Wanna Take a Risk on an Up and Comer? Don't throw them under the Bus at the First Sign of Failure

For anyone who is not familiar with this saga you can get a good refresher here. The short version that applies to HR pros is this: Up and comer gets the next step up from supervisor to middle manager with a boss to be named later. He knows that there is some C level dysfunction in the organization, but figures that he will be able to just do the job and make the most out of the opportunity. Manager search goes bust. Many of the top level candidates are bailing because of the dysfunction within the organization. Many decide to stay where they are at in lesser positions with only minor incentive from the potential losing organization. Warning sign? The CEO is frustrated, and since his options are limited, rather than look desperate he hires the up and comer already within the organization to the big spot. The season begins, everyone had low expectations and many people both within and outside the organization doubted the wisdom of the hire. As those expectations start to become a reality the CEO does:

a) Supports new hire with references to "Rome wasn't built in a day" etc.
b) Stays silent on the topic while pushing/allowing his intermediaries to support the new manager.
c) Stays silent on the topic, hires an outside consultant to take a major role in the organization stripping the new hire of much of his authoriity. When intermediaries attempt to support the new hire puts out a strong message that their job may be on the line as well.

If you picked C then you could very well be Dan Snyder the owner of the Washington Redskins!

Look, if you choose to take a risk on someone who shows promise, has the personality, but just not the resume you have some obligations to set clear limits on when you are going to bail on him. I am not saying you just resign yourself to failure, but a little due diligence at the outset would go a long way in minimizing the chaos this has caused in the Redskin's organization (For instance why the 5 year contract if you were even a little bit unsure you think they would have gone a little shorter). The press is now starting to catch on that Jim Zorn is a scapegoat for many larger issues going on in the mediocre football team.

I think many of us have had a chance to "step up" beyond our normal progressive career path in our lives. Usually, I have done it because a need was there and I felt that my leaders had faith in me and would support me and aid me in tough times. That is the obligation that leaders have in these circumstances. If I thought for a second that they would pull the rug out from me as soon as a little heat starts coming I wouldn't volunteer for anything.

Good luck finding your next Head Coach Mr. Spencer. You thought it was tough last time, you haven't seen nothing yet.

Why Blue Collar??

As I try to start blogging again, I thought I would begin with the back story to my adventure in blogging. A good way to introduce myself again to the blogging world at large and also to inform HR types in the blogosphere why you NEED me.

I am blue collar HR. That means that HR is only part of what I do. If I were to put all of my titles on a business card it would not fit. I am HR Manager, Safety Coordinator, Environmental Coordinator, and Training Manager. If it has personal liability as a punishment for incompetence I am usually waist deep in it. I either report or take direction from 4 different upper managers (Plant Manager, HR Director, Environmental Affairs Manager, and Safety Manager). My rating and goals only involve 2 of the above titles, however, I know that a failure on any of them would most likely be a terminable offense.

I deal with a Union. Every personnel decision I make is filtered through a document of which is more about what is NOT included rather than what is specifically written down. The first six months of my job I was told where to find it in the contract (with only a slightly condescending tone). The next six months of my job involved interviews with various union and non-union personnel to find out if indeed there is a "past practice" which invariably leads to a grievance in which the VP of HR (3 step grievance process for the uninitiated, no binding arbitration in the contract) may or may not support me based on what he had for breakfast or larger picture issues of which I have no visibility. Good ideas once filtered through this prism often turn to mediocre or bad ideas. I still love the struggle.

We are at the ground level of many processes that larger businesses have been doing the last decade. Modern performance management system? Employee/Supervisory Training? I feel included in all of the discussions and if I choose to be a part of or even spearhead an initiative I can. While frustrating that these things are not in place I get to shape the future based on how I want it to look.

I deal with REAL people. People I would like to drink beer with. People who have real problems. I have a heartfelt belief that what is best for my company is best for my community and vice versa. The community I live in is small, but that makes the business decisions that I am a part of take that much more importance. Relationships are important here. While we don't have much a system for developing people, it tends to happen just because of the many good people around which is why we have excelled up to this point. This is an hourly union workforce the "heartbeat" of America.

There are many issues that are important to me that do not seem to be covered in the HR Blogosphere. This stuff isn't rocket science, but it is where the rubber meets the road in our economy.

Everyone is a staffing professional

Just a thought since I haven't posted in a while. The market is down and will be down for a while, so that means boomers who where going to retire in the next year and a half or so will be holding off while their 401k or IRA recovers. This means that instead of a gradual transition of workforce replacement we will instead have a mass exodus of boomers retiring once the market comes up again. I would put the clock at two years for organizations to invest in training, outside recruiting and succession planning before you start to feel the pain. Even then old succession planning models will not be enough. You wont just be able to plug people into slots like before and slowly work to get the right people in the right spots, instead you will need to be two or three people deep as the quick movement upward will cause some of your personnel to fail and you will readily need a bench for the bench as people move in and out of positions, also outside recruiting will boom as some companies who have not prepared for this scenario will attempt to "buy" their way out of the problem stealing YOUR talent. I don't care what your niche is in HR you will be focused on training, recruiting, and retention whether it is compensation, benefits, or training. I admit this is a nightmare scenario. However, I am preparing. How prepared are you? More to come on this; I need to think on it more to post more effectively. Might be time to move into the recruiting feild though.

On Discipline

As I was moonlighting as a manufacturing supervisor an interesting issue came up. Often times union contracts will have supposed "deadly sins" usually there is a number associated with them i.e. 8 deadly sins (we have 12 I think). Supposedly these are violations of company policy, law, or simple good conduct that would not have a requirement for progressive discipline. Usually fighting on company property and harassment are on there as well as others depending on your company culture.

There is a fine line between being a jerk and harassing people. I am not sure many people would even be able to define where that line is. My definition is when a person's behavior creates an intolerable/unsafe/hostile environment for another employee. When someone has been talked to about being a jerk to more than one person, it should shoot up red flags in supervisors minds. Maybe he gets one get out of jail free card (they should still record the incident though), moves and acts like a jerk so much that again it is brought up to a supervisor. Now, I would say you probably have harassment of some sort going on. When you throw in employees moving to different shifts or crews this can become infinitely more complicated. Honestly, I would hate to tell supervisors to not use disciplinary discretion with their employees. If supervisors believe it is a one time thing or just a bad mix of personalities I can see some coaching going on to fix the situation. However, if it happens over and over with different supervisors you are asking for trouble as an organization in the form of broad harassment claims from multiple people.

So there you go blue collar supervisors. Some form of documentation allows your brethren to put the pieces together later if they need to while no documentation may keep a jerk on the job longer than necassary. I personally like problem discussion forms. They also help organize your thoughts before you talk to the employee. Get over the fear of "putting something in his/her file". In the end that is what it is there for...to tell you the past of the employee. In other words CYA.

Development Obsession

I have been absolutely submerging myself in development and training literature for the past few days. I am wondering if I am getting a little obsessive about this program I am creating. Today I created a draft leadership competency model for my organization and began to create a developmental model using a mix of 360 degree feedback, goal setting, mentoring, and classroom curriculum. Right now, I think I am at the point where I can shop this for input from various leaders. Then it is just a matter of figuring out how to sell this thing.

Part of me is wondering if I am getting too into the details. I am so new to the organization that I don't feel like I can create those lines that get specific decision makers ears perked up. I also need to re look at the proposal and decide what the most important parts are to include in some sort of future presentation to the executive team. That is all after I see if it is even feasible for the local community college to get involved as facilitators of the classroom part of the curriculum. If you have any questions about my whole process at this point let me know. I might post the whole plan once it is complete just for kicks.

Leaders Made not Born

A quick one to stir up some thought. The age old question of whether leaders are made or born has always struck me as quite asinine. While there may very well be people who are more outgoing or have a higher aptitude in leadership type tasks, people never seem to think about character when they bring up this question. True leaders are servant leaders and it takes more than a silver tongue and charisma to pull that off. Leading by fear and lies can only hamstring an organization in the end. To me, the real question is whether you are born with character or it is made within you. I think that most people will agree that character is a product of experience and upbringing rather than being born as some sort of shining light. I could not follow a leader without a good amount of character. Maybe when I was young I might have, but as I get older and gain responsibilities of my own I want to know that I will be taken care of and my efforts will be rewarded. If you look at your leaders and do not respect their character my advice would be to run as fast as you can away from the situation. A person like that cannot be convinced or persuaded past their own ambition and will leave you in ruins without a second thought. Better to take less money and be happy (although I believe you can have both). I have been blessed in my life to be surrounded by people of character...not perfect, but good. If you aren't surrounded by these types, you might want to re-evaluate your situation.

First OSHA Audit

Interesting experience today. I was able to take part in my first OSHA impromptu Audit. Here are a few lessons I gained from the experience.

1. Your attitude during an OSHA audit should be dictated by your relationship with the local compliance officers and your company's history with OSHA issues. If you have had a somewhat combative relationship I would suggest you make things more organized, while at the same time being open with the inspectors. If you have a freindly relationship or simply a good history with OSHA related issues you might be able to get away with less organization and make it into more of a tour like visit.

2. Understand quickly if your compliance officer is out to get you or one of the ones that is a true believer in making people safe. Do not overly fear or overreact to the audit this will be seen as concealing behavior.

3. While being open and honest is good, don't feel like you need to show him every corner of your business. If he looks like he is going to pass an area by there is no need to bring this to his attention. They WILL charge you for non-compliance issues so lets not air out all of your dirty laundry.

4. I would rather even a surprise visit be organized. Have a plan. If they will need to visit more dangerous areas make sure proper precautions are planned for and ready to be executed. Having an organized meeting before the audit begins in a conference room can buy your supervisors time to make things organized (for example a look at rolling stock having vehicles staged and ready for the inspector). Plus it is nice to give your supervisors a heads up during that time.

5. Your front line supervisors should be involved in the audit process since it is their areas. They don't have to lead the tour, but they should be listening and taking notes on what is being discovered.

6. A safe work environment is the ultimate goal...even if you have a gotcha auditor who is being a jerk, plaster on that smile and thank him for making your workforce safer and giving excellent feedback on your plants safety program.

7. There are programs through OSHA that relive you of being on the Audit list. I highly recommend that you look into these programs (i.e. SHARP or VPP). Even if you have a GREAT relationship with your local OSHA, audits are still a pain.

I am sure there are more things I learned today, but I am still partially digesting, but these are the things that stood out.