Human Resources, Complacency and Making Mistakes

From the dusty archives is a repost of what was on my mind this time last year. Older post but a still relevant message for all.

There's no room for complacency in my HR.

In a recent Fast Company article, Why RIM Lost Its Crew, Its Groove, the author writes that complacency was one of the factors killing RIM. That's big. {If you weren't aware, RIM makes Blackberry. No worries, I own a Blackberry and didn't always know that either.}

A complacent satisfaction with present knowledge is the chief bar to the pursuit of knowledge.                                                                                     B.H. Lindell Hart

Complacent HR is content with the status quo and (did I say this already. . .?) there is no room for complacency in my HR. It threatens progress, it threatens growth and for HR leaders, it could threaten your very existence.

Let's take a look at an employee relations action you worked on and lost. You actually didn't lose it, you pulled it back before it was decided upon. You actions are good. Your odds are better than good on appeal.

Why would you do such a thing? You missed things. Things that, on appeal, could be problematic. More than that, you could not let your boss decide on an action that was anything less than complete.

Replace an employee relations action with a strategic workforce plan, a new recruitment initiative or an incentive award program proposal that misses the boat and it comes down to one thing: you got complacent.

Are these signs of complacency familiar to you?

  • You utter,"good enough" in the face of unanswered questions.
  • Your meetings on key issues end with without commitment or decision.
  • Your candor is lacking and your support goes to the loudest bidder.
  • You stick to what you've always done even when it stops working.

What else? You base your decisions solely on past actions, you begin to believe your own press, and you do not stay current on the legal landscape.

The good news about complacency is that it can be killed easily and the first step is admitting you have a problem. Then, you collaborate.

You speak with others. You seek feedback. You listen. Signs of complacency are more obvious to outsiders than insiders. You don't hold back. You do whatever it is you do to exit your funk. You get back in the game with both feet and even though it sounds counterintuitive, you make mistakes.

Mistakes cure complacency. Trust me, I know.

Photo credit: Jessica Hagy, Indexed

Employee Relations, Communication and Precision

Researching federal employee relations case law can be like looking for a needle in a haystack. And communicating findings effectively can sometimes be even more challenging for human resource professionals.

When I am developing an action that is new or has a twist we had not encountered before, you can find me combing cases.

Yet, I drew a complete blank when I was recently asked about decisions I encountered that changed my recommendations.

A complete blank. What's that all about? Could it be that I am not as diligent as I could be? That I don't know the case law? Say it isn't so.

It isn't so.

What is so is that I realized I may not be on the lookout for changes in the "routine" landscape as often as I should be and my speaking around case law is not always all that it could be.

Knowing the decisions of third parties like the federal Merit Systems Protection Board and understanding the rationale for those decisions is absolutely necessary for expert advice and informed decision making.

Did you know that:

  • For the first time, the Merit Systems Protection Board ruled that the prohibition against imposing discipline more than once for the same misconduct may be waived in the context of a last chance agreement.
  • Although we (I) may use the term freely, the prohibition against "double jeopardy" applies only to criminal charges and not administrative disciplinary cases.
  • Disciplining an employee more than once for the same misconduct is different than imposing more than one penalty as in compound or unified penalties.

Ok, you know it. Do you really? Ok, you do. But let me ask you this, how did you speak it? The complexities, the contradictions, the conditions . . . oh my.

The one word that comes to mind for me right now when I consider employee relations, human resources professionals and our day to day communication is precision.

I know I could use a little more precision in my HR speak, how about you?

Photo credit iStockphoto