Your Company’s “Management Culture Number”

If there’s one word that every HR practitioner (and every employment attorney for that matter) would spend good money to have embroidered on a custom-made throw pillow to keep in their office it would be “document.”  Good grief how we love to talk about documentation.

  • Having a coaching session with Bob about his slovenly attire? Document.
  • Discussing Polly’s tendency towards tardiness every Monday morning? Document.
  • Making it crystal clear to Sean that his continued use of the “f” word in customer meetings is not appropriate? Document.

But mere documentation and note-taking won’t do of course. Every HR Department on earth has created its own form to use for the documentation process and, depending upon the style of the HR leader and the culture of the company, they’ve devised catchy names like:

  • Employee Counseling Form
  • Coaching Conversation Form
  • Corrective Action Report
  • Corrective Action Notice ( a.k.a. “CAN” )
  • Employee Warning Notice
  • Memorandum to Employee File
  • Record of Counseling
  • Employee Discipline Form
  • Progressive Discipline Form

Lots and lots of euphemisms devised by HR teams for a form that signifies “you’ve done something we don’t like so we’re going to write it on a piece of paper and put it in your permanent file!!”

And then, of course, there are increasing levels of severity for various infractions so the CAN may have checkboxes to distinguish whether this piece of paper being generated is a:

  • Counseling
  • Verbal Warning
  • Verbal Written Warning
  • Written Warning
  • Final Written Warning
  • Last and Final Written Warning

Having been duly instructed by their HR partners, supervisors and managers churn these forms out at a furious pace. “Uh oh; Susie didn’t hit the requisite number of minutes on the phone today in her call center position. I better ‘write her up!’ (note: if there is one phrase that sets my teeth on edge it’s “write him/her up.”)

In some organizations it is a cyclonic whirling maelstrom of paper as managers compete with each other to win the organizational Gold Medal for number of pieces of documentation generated. File folders overflow. Spreadsheets are overloaded.

If you work in HR though you can make a bit of a game out of it AND toss around some numbers that will delight and impress.  I give you an easy equation that will tell you a lot about the management culture/state of affairs at your organization:

 

Management Culture Number

total number of discipline notices (divided by) total number of employees = MCN

 

Let’s toss a few examples out, shall we? (Remember that CAN = Corrective Action Notice; I have to use that one because it is just too precious):

  • Company with 150 employees; 10 CANs = 0.067 MCN
  • Company with 1,000 employees; 200 CANs = 0.2 MCN
  • Company with 5,000 employees; 4,762 CANs = 0.95 MCN

Note: this doesn’t mean, in the last example, that 95% of the employees received some sort of documented discipline; it might be that 40% of employees had multiple instances of documentation.

You can easily run this number over any period of time; per week, month, quarter, or year. It’s a number that can tell you any manner of things:

  • Perhaps you’ve just instituted a policy outlining some type of new behavioral expectation and either employees don’t understand it or managers have not communicated the expectations clearly
  • You may have production or performance measures that are either unrealistic or easy to manipulate. Think about this in the context of a call-center (calls-per-hour) or a warehouse (pick-and-pack and throughput) where employees either have difficult targets to hit or, conversely, targets they can manipulate so that when production slacks it’s noticeable and leads to documentation.

Sometimes though an overabundance of documentation means that leaders are managing by pen and paper as opposed to managing by conversation.

Yup; that management culture number can explain a lot of things.

Comfort Food and the American Worker

I don’t like to cook. Nor, for that matter, am I all that enamored of baking. It’s quite sad actually because my grandmother was fantastic in the kitchen; she could effortlessly whip up a kugel or get the weekly Sunday roast on the table with ease. My grandpa owned a butcher shop as did his parents before him. (That picture at the top of the post is from a receipt book from my great grandmother’s store on 10th & Hadley in Milwaukee, Wi – circa 1920 or so).  Somehow though the cooking gene didn’t get downloaded into my DNA.

My mother is a passable cook (hi Mom!) and my daughter is a whiz in the kitchen who loves to spend hours experimenting with new things and replicating old family favorites. Thankfully my husband loves to cook and bake; blessings upon my mother-in-law for teaching him. When he’s in the kitchen, which is quite often, he makes things like bobotjie, melktart and koeksisters. Thanksgiving dinner now means instead of my lackluster attempt at making a pumpkin pie, Mr. S. prepares a Malva Pudding.

When I’m the one in charge of dinner…I call Waitr.

Yet, I realized last night as I found myself IN THE KITCHEN AND AT THE STOVE (!!!), I’ve been cooking an awful lot lately. To the point where I paused for a bit, put down my wine glass, and thought it through. I ran through the several meals, per week, I have cooked over the last month. Granted, nothing spectacular, elegant, adventurous or exotic. Nope; I’ve been cooking “comfort foods.”

Tuna casserole (check). Au Gratin potatoes (check). Bacon and eggs (check). Spaghetti (check). Casseroles, in the US Midwest tradition, made with Campbell’s condensed soups (check). Ice cream for dinner. (check).

Comfort foods. All of them.

In 1966, the Palm Beach Post used the phrase “comfort foods” in a story and it’s often credited as one of the first uses of the phrase: “Adults, when under severe emotional stress, turn to what could be called ‘comfort food’—food associated with the security of childhood, like mother’s poached egg or famous chicken soup.”

Am I under severe emotional stress? Maybe. I dunno. I have my days. And things have ratcheted up at the office lately so, to some degree, there’s added stress. But nothing that a big old heaping bowl of cheese and carbs can’t satisfy if you know what I mean!

And then, the more I got to thinking about it, the human need for “comfort food” is why so many of the Wellness Programs launched by well-intentioned HR gals/guys are doomed to failure. Not that long ago I had a chat with a fellow HR lady about “Wellness Programs” and we meandered down the same well-worn path; healthy eating, weight loss, blah blah blah.

“I should just replace the junk food in the vending machine so our employees can’t buy crap!” 

“Everyone in Louisiana eats too much fried food; maybe we shouldn’t allow them to bring it on-site!” 

“That macaroni and cheese is just clogging up everyone’s arteries!’

Hey Pam in HR … listen up! There’s a reason, based on decades of research tradition, why donuts are the thing that everyone brings to the office in the morning to share with their coworkers. Walk into an office and saunter up to the coffee pot and you’ll find Kringle, King Cake and Kolaches……….not Kale.

Heading to the office to slog away at some bullshit thankless job for 40+ hours a week is hard enough; don’t take away our cupcakes and give us quinoa cookies.

We want comfort. Or at least a damn big slab of bread pudding.

Longing to Belong

I’ve recently found myself diving into multiple conversations, online and off, about “belonging” at work. I’ve been reading articles and news stories about the topic, veered off course in a twitter chat about Diversity & Inclusion yesterday, and have spent a bit of time gauging the climate at my own workplace by observing, asking questions and reviewing some of the norms embedded in our workplace DNA.

Here on the home front I’ve been looking at things like (1) do we let employees express their thoughts and opinions? (2) how are we recognizing people for their accomplishments? (3) do individuals feel valued – not just for their job performance but do they feel valued as unique contributors? (4) are we allowing people to use their special skills and talents in ways that make them “come alive” but also bring a positive impact to the business?

Then last night I read this article – Nearly half of LGBTQ Americans haven’t come out at work – and it’s pretty heartbreaking. In the survey cited in the article, 46% of LGBTQ workers say they are closeted at work and 31`% of LGBTQ workers say they have felt unhappy or depressed at work.  Per the survey, the top reason LGBTQ workers don’t report negative comments they hear about LGBTQ people to a supervisor or human resources is the belief that nothing would be done about it and they don’t want to hurt their relationships with coworkers.” (The full report, A Workplace Divided: Understanding the Climate for LGBTQ Workers Nationwide, can be found here.) 

I also, recently, had the chance to do an episode of WorkHuman Radio with my friends at Globoforce (you can find the link to the show and my related musings here). During the radio chat we talked about operating from a core belief that all people (employees) are entering your company with an innate desire to do their best work. Yet, in our organizational zeal to “win,” I find that we often set up so many roadblocks and obstacles that we demoralize and un-empower those same folks we say we want to “include.” I think there can be a shift though if we (1) Promote values of confidence, freedom, and trust in order to provide a safe environment for employees to learn, create, and collaborate (2) create a workplace that recognizes each employee’s unique contribution, even when their personalities or styles may be a bit quirky.

Yes; “belonging” at work has been consuming my mind. This post is pretty much just me thinking aloud because I’m continuously planning the next steps of the journey. It’s a trip we need to take.

People are longing to belong.