Be an Advocate for LGBTQ+ Equality EVERY Month

Recently, in an online HR Group, a group member asked “what can I do to create an inclusive workplace to support LGBTQ+ employees at s small business?” “Small” business was important here; he went on to clarify that he had recently moved from a large (3,000+ employee) company with a thriving LGBTQ+ ERG and other plans, resources and commitments.

I chimed in with a few thoughts (as I am wont to do) and since I was the only respondent I figured I would share my ideas here as well:

  • Outline in your values how the company defines inclusion – and illustrate the behaviors that back up and reflect that commitment.
  • Ensure the company handbook and policies have been updated to reference non-discrimination based on sexual orientation, gender identity, and gender expression.
  • Review company benefits for inclusion to ensure that gender or stereotypical roles are not at play – this may include things like Leave of Absence (LOA) eligibility and how parents, partners or family members are defined in bereavement leave policies.
  • Review the language used on both company documents and within conversations – for example, use of words like “guys” and “ladies” in chat or as greetings and even the naming conventions used in job titles, For example, how many companies still use job titles that are exclusive – even in conversation – such as Maintenance Man or Sales Guy?
  • Celebrate people being “open” … but don’t have an expectation that people will come out at work – some may choose not to do so.
  • Determine how the company and employees can visibly display allyship … without being performative. As the saying goes “Don’t just wave the Pride Flag if you’re not also doing the work.”
  • Focus on compassion and empathy; sometimes it’s enough to be creating a safe space for people.

I also shared information about Out and Equal – a great organization of workplace advocates that focuses on LGBTQ+ workplace equality (chock full of resources, templates and toolkits).

As I’m posting this it is, of course, the last official day of Pride Month. But working for equality, opportunity, and justice for ALL people is not confined to just one month per year.

Love and compassion are necessities, not luxuries.

Without them, humanity cannot survive.

Dalia Lama

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Trench HR: Where Java Means Coffee

Many years ago my friend Charlie Judy coined the phrase #TrenchHR. Boy oh boy did we run the hell out of that hashtag on the Twitterz circa 2010 – 2017 or so. (And then it kind of died off).

It’s still a shorthand I use quite frequently though because it perfectly (and succinctly) summarizes and encapsulates the HR practitioner experience. The phrase #TrenchHR (which, now that I think about it, would look really cool on a t-shirt), is a combination secret handshake, rallying cry and code word. It’s the opening shot to a conversation about REALITY:

Bob: “What do you do?”

Susie: “I work in HR.”

Bob: “Trench?”

Susie: “Yup”

Bob: “Me too.”

*** knowing looks ***

See here’s the thing; there really are different kinds of HR. While HR practitioners may have the same baseline/foundational knowledge and education, they practice their alchemy in different ways…depending, quit often, upon both their function and their environment. The act of #TrenchHR is not necessarily dependent upon organizational size; there are high-level HR professionals (with expansive span of control, fancy titles and an enviable HR tech stack) in enterprise organizations dealing with #TrenchHR issues every day. There are HR practitioners in start-up or growing organizations who rarely have to muddy their boots in the trenches.

For the most part, anyone who works as an HR consultant is not dealing with #TrenchHR on the regular – unless they are a number-crunching organizational wonk, truly embedded with their client, or serving in a Fractional type role.  This is also, by the way, why I firmly believe that no one (i.e. a newly minted HR grad) should EVER move right into “consulting” without spending some time in the trenches. They haven’t even LIVED real HR; how in the world are they going to advise someone? (Same with the academic types. But that’s another blog post).

So what is #TrenchHR? Well it looks like this….

  • Dealing with systems that are outdated and/or don’t function in the current era; stacks of paper for new hires to complete, spreadsheets as an HRIS, and paper time- cards that employees manually complete, sign and drop off (via inter-office envelopes!) in the Payroll Office each Monday morning
  • Being in charge of things like swag, t-shirts, Fitbits and pizzas for the weekly employee lunch (while also tracking shirt sizes and dietary preferences)
  • Needing to hire 40 people per month (#evergreen!!) with a monthly recruiting budget of $400
  • Battling with the CEO/Owner whenever there is a need to update or modernize the company’s people practices (“I don’t care if employees will quit if we don’t let them WFH; I want everyone back in the office NOW where I can see them!”)
  • Investigating in order to determine which employee felt the need to eliminate their bowels in a location not anywhere remotely near a toilet bowl (internal code name: “the mystery pooper”)
  • Completing an HR file audit (of any kind; I-9s; benefit files; training logs; you name it)
  • Having to maintain actual paper files in the first place
  • Conducting any sort of conversation about bodily fluids. This may include (a) discussing with a new hire why they felt the need to carry a urine-filled condom in their pocket to their post-offer drug screen appointment, or (b) determining why there is DNA (to use the approved terminology from Law & Order: SVU) on the sofa in the employee break room
  • Launching a harassment investigation that turns out to be nothing more than grown-ass adults acting like they have the hormones of 10th graders in a love triangle (or a love dodecahedron)

And so much more. So. Much.More.

Hanging in the trenches takes guts; though there’s minimal glory.  Positioning oneself in the trenches requires moxxy, a sense of humor and a whole lot of compassion for the human experience. It’s where I fell in love with this crazy profession of human resources and where I’ve spent the bulk of my time.

And, now that I think about it, #TrenchHR doesn’t just belong on a t-shirt. We deserve a monument.

******* 

shout out to my friend Andrew Gadomksi who, once upon a time, gave me the inspiration for this blog post title (and I’ve been sitting on it ever since)  

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HR’s Biggest Problem? The People Hiring HR.

hiring HR

The worst thing (probably) about your company’s HR Leader is the person who hired your HR Leader.

In fact, I would love nothing more than to banish, forevermore, the CEOs, Business Owners, COOs and CFOs who recruit, interview and select their company’s HR leader.  OK …not all of them need to go; there are quite a few who understand the value of great HR. But, alas, there are far too many organizational leaders who cannot grasp (or refuse to grasp) the fact that a smart, competent and creative human resources leader can bring value to their organizations.

Rather they want an HR policy cop who will quietly handle compliance, write and enforce policies, and (probably) manage payroll. They want a person who will chat with the benefit broker and the staffing agency sales representative. They want someone who will have the difficult conversations with employees who cry or dress inappropriately or don’t show up to work or have body odor problems. 

When the need arises to hire a new HR Leader, the job description is written and/or updated. Undoubtedly cut and pasted from somewhere else, it evolves into a lengthy laundry list and, at the direction of the Big Boss, includes nonsense like “will be responsible for company culture.”  The job post cites a preference for PHR/SPHR or SHRM-CP/SCP certification – simply because the Big Boss saw that listed on another HR job post on Indeed. There are buzzwords galore (gleaned from an article the Big Boss read on Fast Company) and phrases like “cutting-edge strategic HR,” and “transformative work” and “culture of engagement” are sprinkled as liberally as salt on the rim of a margarita glass. And, depending upon industry and/or geography, there may even be a glamorous job title that incorporates the words “talent”, “culture” and/or “people.”

The job is posted.

As resumes roll in the Big Boss reviews them (without actually understanding what they’re reading) and schedules interviews – often moving candidates into the “yes” pile based primarily on previous titles. (“She was an HR Business Partner at Behemoth Corporation, Inc; what’s that? I need someone who has held a Manager or Director title only.”).

The actual interviews are chock-full of affirmation, to the eager and interested candidates, that HR is important and valued. The Big Boss states a fervent desire to employ an HR leader who is pro-active and business savvy. Inclusive and affirming culture? (check!). Sufficient budget? (check!). Access to technology, systems and tools? (check, check and check!).

The position is filled.

Now sometimes, especially in small or growing companies, the Big Boss moves Sally from Accounting into the position “because all the employees like her and she’s a people-person.” (The Big Boss figures that anyone can learn HR; how hard can it be?). Or they hire Steve from outside the organization because he’s got HR experience and they tell him they want him to design a best-in-class (!!) HR department.

But then Sally, who IS great at relationship-building with people and understands the business and existing workplace culture and rapidly learns and absorbs HR fundamentals/knowledge is stopped from practicing great HR…by the person who hired her.  They refuse to provide her with access to professional memberships or adequate learning resources. They wonder why she insists on enhancing the existing HR tech stack and feels the need to implement an ATS when e-mail and spreadsheets have worked perfectly fine for years.  They don’t understand why she can’t continue to manage the Accounting Clerk who runs payroll and handles A/P. They give her a “Manager” title while the other 5 department leaders have “Director” titles.

Or Steve, who HAS solid experience in human resources and comes into the organization with stellar ideas for running an innovative HR shop, is stopped from practicing great HR…by the person who hired him. All those promises and sexy buzzwords? Nothing but empty glitter. Poor Steve has found himself walking into an HR role that is lacking both a budget and decision-making ability. In fact the Big Boss believes that while Steve should handle the dirty-work the managers don’t want to do (those pesky performance and discipline discussions), his expertise and advice on actual/factual HR matters is neither sought nor heeded.

So see? The problem is not with Sally or Steve – it’s with the CEO, Business Owner, COO or CFO who doesn’t care about HR excellence. The Big Boss (oh hell…the whole leadership team) believes that HR’s purpose is to merely make sure no one gets sued, hurt or upset. They’re content to let HR handle benefit enrollment, choose company swag (t-shirts!) and plan the employee holiday party. 

Of course they’re wrong.

We know that great HR Leaders are advisors, talent managers, partners to managers/leaders, and executors of operational excellence. When unleashed to perform their best work, they’re champions for driving the change that leads to improvements across every facet of the business.

And if THIS Big Boss doesn’t believe that…no wonder Sally and Steve leave to find a Big Boss who does.

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Sights and Sounds: Carnival of HR – April 2021

Carnival of HR

A carnival, to me, brings to mind sights, sounds and smells. Carnivals have bright lights, laughing (and/or shrieking) voices coming from folks on rides, live music, and tantalizing aromas wafting forth from tents and food trucks. Sadly we’ve had to miss out on these events and experiences for the last 12 months; here in my corner of the world we’ve cancelled French Quarter Fest (times 2), the Baton Rouge Blues Festival, the Ponchatoula Strawberry Festival, the Rayne Frog Festival and the ever-mystifying Louisiana Shrimp and Petroleum Festival.  

But now, as the light seems to be shining at the end-of-the-pandemic-tunnel ,  I am 100% in a CARNIVAL frame of mind! Bring on the frozen drinks in big plastic cups! Give me something deep fried on a stick! Allow me to cut-a-rug at the Fais Do-Do Stage at the Festival International de Louisiane!   In the meantime though I’ll easily stay-up-to date with some of the latest and greatest thoughts and ideas from HR writers and podcasters.

So welcome to the April 2021 Carnival of HR – won’t you join me?

Sights (stuff to read)

John Baldino –  “Knowing Me, Knowing You” –  exploring the need for timely and deliberate competency mapping (skills, aptitudes, knowledge base and abilities) in organizations.

Jon InghamHR’s Skills, Competencies and Capabilities (part 2) – reflections on the competencies and capabilities needed by HR professionals (now and for the rest of the 2020’s).

Amanda Nunez at PandoLogicBig Data Metrics that Matter for HR Recruitment – as we know…what matters gets measured!  

Paul LaLondeHR, Be Water“HR needs to be able to find the space to go where there is seemingly no space.”

Bennett Sung at ERESports Legends Share Advice on Building Super Teams – what does it take to build high performing teams? Let’s see what some sports legends have to say.

Victoria Miller at PlumHow Leaders Can Keep Employees Engaged When Working Remotely, in Person, or Both – (hybrid baby!)

Ty Gowen at PlanSourceTop 10 Questions about the American Rescue Plan Act (ARPA) – got questions about the ARPA? Find some answers here.

Julie Winkle Giulioni –  What Does a Career Look Like in Today’s World – the old view of career development and progression — that predictable climb up the corporate ladder — is no longer valid. What’s the new way to think about careers?

Melissa Suzuno at Udemy 5 Advanced Techniques to Accelerate Workplace Learning – some great tips here for how to learn anything! (especially in a work setting).

Kevin EikenberryWork Flexibility is Quickly Becoming an Expectation – the change has come!

Micole Garatti at FairygodbossHow Major US Companies Are Hiring Women in Technology – attraction, connections and engagement; we got this people!

Prasad KurianSimplicity @ the other side of Complexity – exploring if there is really something like ‘being stuck at the right level’ when it comes to career development. 

Rachel Serwetz (Woken) at WedgeHRA Career Coach’s Tips to Thrive in a Pre-Recorded Video Interview – need to build your confidence for a video interview? Check out these great tips!

Robin Schooling (hey that’s me!) at HRAcuityIs your D&I Approach Getting Lost in the Chain of Command? – what to do (and what to avoid) in order to make sure your D&I approach is not jammed-in-a-bottleneck.

Sounds (stuff to listen to)

Punk Rock HR with Laurie Ruettimann – Doug Shaw joined Laurie on this episode of Punk Rock HR to chat about how art and creativity are an integral component of mental well-being.

HRUprising with Mervyn DinnenInternal Mobility as a Talent Strategy – great discussion with Lucinda Carney (Actus) about internal mobility as a talent (management and acquisition!) issue.

Virtual Conversations with Anthony Paradiso – check this discussion with André Robert Lee, an Educator, Film Maker, & Speaker about Anti-Racism, Inclusion and Diversity.

Drive thru HR with Michael VanDervort and Robin Schooling  – Empowering Differences with Ashley Brundage – Michael and Robin enjoyed a conversation with Ashley Brundage about her personal and professional journey and her leadership across the LGBTQ+ community

Inclusive AF with Katee Van Horn and Jackye Clayton – Cancel Culture – (hint: it’s about ‘accountability’)

Fire Away with Stuart RudnerSocial Media: A Useful HR Tool or a Liability? (yes; the conversation continues)

Smells (stuff to eat and drink)

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Join the Club. Or Not.

club clubhouse

I’ve tried to like Clubhouse. I really have. I joined on January 1 of this year, dutifully invited other people and have popped in to assorted rooms on a variety of topics a few times each week.  

I don’t like it.

Apparently I’m in the minority (of the minority; more on that later). Clubhouse has 10 million weekly active users and is ranked #5 in the Apple App Store under the Social Networking category. In January the app was downloaded 2.3 million times and 30% of all downloads have happened since then.

Look; I love checking out new tech and new social networks although I have never been the sort to “force” myself to become an active user just because it’s the newest thing (reference my early-adopted and very very very inactive Snapchat and TikTok accounts). And Clubhouse, for all the buzz, just annoys me on a visceral level.  

  • Exclusivity.  Between the invite only aspect of the beta rollout and the fact it’s only available to iPhone/iOS users, it feels like yet another access tool that pits the haves vs. have-nots.
  • Data Security. Clubhouse collects users’ contact lists as the only way to send invites is to share your contacts. Furthermore, the transmission of data and discussions to both an unaffiliated Android app and, potentially, the Chinese government, raises some serious concerns.
  • Designed for “Influencers.” We’re in the age of the self-anointed celebrity; a world in which IG likes and viral tweets are, for far too many, their raison d’etre. Clubhouse, with an eye towards monetization and revenue, has built the app with this in mind.  (and if there’s anything worse than “thought leaders” it’s “influencers”). Even in this nascent stage I have found the posturing and self-promotion of far too many Clubhouse users to be absolutely vomit-inducing.
  • Trolls and Grifters have Arrived. Back in September, the conversation in a room devolved into anti-Semitic stereotyping. Ali Alexander, in hiding (and raising money!) after organizing #StopTheSteal that kicked off the Jan 6th insurrection at the capital, still has time to host Clubhouse sessions.

And to boot, even aside from those items listed above, I just really don’t get the appeal of the entire experience. Oh sure; there are similarities to podcasts but this feels different. Like everyone is trying too hard.

If I want to hang out on yet another conference call and listen to folks pontificate I can convene a meeting at work or join a SHRM webinar. If I want background noise while working I can fire up my Spotify or run some HGTV shows in the background. If I need to get in the mood a la Jeffrey Toobin I can certainly find a better way.

Am I still “in” the club? Yeah I am. I’m the wallflower at the 7th grade dance trying to figure out why-exactly-in-the-hell everyone is so amped up.

I don’t get it. And doubt I ever will.

*****

Oh. And if you want to try the NEXT next thing – you can get in on the beta of Space or wait to join @TwitterSpaces. which is moving fast.

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