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Recently, I listened to part of a presentation made by Don Tapscott, Chairman of nGenera Insight.   Don Tapscott is the author of a number of books including, Growing Up Digital – The Rise of the Net Generation.   He states that “because of their access to digitial media young people learn, work, think, shop and create differently than their parents.”  This is important for managers to understanding the new generation and their behaviour in the workplace.

What are your thoughts about blocking access to social media in the workplace?  Don’s comments on social notworking in the workplace were thought provoking.  He suggests that unproductive time spent on social media sites during working hours is a “managerial problem” not a “technology problem.”  In the presentation, he says that by blocking access to social media employers are saying … “We don’t trust you.”  How does this message impact productivity and the building of a mutually beneficial relationship?  Since a key component of relationship building is TRUST, what does blocking access to social media sites say about the employer – employee relationship?  Providing access to social media sites and setting clear expectations about what is acceptable use and what is not acceptable use will go much further in building a trusting relationship.   The social media issue is like the personal phone calls issue in the old days.   Don illustrates this by stating that if a sales person spends all his days making personal phone calls instead of phoning customers, the solution isn’t to take away the phone.   This is a managerial and a motivational issue that is best dealt with open communication and setting clear expectations.  The same could be said about the new way of communicating through social media.   What are your thoughts?   What do your company policies on social media say about the employer – employee relationship?

Kind regards,

Joanne Royce

Joanne Royce is the Founder of Royce & Associates, a Human Resources and Training Solutions consulting company.   She is passionate about Creating Happy, Healthy and Productive Workplaces.   Joanne delivers workshops to help build employer-employee relationships and to strengthen management skills:  Generations At Work – Valuing Our Differences and Managing Four Generations – Maximizing Results.   www.royceassociates.com

Welcome to our first blog.   How is business?   Has the “recession” negatively impacted sales?  It seems that at the end of last year (in Canada) many businesses were progressing into the new year with a “business as usual”  mentality.  However, that changed during the first quarter with the impact of the global economy making its way to Canada.   Recruiting projects were put on hold and “lay-offs” were instigated.   Lately there have been many articles written about companies indiscriminately (or should I say, discriminatingly) laying people off with no “rhyme or reason” in decision making.   Here are some of the decision making that I have come across in my work with small to medium organizations, in my research, and in my discussions:

• last hired, first out
• highest paid, first out
• pregnant or sick, first out
• complainer, first out
• % layoffs across the board (distributed equally throughout all departments).

What does this decision making say about corporate values?   Even when lay-offs were handled with planning, managers often did not go over performance reviews or discuss the lay-offs as a group.    Many didn’t revise annual company goals before laying people off.   How can this result in good lay-off decisions?    Hopefully, there are signs that the recession may not last long (depending on the articles read!), but if lay-offs are on the horizon in your organization, these tips might help:

1.  Review company goals and revise as necessary.    If you don’t have company goals, now is the time to create them. 

2.  As a management team, decide what criteria you will use to determine who must go and who will stay.  Don’t try to do this alone and don’t use the methods in the bullet points above!  Use your performance review process to get information about star performers.   If you don’t have a performance management system in place, it will be harder to objectively gather this material.   There are many online performance management tools and technology reasonably priced that can help you gather information quickly. 

3.  Make sure you review employment contracts and employment standards.   This is a good time to consult with a qualified employment lawyer (and of course, your trusted HR advisor).   What will the lay-off package look like?  Are you following legislative requirements?   Will the lay-offs be temporary?   Do you qualify for work share programs with EI?  

4.   Can you do anything else besides a lay-off?   Ask your employees.  It is amazing what ideas will come up.   Perhaps employees will want a reduced work week with everyone keeping their jobs instead of laying some people off.  Some might want to go on an extended unpaid sabbatical.

5.   How will you distribute the workload?   Who will do the work that needs to be done?   What training will be needed, if any, for employees taking on new tasks?   Can you delay or cancel some projects to ensure the people staying behind will be able to manage and be productive.  Don’t lay-off so much that quality, service, and remaining employees crash and burn. 

6.  Will people being laid-off have access to outplacement support?   This gesture will go a long way to ensure that employees leaving know the company is doing the best for them.   There are many ways to lay people off but companies can handle this in a way that allows employees to leave with their hope and human dignity in tact.    

7.  Make use of or prepare a checklist that covers each task necessary to ensure a smooth lay-off and transition of work to remaining employees.    The checklist should include items to be returned such as:   security cards, parking passes, company equipment, confirming contact information, status of current projects, removal of passwords, and email and network  access, etc.   

8.  Develop a step-by-step plan with dates and people responsible, for handling and communicating the layoffs.  Remember that communicating with remaining staff is just as important as communicating with employees that are leaving.  Make sure the management team have been updated and are communicating the same information as a united and supportive front.  

9.  Provide leaving employees with a contact name and number of one key person in the organization who can help them through the transition and answer any questions.   Better yet, as part of your communication plan, develop a question and answer page that proactively lists and answers questions that you know will come up.

10.   Handle the practical or business needs of employees such as details about the layoffs and steps to be taken, as well as the personal needs of the employees such as acknowledging feelings and emotions. 

11.  Pay attention to your star employees who are left.   Poor communication can cause anxiety and stress for the employees who remain and this can cause increased turnover.   Keep the lines of communication open and allow them to “grieve” for the colleagues who are leaving.

12.  Remain positive and continue to be a leader supporting the company and its people during this difficult time.   Be honest and as transparent as you can be while ensuring confidentiality.    If the company is doing well and isn’t impacted by the economy, don’t use the trumped up excuse of the recession to roll back wages, cut bonuses, and start lay-offs when it’s not necessary.   Proceed with caution, but don’t throw social responsibility and company values out the door at a time when they are needed most. 

Kind regards,

Joanne Royce

Joanne Royce is the Founder of Royce & Associates, a Human Resources and Training Solutions consulting company.  She is passionate about Creating Happy, Healthy and Productive Workplaces.   www.royceassociates.com