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.

 

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Ass in Chair, Inc.

Right now, as you’re reading this, people around the world are sitting in their offices. They have a desk, chair, phone and a computer with a monitor. Maybe two monitors if they either work in IT or are sufficiently high enough on the corporate food chain to get the requisition approved that uses valuable budget dollars to appropriate a second monitor.

The lucky ones have a cup of coffee, a can of Diet Coke or a packet of M&Ms within arm’s reach. Not everyone is afforded that luxury however; there are plenty of workplaces that don’t allow the worker bees to have any beverage or food at their desks. I’ve heard tales from one company in the UK that maintains such a policy although they do permit each employee to have a 500ml bottle of water. With an eye towards an aesthetically pleasing uniformity, all the bottles match.

Closer to home I’ve had conversations with numerous folks who are confined to a desk or cubicle with no ability to keep sustenance close at hand. The general corporate blather, usually passed on from HR, is (a) “we want you to relax and take a well-deserved break at lunch!” (wellness blah blah blah) or (b) “we want the facility to look nice when clients come to visit.” (even though no clients ever actually do come to visit).

I also continue to talk with an alarming number of people who, while perfectly content to head to the break room to grab an energy bar during the mid-afternoon slump, are rarely even afforded that opportunity. There are employees (start time 8 AM!) whose log-in at their workstation is immediately viewable by the department manager; they best be logged-in and ready to roll by 7:59 AM or discipline shall ensue!

  • Have to void your bladder? Sorry; you need to wait until break time at 10:15 AM.
  • Need to get to your doctor’s office by 4:30 PM because they close at 5 PM? Sorry; you’re expected to be at your desk until 4:30 PM. Unless you request and are approved for a full day of PTO you’re not going to be able to make that happen.
  • You want to take call from your kids when they get home safely from school in the afternoon? Sorry; no cell phone use is allowed at your desk. We require you to drop your phone off in the morning and you can retrieve it during breaks or at lunch time. (note: I wrote about a company doing this in 2013; 5 years later and I recently heard of a manager who is contemplating instituting this practice)
  • Christmas Eve and all of the customers, partners and 3rd party vendors you work with are off the grid? Sorry; this is not an official Holiday so you’re expected to be at your desk until the office closes at 5 PM. No; we will not be closing early.
  • What’s that you say? You can get your work done at home? You have a phone and an internet connection? Sorry; we don’t allow anyone to work from home and all employees must report to the office by 8 AM.

Welcome to Ass in Chair, Inc.

 

#culture101

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Looking for the BEST in Your New Hires

The hiring process can be tortuous.

Lengthy and cumbersome, the journey from completing an application to day-one-of-employment is often fraught with peril for both the applicant and the recruiting/HR team.  There are hundreds of steps with various decision points along the way; there’s an overabundance of judgment from the first time a recruiter’s eyeballs (or a robot’s algorithm) glance at the applicant’s resume all the way up until the final reference has been received and pre-placement drug results delivered.

Most HR professionals are pretty mindful of this; there’s lots of work being done to streamline the application and hiring process and an incredible amount of improvement being done in organizations large and small as they clean up onboarding. We’re doing a much better job, collectively, of ensuring there’s consistency and cohesion between the branding work being done by our TA teams and the onboarding conducted by the folks in human resources.

Yet we still have a bit of work to do once those happy-faced company newbies land in their cubicles, offices, and/or at their work stations.  Why? Because, with startling regularity, new hires are placed in a precarious situation akin to being stranded at the top of a ferris wheel; dangling with uncertainty before the basket starts to move again.

Oh sure; there are lots of nifty and innovative ways organizations are welcoming new hires and working to ensure their employment experience journey kicks off in high gear. They’re tracking and measuring and focused on ensuring alignment, meaning, value and purpose. This can be good stuff; I love when companies invest their time and resources into enabling and supporting a culture that values performance and satisfaction.

On the flip side however, over many years, I’ve observed the opposite phenomenon – a practice that is still very much alive.  It’s a combination of set-up-to-fail syndrome and confirmation bias; putting both of these together leads to managers (and organizations) unintentionally undermining the success of newly hired employees.

I like to call it “I’ll wait Until You Prove me Wrong” syndrome.

  • “The last 3 hires I made into this position couldn’t perform the job up to our standards; I’m sure Joe will be the same way.” (confirmation bias)
  • “Remember Sally who worked in Accounting? We gave her a bonus after 6 months and then she quit; we better not do that again.” (confirmation bias)
  • “I didn’t really get the greatest recommendation from Bob’s last manager; I better keep my eye on him.” (set-up-to-fail syndrome)

This syndrome manifests itself in numerous ways including one of the most time-honored traditions of most any onboarding process; the overview of company policies. Jan from HR, with great fanfare, hands over the Employee Policy Manual to Susie New Hire and goes through a highlight reel of “what not do do.” Right? Am I right?

And then, realizing that things are sounding just a bit too dire and legal, Jan launches into a review of the employee benefits available; after 90 days. After 6 months. After one year. This Is not just about Jan or the hiring manager; it’s the entire organization saying “We’ll wait until You Prove us Wrong.”

Let me count on just one hand a few of the ‘typical’ HR policies that may, possibly, signal you’re expecting the worst (not the best) from your employees/new hires:

  • “Probationary” (omg…don’t call it that!) periods
  • Progressive Discipline for every single/small infraction (reams and reams of paper)
  • Making employees “wait” to access PTO or Sick Leave (What? No one gets sick in their first 6 months of employment?)
  • Discipline for Attendance (with heightened penalties during the “probationary period” – omg…don’t call it that!)
  • “Proof” for Bereavement Leave (we do NOT trust you in your time of mourning!)

“But…but…but” (I hear you saying) “those types of policies ensure consistency and some may be for financial reasons. We need to be good stewards of the company’s assets!”

I’m not saying some aspects of those policies might not be appropriate for your industry, company or location; they may very well have been implemented for some well-thought out reasons.

Then again….perhaps it’s time to ask yourself if they are serving a purpose. Was that Bereavement Policy developed 15 years ago after one employee suddenly had 6 grandmothers pass away within a 2 month period? Why not give employees access to paid sick leave in their first 180 days of employment? Would you rather Betty come to work with the flu or give her a few days off to recover at home even if she’s only worked for you for 4 months?

Are your practices and your policies designed to assume the WORST from people…or the BEST?

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