Author: Sheri Mazurek

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Informal Learning and the Silent Trainer #2

A-man-learning-programming-languages

In a previous post, I discussed the need to not ignore the informal learning systems that are working within your organization. Research indicates that 70-80% of all learning comes in the form of informal learning; however, it seems to be largely ignored in training and HR departments across organizations. (By the way, if you are already thinking of ways to formalize informal learning, you are missing the mark.) Consider some of the characteristics of informal learning:

  • It is something that is not highly conscious
  • It is part of a daily routine
  • It is self-directed and is often triggered by either internal or external motivation
  • It can be unintended, casual and unplanned

The people within your organization are learning every day by watching, observing, talking and listening to peers, supervisors, customers or clients, and vendors. Their behavior is heavily influenced by what I like to call the silent trainer in the organization, otherwise known as the culture of the organization. So what is your culture teaching your employees?

The handbook and training manuals can be full of best practices, respectful workplace behavior policies, and conduct guidelines. During the new hire orientation, training sessions, monthly meetings, and written communications, you may repeat these policies and guidelines. You may even have employees complete a number of acknowledgement forms to prove you covered the policies. Further, you most likely ensure that you have the best of the best training professionals, mentors, and others teaching these and even modeling these policies. As an HR pro, are finished at that point?

If you answered yes, then you’re missing the mark, again. The more important thing to monitor and measure is what happens in the real world? What happens out of your HR headquarters or offices? What’s going on in the field? What is the culture teaching your employees?

Your thoughts are always encouraged and welcome!!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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The Chemistry is Necessary if You Want to Win

Black ceramic mug with a quote on winning

Since moving to Cleveland ten years ago, I have watched many disappointing seasons for Cleveland sports teams. A common statement heard by Clevelanders all over the city every year is “this is our year.” Every year could be the year for multiple Cleveland teams including the Indians, Browns and Cavs and every year seems to bring disappointment and frustration for the fans, players, and owners alike. The most disappointing and frustrating event for me thus far was the Cavaliers loss in Eastern Conference Semi-Finals to the Boston Celtics. Cleveland fans all over watched the final three games of the series in disbelief and shock. How could a team with that much talent suffer such a devastating loss in game four? The loss was so disappointing that the fans actually booed their home team.

For those who watched the Cavs during the regular season and during the previous series, there was an obvious difference in performance of the team. While some fans even questioned the pre-game antics and the unspoken language the team had seemed to develop in the regular season, they couldn’t question the results of the winning team. There was an obvious chemistry that existed among the talented members that seemed to vanish in their final series of the season. While there has been much speculation and a host of rumors that has circulated around the reason, those outside of the organization are still clueless as the catalyst of this change.

You may ask why I am writing about the Cavs in a human resources blog. The answer is simple; the Cavs didn’t lose because they lacked the talent to win. Building the most talented team in your industry doesn’t guarantee a win in crucial moments. The team has to work together toward the same goal. There are a host of reasons that teams lose their chemistry. The challenge is to identify when it’s happening and find a solution before the big game.

What thoughts do you have? What have you done in your role to build team chemistry?

Your thoughts are always encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Informal Learning and the Silent Trainer #1

A-person-learning-with-a-computer-and-summarizing-in-a-note

If I asked you who is responsible for training the employees in your organization, I would expect your response to include the training or the human resource department in one form or another. If I continued to question you on how that training is conducted, I would expect to hear the names of different classes or training modules and a description of delivery methods that would include classroom training, web-based training, seminars, webinars, or perhaps even on-the job training. You may even include required skills, experience or certifications that persons responsible for training must possess such as knowledge of adult learning theory, facilitation skills, and knowledge of instructional design.

I would of course, expect your answer to include the formal learning systems used within your organization. However, if you are failing to recognize the informal learning structures as powerful teachers in your organization, you are making a mistake.

Consider this scenario. Suzie is a new employee and has just completed the new employee training program. She has moved from her desk in the training area to her permanent cubicle located next to the cubicle of Bob, a tenured employee. Suzie feels confident that she can handle her new role and eagerly gets started. Within the first day on the job, she discovers that she still needs clarification on a few things. Does she call the training manager? Does she consider calling her supervisor? Or is it just easier to ask Bob. He is right there and he has been with the company for a while. Suzie decides to ask Bob. Bob responds with something like this, “Well, we’re supposed to do it like this, but…”

In the above scenario, Suzie would have no reason at this point in her tenure to assume a tenured employee would provide her with anything but an acceptable answer to her questions. She could reasonably assume that If he wasn’t doing his job correctly, he wouldn’t still be working there.

Can’t she?

What do you think? Your comments are always encouraged.

Look for more on informal structures of learning in organizations in my next post.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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16 Ways to Derail Your Attempt at Building a Performance Culture

A-HR-staff-in-an-office-with-fellow-colleagues

Previous posts have provided tips on overcoming the myth of the paper trail. In an effort to examine this issue from a different angle, below is a list of things that can derail your attempt to create a performance culture.

  1. Save all your feedback on an employee’s performance until the annual review meeting.
  2. Rate an employee higher than they deserve so that they get a bigger raise. (Future post coming on the topic of linking pay to performance).
  3. Rate an employee higher than they deserve because you don’t like negative conversations or because you don’t want the employee to feel bad.
  4. Make the feedback about you.
  5. Only provide negative feedback.
  6. Fail to acknowledge improvements in performance or positive steps toward a goal.
  7. Fail to acknowledge team members who consistently meet expectations.
  8. Providing only one way feedback.
  9. Failing to address issues as they arise. Silence is acceptance.
  10. Allowing bullying or disrespectful behavior or exhibiting it yourself.
  11. Blaming corporate or HR when you provide negative or developmental feedback or consequences.
  12. Failing to explain the business reasons for decisions.
  13. Failing to explain how individual performance helps attain overall objectives.
  14. Failing to develop high potential employees.
  15. Failing to identify high potential employees.
  16. Failing to remain objective even with subjective measures.

What else would you add to the list? Your ideas are always encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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The purpose of the Paper Trail

Members-of-the-HR-department-working-in-their-office.

I have spent a great deal of time writing about the paper trail. My previous two posts discuss steps in overcoming it and building a culture of performance. So often, Human Resource (HR) professionals must provide the legal voice concerning employee issues in the organization. This duty of being the legal voice is often times seen as the most important function of the HR department by not only the department members, but by the entire company including senior leadership. With an increase in cases being filed against managers and companies and with the high costs of litigation, its importance is definitely clear. There is no question that organizations need to take necessary steps to mitigate these risks.

The following two blogs also discuss the idea of the paper trail:

Creating a Paper Trail Supports Discipline and Discharge Decisions written by Devora Lindeman

The Paper Trail: The Strongest Defense against Wrongful Termination Suits written by K. Lerner

Both blogs discuss the paper trail from the legal standpoint. (Again, this is the voice most often heard by the HR department.) Despite the fact that these blog posts are supporting creating a paper trail, while I am discussing overcoming it, the advise held within is very similar. Documentation is important. Let me rephrase, accurate, fair, unbiased documentation is important. But making performance management all about the document and not about the employee and their role in meeting organizational objectives clouds the very purpose of performance management.

What do you think? What is the purpose of performance management? What tips do you have for building a performance culture? Do you work in a performance culture or a paper trail culture?

Your thoughts and comments are encouraged! Subscribe to the blog to hear further tips on overcoming the paper trail. What other topics of interest do you have for future blogs?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Overcoming the Myth of the Paper Trail #2

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As mentioned previously, overcoming the myth of the “paper trail” requires building a performance culture. In my last post, I discussed some first steps in creating the culture. Setting the stage requires involving employees by engaging in two-way communication and involving them in achieving company and department goals. Another step in creating this culture is by providing constant feedback to employees while encouraging them to share ideas and engage actively in this process as well.

Below are some suggestions for providing feedback. Organizations that have successfully created a performance culture easily communicate and provide feedback. These organizations are also usually very open to the feedback of their employees. Further, they typically focus on the individual development of their employees.

What other ideas can you add?

Ongoing Performance Management

Give Feedback Often

  • Hold periodic update meetings to discuss performance. This can be in the form of weekly, bi-weekly or monthly touch base meetings. (Be sure to document these discussions)
  • Provide positive feedback and developmental feedback.
  • Have a two-way conversation with the employee. Ask them for ideas on improving areas of opportunity and development areas.
  • Seek out the employee’s career goals. Incorporate those into their personal development plan.
  • Address performance as it happens. Give the feedback that explains both the facts of the situation and the results achieved whether negative or positive. Record this feedback on the appropriate company form and keep a copy to use for the formal review meeting
  • Keep a log or journal of each feedback
  • Focus on behaviors (Instead of saying, “you’ve been lazy lately. Say “You’ve missed the last two deadlines.”)
  • Don’t jump to conclusions about poor performance. Examine facts and engage the employee in questions. Ask their input on correcting issues. For example, instead of saying, “I can’t accept any more reports with errors.” Ask, “What steps are you going to take to ensure your work is free of errors?”
  • Feedback should be specific and sincere
  • Avoid overwhelming the employee with too much feedback. Focus on the most relevant and important observations
  • Keep your emotions in check
  • Clearly identify the payoff of the positive behavior change (even if this is developmental or positive feedback).

Your comments are always encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Overcoming the Myth of the Paper Trail #1

A-female-team-leader-communicating-the-team-goals-to-her-mates

As mentioned in two previous posts, the paper trail seems to be a concept widely understood by individuals in multiple organizations. The concept is a reality for many and represents how the competing interests in organizations can work against the common goal of the company and its employees. Overcoming this competition of interests is required for the dissolution of the this mythical paper trail. If the paper trail continues to exist in the organization as tool for termination, then the conflict between managers, HR and employees will continue to take precedence over the organization’s goals.

Overcoming the Myth

Overcoming the myth of the paper trail can be very difficult for many organizations. HR departments often put great amounts of effort into developing performance management systems to include a myriad of forms and steps. Many companies even spend thousands of dollars training managers on the use of these forms and completing the steps. Despite these efforts, the paper trail still develops. The issue in many cases is not necessarily the failure to create great systems and useful forms; it is however, the failure to create a performance culture.

The culture in the organization can’t usually be found in the rule book, policy statement, or SOP. It is something that you see in the behaviors of the people in the organization. Their norms and customs become the example, therefore setting the “real” rules of behavior. For example, the handbook may dictate a professional dress code. However, everyone knows that the CEO wears jeans every day. Eventually others begin to follow the example until jeans become the dress code despite what the handbook says.

Creating this culture is not always easy. However, research continues to show a positive correlation to it and business success. Below is a list of the first steps to get you started. What others do you have to share as beginning stages? We will discuss this in the next two to three posts.

SET THE STAGE

Ensure the employee knows the expectations

  • Clearly define team roles
  • Discuss how goals and expectations relate to company mission
  • Review the job description and expectations with each new employee on their first day (provide a copy of the 30, 60, 90 day and annual reviews and explain what is required to meet and exceed expectations)
  • Meet at least weekly with new hires during their first 90 days and bi-weekly during the first six months
  • During performance meetings, refer back to the mission often

Involve the Team in Setting Goals and Expectations

  • Work with your staff to set team and individual goals and objectives that will meet the mission of the company
  • Discuss results with your team. Share the stats. Let them know how the department contributes to the goals of the organization
  • Post the goals of the department and the department’s mission (have the team work together to create the mission)

As always, your comments are encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Ten Things to Ask Yourself

question paper crafts a

The Wall Street Journal Online recently published an article entitled “Ten Things Human Resources Won’t Tell You.” The ten things mentioned seemed to run the gamut of topics from the dangers of being fired by postings on social media to stating that HR is not the employee advocate. Ninety percent of the comments (up to 26 total by the time of this post) made in response to the article are slams against HR in support of the negative messages set forth in the article. It appears from the number of negative comments, that HR departments haven’t made much progress in building credibility since the 2005 article, “Why We Hate Hr.”

Of the ten things mentioned, “In some companies, we’re not very useful at all,” may be one of those emotion-provoking comments that infuriate some HR folks. However, instead of letting your emotions take over your open-mindedness, ask yourself these ten questions:

  1. How valuable am I to the organization?
  2. How have I communicated that value to the organization’s leaders?
  3. How have I communicated that value to the organization’s employees?
  4. What measures am I using to determine success?
  5. How are the HR programs aligned with the goals of the organization?
  6. Do I advocate for employees fairly and consistently?
  7. Do I know how to balance the competing interests in the organization to provide a fair viewpoint?
  8. Do I clearly communicate the reason behind my position to employees, managers, and company leaders?
  9. Am I an example to those within and around the organization of its key values?
  10. What can I do today to serve my customers?

As always, your comments and questions are encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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The employee view of the paper trail

Employees-with-their-group-leader-discussing-in-a-board-room

In a previous post, I mentioned the concept of the “paper trail” in organizations. Regardless of your position in your organization, the likelihood that you understood this term is high. The cited conversation in that blog post between the manager and HR professional is also very familiar to both managers and HR professionals. At some point in their career, most supervisors and HR pros have probability participated in a similar dialogue and it most likely ended in a feeling of frustration for both parties.

What about Bob?

In the fictitious dialogue in my previous post, Bob is the employee. According to Bob’s manger, he is not performing to expectations. However, despite the fact that he feels like he has had multiple conversations with him, Bob most likely feels like is his doing a good job. His feeling is probably not the result of an oversized ego; but rather, it comes from a lack of consistent honest performance feedback.

So what happens when Bob’s supervising manager finally decides to give him a corrective action document? Bob sees it as the beginning of the “paper trail.” The “paper trail” is something that Bob has heard about. For him, it’s the beginning of the end. It is what mangers give employees when they are trying to get rid of them. Bob’s emotions at this point could vary depending on multiple factors, but most likely include one or all of the following: frustration, anger, defensiveness, or sadness. Ultimately, most of the parties involved want the same result. The supervising manager wants Bob to do a good job. The HR manager wants Bob to do a good job. Bob wants to do a good job. Further, the company wants Bob to do a good job. The solution is finding a way to help everyone get what they want.
I will discuss this further in my next post. What ideas do you have to accomplish this? What has worked in your organization? Does your organization have a performance culture or does it resemble the
fictitious scenario discussed here?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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The Top Three Things I Wish I Knew About Background Screening

Company-HR-staff-reviewing-an-applicant-resume

A thorough examination of the topic of Human Resources (HR) would include multiple topics. Within those, one would find recruiting. Recruiting is an important topic to everyone in an organization, as the consequences of a bad hire can have a wide organizational effect. In an effort to mitigate the risk of a bad hiring decision, companies can use multiple tools in their hiring strategy. One of those, background screening, can help identify if your candidate is included in the 56% of applicants that provide false information on their resume. Background screening will also help protect your company from multiple risks including negligent hiring, theft, and workplace violence. But are all background screens created equal?

During the past two years, I have developed a much stronger understanding of this tool. Below is a list of the top three things I wish I understood about background screening before I worked for the industry leading provider of this service.

1. Not all criminal background checks are created equal. There is no one source for criminal information that will provide you with every record available. However, there are certainly ways to ensure that you are getting the most accurate, up to date and thorough information available. Jason Morris, President and Chief Operations Officer of EmployeeScreenIQ, identifies the following short cuts in his white paper, Best Practices in Employment Screening: using national or statewide searches in lieu of county research, or checking only the current county of residence. These types of searches may save you a few dollars on your background screen; however, the price of not running the more thorough search could be higher than all your other recruiting expenses combined. According to Morris, “an effective criminal program should always include physical research in each county in which the subject has lived, worked, or gone to school over the past seven to ten years.”

2. Fifty-Six percent of applicants falsify information on their application or resume. While most experienced recruiters understand that applicants may inflate their resume, EmployeeScreenIQ finds discrepancies in resumes on important hiring factors. Those include dates of employment, education, experience, salary, and criminal history.

3. There is an increase in the use of diploma mills. Nick Fishman of EmployeeScreenIQ defines a diploma mill as “an organization that sells academic degrees and diplomas with substandard or no academic study and without recognition by legitimate educational accrediting bodies. The buyer can then claim to hold the purchased degree and the organization makes a profit. Many of these fraudulent organizations claim accreditation by fake or unaccredited licensing bodies, creating another layer of supposed authenticity.” The number of these organizations has increased in recent years. Perhaps due to the increase in unemployment. Regardless of the reason, hiring someone with fake credentials can be very costly.

To learn more about any of these topics, visit the EmployeeScreenIQ University at http://university.employeescreen.com

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.