immunization programs.

Take a glance at most any Employee Relations Specialist job description and you’ll find words and phrases like “enforce,” “work-related problems,” “investigate,” “inspect,” “administer and interpret” and “grievance.”   Ugh.  Certainly no one wants to go into HR and be faced with those sorts of responsibilities; do they? After all, there’s not one single mention of “candidate experience” or “employer branding” anywhere………

But it’s important.  Just not snazzy sounding.

Employee Relations merely needs to be – and can be – glammed up a bit. Much as Madonna continues (still!) to reinvent herself after decades in the industry, so too can this important cornerstone of the HR profession.

Does it need a name change?  Not really; it didn’t really ‘take’ when Madonna tried to get everyone to call her Madge.   Rather – we need to adopt a new mind-set, adjust our attitude and get a new PR strategy.   The role of the ER professional should be one that’s proactive not reactive.  It’s a job that requires one to realize that what one can do does not necessarily mean it’s what one should do.  And it’s critical that the focus be on providing information – not punishment.

So I want every HR practitioner to let the vast amounts of knowledge around related laws, regulations and directives filter through two parts of their own cognitive realization before the words – when rendering a decision – come dripping out of their mouth;

PART 1: keep in mind the unique values, mission and culture of their particular organization

PART 2: keep in mind their own status as a human being

Plus it’s 2018.  Y’all haven’t been allowed to smoke cigars in the Board Room for decades.

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this post is a blast from the past: it originally ran over at the HR Schoolhouse

Zombie Human Resources; #DTHR Comes Back from the Dead

Podcasting is hot. It’s so hot that every person I know seems to have a podcast.

Sometimes it seems as if it’s gotten to the point where one of my dogs (I put my money on Mr. Crumples) is soon to announce that he’s starting up a podcast.

And in the HR/Talent space we’ve got our share including:

And, of course, there’s the original daily HR radio show Drive thru HR.

Now Drive thru HR never went away; over the last decade it has gone thru several permutations. Launched by founder/original host Bryan Wempen, it ran for a few years (every.day)with Bryan at the helm until William Tincup joined Bryan as co-host circa 2011 or so. The listenership continued to grow and several additional hosts took a spin behind the console include Crystal Miller Lay, Nisha Raghavan and Mike VanDervort.

Most recently though it’s been Mike managing the show as a solo host…until now.

Hmmmmmmm.

Tune in today when we announce some changes to Drive thru HR, Mike gets a new co-host, and we throw in some “HR Horror Stories” for a bit of fun.