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.

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.

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.