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Articles

Taking Care: A Leadership Competency

I recently heard David Ulrich speak about leadership and the need for leaders to invest in themselves. He offered several examples. The most interesting and powerful to me was the need for leaders to take care of themselves emotionally and physically.

In these economic times organizations are doing more with less and workers are concerned about losing their jobs. Anxiety about the economy and fear of the unknown are fueling employee stress. I was talking to someone recently who indicated that with changes in his company’s leadership, employees were being urged to adopt a 24-7 mindset and always be accessible to their clients. I asked him if the management team was “leading by example”. The response was: “Hardly, they may work long hours Monday to Friday, but they take their weekends off.”

That is hardly what Ulrich meant when he talked about leaders taking care of themselves. That was just one of the many competencies for the leadership model he offered. He also talked about the need for leaders to assure that their moral compass was in tact. Leaders also have to assure that they are taking care of the organizations and those organizations’ assets that have been placed into their care.

Leaders who are not aware of the stresses that their employees are feeling in these economic times, and the employees’ need to deal with these stresses run the risk of appearing indifferent. This perceived indifference may add to the employee’s stress. This, I’m afraid is what my acquaintance was experiencing.

The moral compass of the enlightened leader takes care that the message that he or she is sending is not contradictory. Enlightened leaders model the behavior they expect from the employees. Taking time off on weekends and for vacations to rest, relax and reflect is reasonable behavior. However, expecting employees to be tuned in and turned on 24/7 when you’re not is contradictory.

The moral compass of the enlightened leader sets realistic expectations. It’s not realistic to expect that people have no time to disengage, refresh, unplug and look inward on a regular basis. That includes taking a break from the cell phones, PDAs and laptops.

The moral compass of the enlightened leader looks at the bottom line and the economic costs associated with employee morale and stress. When employees are under stress they are not engaged and productivity suffers. Even in difficult economic times, turnover can increase especially among top producers and high potential employees. Dissatisfied employees can impact customer satisfaction and profits decrease. Stress affects employees’ health and absenteeism and healthcare costs increase.

Establishing a regular routine to take care of oneself can be simple. Time devoted to exercise and hobbies are some of the simplest examples. I engage in a weekly ritual in the summers of visiting a local farmer’s market on Thursday mornings to buy fresh fruit and vegetables direct from the growers. This 30 minute adventure grounds me each week and refreshes my outlook. I’ve come to know my favorite merchants on a first name basis and welcome them back each spring. I’m always encouraged when I see workers from local companies there. Their enlightened organizations allow them to indulge in this same healthy ritual without fear that the work is not getting done.

Another ritual that I engage in is a yoga class once a week. We recently did a session of silent yoga, where the instructor demonstrated the pose then rang a bell to signal the students to begin and end. The purpose of the class was to give us a break from the noise pollution that surrounds us.

There are many things individuals can do to take time to rest, relax and reflect. The challenge is creating a culture in organizations that values and provides the opportunity to do so for the health of the workers and the organization.

Executive Orders Affecting Federal Government Contractors

On January 30, President Obama signed three Executive Orders affecting federal government contractors.

The first, entitled Notification of Employee Rights under Federal Labor Laws, revokes the requirement for the Beck Poster signed by President George W. Bush. The Beck Poster notified employees of their right not to join a union and to opt-out of paying the portion of union dues for political contributions.

The Executive Order signed by President Obama requires the Department of Labor to develop a new notice advising employees of their rights under the National Labor Relations Act. The Department of Labor has until May 2009 to publish the new notice which contractors will be required to post.

Contractors who do not comply may have their contracts cancelled and could be debarred from receiving future federal contracts.

The second Executive Order, “Nondisplacement of Qualified Workers under Service Contracts” reinstates the requirement that successor contractors offer a right of first refusal of employment to employees of the prior contractor. The right of first refusal must extend for at least 10 days, only after which the successor contractor may post the positions to a wider, external audience.

This Executive Order imposes a new obligation for service contract employers to hire their predecessors’ unionized employees. It also forces non-union contractors to assume a federal service contract with a unionized workforce and bargain with the union as a successor employer.

Violators could be debarred from receiving federal contractors for 3 years. Violations would extend to the contractor, its responsible officers, and any firm in which the contractor has a substantial interest.

The third Executive Order, “Economy in Government Contracting” would make union avoidance costs disallowable expenses. It bars federal agencies from reimbursing contractors for any activities used to persuade employees to exercise or not to exercise their rights of union representation and collective bargaining.

The Culture of Communication
Cornelia Gamlem, SPHR

I never knew my paternal grandmother. She died before I was born, but I've heard many stories about her. She emigrated with my grandfather from Italy and they settled in Brooklyn New York. She was often sought out by the other immigrants and her Italian neighborhood to read letters that they've received from home and to write letters to their relatives back home, because she was one of the few women who knew how to read and write. Apparently my grandmother had a cottage industry of transcribing the thoughts of other people because letter writing was their only form of communicating long-distance in the early 20th century. It's no wonder then that many of her granddaughters went on to become secretaries and transcribe the thoughts of other people onto paper. Ironically, shorthand and transcription skills have become obsolete now that we have technology and software which dictated words can be automatically transcribed onto a computer screen.

Seventy years later when my husband was serving halfway around the globe during the Vietnam War, we still communicated the same way my grandmother did – writing letters. The technology associated with telecommunications then made phone calls prohibitive in cost. In 2006 during a trip to China with a group of colleagues, one of the men told me that he called his wife every day. My husband and I were e-mailing. Others were calling home over the Internet.

Culture is often defined as something that the older members of a social group pass down to the younger members. My grandmother had one method of communicating across distances. She wrote letters that took weeks or months to arrive. Today her granddaughters’ generation of Baby Boomers is being challenged by new technologies and methods of communication. Just a few short years ago, grandparents were gaining proficiency with e-mail so they could stay in touch with grandchildren. Today, grandparents are joining Facebook and learning about texting and twitter (or tweeting). They are looking to their children and grandchildren to understand how to use these new technologies.

Technology has been a powerful influence in the way that we communicate and get information today. Consider the social and organizational implications of these changes. As we rely more and more on technology to communicate, we are losing the personal connection and social interaction that we gain when we engage in dialogue. Even though we are connected, we run the risk of becoming isolated.

Many of the communication technologies in place today carry the expectation of instant response. However, there is no guarantee that the message will be received or read, or that a response will be sent. The risk of isolation and miscommunication could give rise to conflict and organizations should assure that there are processes and protocols to address conflict.

As older generations look to younger generations to learn are we seeing a reversal of the definition of culture provided earlier, something that the older members of a social group pass down to the younger members? Are we witnessing reverse mentoring, and if so, what are the implications in organizations? Rob Salkowitz, in his book, Generation Blend, says that if organizations expect younger workers to teach and coach older workers about technology, they will have to articulate those expectations and provide training to the younger workers about the different learning styles of older adults.

Beyond communication between two individuals, the technology for sharing information in today’s workplace is also more robust. Younger workers are more comfortable with these Web 2.0 technologies than are older workers. Baby Boomers entered the workplace at a time when information was conveyed by letters and memos and distributed by the U.S. Postal Service or inter-office mail. Salkowitz poses the question: “How will the different generations in the workplace manage the cultural adjustments necessary to adapt to a more collaborative, connected style of work?

Aleita Johnson reports for SHRM Online on May 19, 2009 about a new study from Watson Wyatt Worldwide regarding Web 2.0 technologies. Based on the 2009 HR Technology Trends Survey from Watson Wyatt, 61 percent of the 181 large employers surveyed are making changes to their service delivery models and are making use of various Web 2.0 technologies, such as an internal communication tool with employees. The survey found that 23 percent of companies are using social networking to communicate internally, 19 percent are using podcasts, 21 percent are using blogs and 15 percent are using wikis. The cost of making these changes and the current downturn in the economy may be hindering the short-term implementation of these new technologies. However, organizations are beginning to embrace the idea of social networking as a powerful communication tool and in the long term implementation of these technologies will increase.

Technology is dramatically changing the way we communicate and share information. Rooted in these changes are many diversity variables. There are many cultural issues rooted in generational values and work styles that are barriers to full participation in the workplace. These are barriers that organizations will have to consider as they broaden their means of sharing information among employees and external stakeholders. Rather than allowing barriers to be hindrances, organizations can seize the challenge and provide opportunities for cross generational sharing. While older workers may have to learn to be comfortable with the technologies, there is much they can share with younger workers about effective communication. It can be a win situation for all involved.

“He Wanted to Say” – The Power of Communication
Cornelia Gamlem, SPHR

I attended a performance of Ragtime at the Kennedy Center in Washington, DC. It was a great story, rich in lessons of diversity and changing times at the turn of the 20th century.

One of the songs was sung by an Emma Goldman, the anarchist known for her political activism, writing and speeches. The character put to words the thoughts of “younger brother” who was drawn to the emerging activism of the time. However, what younger brother said was “I know how to blow things up.” Lost was the meaning and connection to a social bridge he was trying to cross.

Communication can be so fragile. How often is the message lost because the wrong words are used or the wrong non-verbal signals are sent? The barriers to communication often cause the receiver to misinterpret the meaning of what “he wanted to say”.

Effective communication is an important business issue. Communicating within a diverse work group can be challenging at times because of varying perspectives and experiences. Different individuals derive different meanings and contexts for words, phrases and non-verbal signals.

The way we communicate in business today is changing. There is a growing trend to rely on technology as a primary source of communication. The trap that can ensnare this growing dependence on technology is the loss of tone, expression, and non-verbal signals to name a few. There is no opportunity to pick up on cues or connect words. There is no opportunity to paraphrase, clarify and summarize questions.

E-mail and related technology should be avoided as a primary medium for communication when an immediate response is needed. Not everyone, including me, has constant access to e-mail. Some of us choose to set some boundaries. It should also be avoided when text is not powerful enough and dialogue is needed because the message may be misunderstood. Most importantly, avoid e-mail and other technology when the information is sensitive, such as conveying bad news or confidential information, or when you are agitated and run the risk of “flaming” or engaging in e-rage.

Effective conversations include getting good information, listening and giving good information. Effective communication makes use of dialogue where there is give and take – a two-way discussion.

In business, individuals who successfully communicate understand and effectively use words and phrases. They don’t rely on the acronyms and abbreviations prevalent in text messaging. Effective communications encourages new ideas, provides opportunities for everyone to discuss differences and explain differing points of view, reduces frustration and conflict, and increases efficiency and productivity. It does not result in “blowing things up.”

An Asian Adventure – Cornelia visits China

Last December I had the privilege of being part of SHRM’s HR delegation to China. After a 13 hour plan trip from San Francisco to Hong Kong, we flew onto Beijing, were we arrived Sunday afternoon. The next morning in Beijing our first professional visit was to The Ministry of Personnel. Entering the Ministry and taking part in the presentations and discussion was a somewhat surreal experience. We had the opportunity to learn about its role in the transition of China from a planned to a market economy. The Ministry’s primary function are Human capital development in the public sector (Chinese civil servants as well as all the Institutions that provide social and service delivery functions (schools, research facilities, medical centers and hospitals) and regulating the professional titles (e.g. assessing, educating, certifying and the continuous education) for 29 broad groups of Professional and technical personnel.

That afternoon, we visited Tsinghua University University’s School of Economics and Management where we exchanged ideas about HR and Management issues. Several of the faculty discussed their research on evolving business and management strategies and the emerging role for HR in China.

"We encourage our old people to retire”, a young and very assertive female Assistant Professor wryly noted during our Q&A session with faculty members. The comment was in response to a question by a delegate about concern over the loss of institutional knowledge experience. Unlike the concerns in the US about the retirement of the “baby boomers” and the response by US companies to keep that generation in the workplace beyond “normal” retirement age, through incentives such as phased retirement. The reason goes beyond demographics. As China emerges from decades of a planned economy they are suffering from a loss of talent, especially middle management. What young managers and professionals lack most are experienced mentors. Retirement is mandatory for men at 60 in most jobs...and 55 for women.

On Tuesday morning out next professional visit was with business and HR leaders at one of China’s most successful private-sector corporations – Lenovo, a rapidly growing Chinese MNC that is the 3rd largest computer manufacturer. If they sound familiar, that’s because they bought IBM’s PC Division in 2004 and you may see their name where computers are sold. What struck me most was their ability to retain key workers after the merger.

After lunch on Tuesday and a visit to Tiananmen Square, it was on to network with business and HR colleagues. We discussed the commonalities, differences and the challenges facing HR professionals. Are you surprised to hear that recruiting and retention was the recurring theme?

Wednesday was a culture day in Beijing where we visited the Forbidden City and the Great Wall of China at Badaling Pass. I think I speak for all my fellow delegates when I say that the collective thought that afternoon was “We can’t believe we are here.” In my wildest imagination, as a child growing up, I never thought I’d stand on the Great Wall. On the hillside near the pass was a “Hollywood” type sign for the 2008 Olympics- “One World. One Dream.” It was truly a sign of commonalities and not differences between our countries.

Next day we journeyed to Shanghai. Our first professional visit that afternoon was at TI China (yes, that’s Texas Instrument). Their Leadership Doctrine: “You win by creating the kind of place that workers want to return to each day” struck a positive chord. Their HR Director discussed their approach to talent development, total rewards and inclusiveness. That evening we were entertained by the Shanghai Acrobatic Show where one of our delegates was “selected” to join.

We concluded our professional visits on Friday first by visiting the School of Business at Fudan University in the morning. At Fudan, we discussed its HR Institute and explored merger and acquisition experiences in China and the challenges of integrating business practices (Sound familiar?). We explored the cultural differences between Chinese SOE (State Owned Enterprises) and MNCs, and the challenges that managers at MNCs faced doing business in China.

That afternoon our final meeting of the professional program was held, which was another opportunity to network with our colleagues working in both Chinese and non-Chinese firms in Shanghai. Many of the Fortune 50 companies were represented and the discussion once again heavily revolved around the hiring, retention and development challenges in China.

We learned that the Chinese put critical emphasis on the “probation period” of 1-3 months depending on the employment contract and on “early contribution”. New employees are challenged to perform quickly so that the hiring manager or the employee can exercise their termination rights during the probation period. Termination during probation is considered “no-fault” – no loss of face. After the probationary period, everyone losses and it is an expensive buyout which few exercise. Much different than our employment-at-will doctrine.

Saturday and Sunday were cultural days where we visited the Shanghai Museum, the Shanghai General Silk Rug Factory, shopping at Yu Garden and the Old Town (China Town in China, which is how one of our guides described it) and a traditional Chinese Foot Massage – what a great team building experience.

We left on Monday for Hong Kong, where most of the delegation returned home. A few of us, however, stayed on for some additional “culture days”. I had instructions from my husband to take plenty of pictures of Hong Kong which I did. He was amazed at the growth and difference from when he visited there in the 1970s.

This was the opportunity of a life time. Recognizing that the world has become much smaller than when I was a small child and dreamed of visiting such exotic places, what made this such a special adventure was the opportunity to meet with other HR professionals and explore the similarities and challenges that are common to our profession.

There were many lessons in diversity that were learned. There were many wonderful connections made. Our guide, Lixin, kept stressing that China is a large country and we couldn’t judge it just by Beijing its cultural capital and Shanghai its financial capital. I assured her that I understood and explained that the United States too is a large country and visiting our capital, Washington DC, or financial capital, New York, NY doesn’t give you a total perspective of America. I’ve lived in both cities, but have also lived in other regions of the country.

But the biggest lesson learned, and tribute to my fellow delegates: Try to get a group of 40 (more or less including guest) people to travel together for 10 days and stay in harmony. What a great group we had. Everyone connected and embraced the experience. What a gathering of great HR professionals.

Presentations

Diversity Trends: HR Challenges (PDF Document)
Cornelia Gamlem has addressed a number of groups on this topic, including the Winchester Area Chapter of SHRM

White Papers

Affirmative Action Program Compliance (Word Document 58KB)
Companies that receive contracts or subcontracts from the federal government are subject to an equal opportunity clause that makes equal employment opportunity and affirmative action integral elements of the contractor’s agreement with the government.

Affirmative Action Plans for Women and Minorities (Word Document 47KB)
Your affirmative action plan (AAP) should reflect the unique characteristics of your company, including the type of industry, its culture and geographic location. The Executive Order 11246 AAP for minorities and females is typically 80 to 120 pages including both the narrative and statistical portions of the plan.

Affirmative Action Plan for Persons With Disabilities and Veterans (Word 60KB)
The Rehabilitation Act, the Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) and the Veterans Employment Opportunities Act (VEOA) also require contractors with 50 or more employees and a government contract worth $50,000 or more to develop and maintain a written AAP.

Workforce Challenges for the Twenty-First Century (PDF File 143 KB)
As we prepare to enter the twenty-first century, we see increasing changes within the American workforce. During the past hundred years, the workforce moved from the farm to the factory as the industrial revolution dramatically changed the way people work. This change gave rise to a plethora of laws and regulations designed to address abuses in the labor market such as child labor, lack of protection against injury, layoff for old age and disability and systemic discrimination of groups of individuals that resulted in extreme poverty (Anthony, Perrewe, & Kacmar, 1999). As changes continue, and we move from the industrial to the information age, the challenges to Human Resource professionals increase.

If you have any comments or questions about this section, or would like to see anything added, we invite you to share your thoughts with us. info@gemsgroup-hr.com.

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