Probably one of the most difficult situation for manager of a family owned business is when the need arises for you to give a friend or family member negative feedback, put them on a performance plan, or discipline them. So how do we keep things from getting personal? Here are four tips to help you get though those difficult conversations.
- Be honest and timely. You might be tempted to put off this impending responsibility, but putting off the inevitable is just going to cause you more anxiety. It’s better off if you confront this situation honestly and quickly.
- Prepare. The best way to make sure that this conversation goes as smoothly as possible is to prepare ahead of time:
- Review the details: Why exactly are you having this talk? Have you noticed the quality of their work has suffered lately? Have other employees registered complaints? Is this about a specific incident that was reported? Have your facts straight and have several examples ready (if applicable). The more information you have, the easier it will be to keep your dialogue focused on work.
- Have an objective for your conversation. What is your desired outcome to this conversation? Do you need to get them to sign a Performance Improvement Plan? Do you need to make sure they understand certain feedback? Knowing this ahead of time will help you to keep the meeting on track.
- Do not tell anyone else, besides your own manager and/or HR about this talk, especially not your mutual friends or family. One way to make this situation worse is discussing it with people that you both know. Imagine how you would feel if you found out that everyone you work with knew about a problem you were having at work and talking about it behind your back? If your friend or family member wants to talk to others about it after your conversation is over, leave that decision up to him or her.
- Be direct, professional and empathetic. Remember, not only are they receiving negative feedback or disciplinary action, but they might feel even worse knowing that their friend AND boss is disappointed. Stay on task and be professional. If you start to feel the conversation is getting too personal, remember your objective. Be sympathetic, but don’t let it keep you from accomplishing your goal before ending the conversation.
- End the conversation once your objective has been achieved. Don’t drag on the meeting, which is likely to make you both uncomfortable. Resist the urge to apologize to them or nag them about how they are feeling. Let them be in charge of their own next steps.
No matter your industry, the following five tips can help keep you and your employees healthy and productive.
1. Hire Smarter
Hiring qualified, experienced employees can dramatically reduce the number of workers’ compensation claims that are filed. Qualified employees not only know how to properly perform their jobs, but they also know the safety measures to follow to prevent injuries and accidents. That is not to say that these employees won’t have to ever file a claim, but there is a direct correlation between experience/qualifications and workers’ compensation claims.
2. Clearly define job descriptions
You should make sure that all employees have a thorough understanding of their roles in the company and the responsibilities of their position.
3. Communicate Frequently and Effectively
Don’t underestimate the power of effective communication. Many occupational injuries and illnesses can be prevented through an established communication system.
Creating written protocol for the different tasks associated with a job can go a long way toward reducing accidents.
4. Regular Safety & Health Training
Most small-business owners probably include some kind of safety training for their new hires, but safety awareness is something to be cultivated. You should meet with employees regularly to discuss safety – even if you only employ three or four workers. You can also encourage (or require) that employees attend industry safety workshops and classes, which are often held by professional organizations in your field.
Think about your current employees. Can they…
- Identify the top three occupational hazards in their line of work?
- Detail how they actively prevent accidents from happening?
- Explain the proper procedure for handling workplace accidents?
5. Create Return-to-Work Policies
You’ll want an injured employee to return to work as soon as possible. Accordingly, you should have a written policy in place.
Your policy should have a section discussing transitional work. Transitional work consists of work assignments modified to account for the employee’s injury. For example, if an employee has reduced mobility, you can have them temporarily do computer-based tasks.
Safeguarding your business and its employees from workplace risk is necessary to maintain a secure organization and protect against major bottom-line impacts.
Don’t let these 5 common payroll mistakes take your pot of gold!
1. Misclassification: Employee vs. Independent Contractor
Perhaps the most common audit issue today is misclassifying workers. There’s incentive to treat workers as independent contractors rather than employees because payroll taxes and employee benefit costs are high.
You don’t have the freedom to select the label for the worker; classification depends on whether you have sufficient control over the worker. This essentially means having the right to say when, where, and how the work gets done.
Find information about worker classification from the IRS. When in doubt, consult your tax advisor.
2. “All our employees are exempt, we pay them a salary”.
Paying someone a weekly salary does not make that employee exempt.
Remember-job titles alone do not determine the exempt or non-exempt status of any employee. Exemptions are determined for each specific employment situation based on the specific job duties performed and compensation received.
3. Allowing employees to work off the clock.
The U.S. Department of Labor and the courts do not recognize the concept of voluntary overtime without proper overtime pay. Agreements by employees to give up their rights to minimum wage and overtime pay are void and unenforceable.
Employees generally may not volunteer to perform work without the employer having to count the time as hours worked. Examples include:
- Rework: When an employee must correct mistakes in his or her work, the time must be treated as hours worked, even when the employee voluntarily does the rework.
- Waiting for Work: Time, which an employee is required to be at work or allowed to work for his or her employer, is hours worked. Is the employee “engaged to wait” or “waiting to be engaged?”
- Place of Work: Hours worked include all the time during which an employee is required or allowed to perform work for an employer, regardless of where the work is done, whether on the employer's site, at home or at some other location.
- Working during Lunch: Lunch breaks aren’t breaks if your employees work during the break.
4. Deducting money from pay without written authorization.
Other than court-ordered garnishments and deductions that are either required or specifically authorized under laws or regulations, all wage deductions should be authorized by the employee
5. Loaning money, advancing wages, or paying wages without maintaining clear, written documentation of the transaction.
Banks do not loan or advance money without a signed, written agreement for repayment and neither should an employer. If loans or wage advances are to be repaid via wage deductions, obtain written authorization for the deductions, specifying amounts and intervals, and do not forget to provide for deduction of any remaining balance at the time of a work separation. Never pay wages in cash without getting a signed, written receipt from the employee.
The buzz about onboarding seems to have slowed down a bit. Perhaps it’s because HR professionals are getting tired of reading about it; perhaps it’s because there are other things that are catching our interests; or perhaps it’s because we are all already executing highly successful onboarding programs.
I don’t think it’s the latter.
Modern Survey recently identified that 92% of HR professionals think that onboarding is important to their company’s success, but only 55% of them think they are doing it well.
It’s time to take onboarding off the shelf, dust it off, and give it another look. The Bureau of Labor Statistics reported that the unemployment rate for September 2015 is 5.1%, which is the lowest it’s been since May 2008. The Department of Labor reports that 1 in every 4 employees leaves their position in the first year. CBS News reports that the cost an organization incurs when an employee leaves is somewhere between 20-213% of that employee’s salary. With numbers like this, companies can’t afford to lose high potential employees.
To see how a strong onboarding program can aid your company’s retention efforts, let’s look at what employees want. According to SHRM’s 2015 Employee Job Satisfaction and Engagement Report, 72% feel that “respectful treatment of all employees at all levels” is very important, and 64% feel that “trust between employees and senior management” is very important. So to keep employees sticking around, companies need to ensure they do these two things well.
Onboarding, which we will define as the employee’s first 90 days at a new company (although it could be longer), helps retention because it: • Acclimates the employee to the new organization, making them feel valued and respected. • Introduces the employee to key peers and stakeholders, sparking friendships with colleagues. • Trains the employee how to successfully complete job duties, establishing expectations at the onset and therefore building trust.
To do onboarding well, it needs to be well organized, reliable, and customized for each individual.
Organized – A company’s onboarding program should follow a plan, or guideline. For example, a plan could include having a supervisor sit down with a new employee to establish three 90-day goals. HR can create forms, timelines, and checkpoints for supervisors.
Reliable – Sometimes – especially with new initiatives – supervisors begin with the best intentions, but fail to follow through for various reasons. In order to build trust, the company (and supervisor) must do what it says it is going to do. So in that 90-day plan, it’s important for the supervisor to have periodic check-ins with the employee.
Customized – Not all companies are created equal, and neither are all employees. Some employees may want to write their own 90-day goals and present them to the supervisor to discuss; others may want to sit down with the supervisor and create them together; while still others might prefer the supervisor just present them with goals to achieve. If your company conducts behavioral assessments as part of the selection process, they can be used again here. If not, the company should be open to flexibility within the plan so that each new employee gets the most out of his or her onboarding experience.
To learn more about creating a powerful onboarding program and other HR hot topics, visit HR Tampa’s Expo on October 21, 2015. Go to www.hrtampa.org to register.
Jennifer Currence, MBA, SPHR, SHRM-SCP, is president of OnCore Management Solutions. She is an HR consultant, corporate trainer, and business coach based in Tampa, Florida.
Organizations face many challenges when it comes to effectively and efficiently operating their business including mitigating potential costly risks. One risk that resides at the top of the list, is claims of illegal termination due to undocumented performance-based terminations. This risk is increased if the terminations are the result of a reduction in the workforce as the result can inadvertently create a disparate impact on a protected class of individuals.
It is important to remember that employees terminated for poor performance without the presence of documented discussions regarding their performance issues are liable to seek legal advice. There are many law firms that are ready and willing to represent employees under these circumstances as they know it will be a challenge for the employer to defend a claim of illegal termination due to their lack of appropriate documentation of the poor performance. The common outcome of this circumstance is an out of court settlement of an average of $40,000.00. If the claim ends up in a lawsuit being filed, it can cost the employer a much higher amount.
In addition to the potential monetary costs, there are other risks including the negative impact on employee morale and irreparable damage to the organization’s reputation. Anytime an organization terminates an employee it has an impact on the remaining workforce. This is especially true in small organizations where employees feel that they are part of a family. They have an expectation that they will be treated fairly. This includes an opportunity to correct deficiencies prior to losing their job. When terminations are conducted without evidence that the employee was informed of the performance issue it can result in the remaining employees losing trust in their supervisor, as well as the organization.
The good news is, reducing the risk is possible by implementing a policy that requires supervisors to address performance issues early and often providing the employees with the opportunity to improve. This practice will demonstrate the employer took reasonable efforts to help the employee improve and provide the organization with documentation to substantiate their termination actions.
In today's competitive business environment, your employees represent one of your organization's most valuable assets. Which means your company's productivity—and ultimately, its profitability—depend on making sure every person in your organization is working up to his or her full potential.
Do you conduct regular performance reviews with your employees? Do you monitor and discuss poor performance with your employees? If you have any questions about performance reviews, or need help getting started don’t hesitate to reach out to our HR professionals. We can help!