Are You Ready to Conduct a Workplace Investigation?

How would your workplace culture, attention to employee safety, or commitment to a workplace free from harassment look if it was being examined by others outside of your organization? Would it live up to the corporate branding and messaging shared with internal and external stakeholders? Would outsiders view your corporate practices and decisions as fair and equitable?

Tillman Coffey of Fisher & Phillips LLP posed an interesting question at the recent SHRM-Atlanta Conference, “How Would This Look in Court?” Tillman’s presentation focused specifically on witness depositions, something corporate leaders, especially human resource professionals, participate in. His presentation was engaging, humorous, and educational. In the entertaining video Fisher & Phillips created to illustrate how challenging depositions can be, there was one question asked of the “HR Manager” that stood out for me. The question was, “What type of training have you personally had on how to conduct a workplace sexual harassment investigation?” Conducting a workplace investigation is serious business and shouldn’t be taken lightly. Organizations should ensure personnel charged with leading investigations receive the proper training in order to be confident and credible in the undertaking.

As an overview of the phases and nuances to be considered, here are some suggested best practices to include in an investigation strategy:

Treat the Allegations Seriously

As a general rule, the employer should take immediate steps any time an employee makes an informal or formal complaint, or when a manager witnesses or has reason to suspect employee misconduct that violates workplace policies. These steps could include:

• Develop an investigation strategy, including designing the appropriate questions
• Protect those involved from workplace disruption
• Attempt to resolve the alleged conflict as quickly as possible

Situations such as on-the-job accidents, workplace harassment, ethics, and whistleblowing will be subject to compliance with federal, state or local investigation requirements. In these circumstances engaging with legal counsel may be necessary.

As demonstrated by Tillman’s video "spoof," there are also a number of things an employer should not do when an employee complains:

• Joke about the situation
• Take sides or give personal opinions
• Fire the complainer
• Discuss the complaint with others who are not involved

Choose the Right Investigator

The Society for Human Resource Management (SHRM) defines the hallmarks of the "right" investigator as someone with the right level of experience, neutrality and objectivity. The HR manager is often tapped to conduct an investigation because of the nature of the position, the ability to remain neutral and strong competencies in the areas of interpersonal skills. However, this isn’t a "given." In some situations there could be a disadvantage to HR taking on this role if there has been no relevant training, or there is a possibility the employee will view HR as being too closely aligned with management.

Depending on the circumstances and the individuals involved, there are other options for assigning an investigation leader: internal security personnel, outside HR consultant, and in-house or outside legal counsel.

Legal Issues

Even when the decision is made to not have legal counsel take the lead on the investigation, it is probably worth the investment to work with counsel to outline the legal issues associated in the investigation. This conversation may involve exploring topics such as:

• Employee perceived or legal rights for privacy
• Guidance issued by the Equal Employment Opportunity Commission (EEOC) to ensure proper steps are taken in cases involving alleged harassment
• Dispute resolution terms included in Collective Bargaining Agreements
• Management of relevant documents to the investigation
• Process for coordination with internal and external media outlets

Investigate Thoroughly

Begin the investigation process by meeting with the employee who brought the complaint forward and then follow up by meeting with the alleged wrongdoer and all witnesses identified by either party.

• Allow each individual the opportunity to tell their story without interruption
• Take detailed notes; document facts, not opinions or conclusions
• Obtain relevant documentation
• Maintain confidentiality – only disclose information on a "need to know" basis
• Advise parties involved to keep information about the investigation confidential

Don’t Get Bogged Down

The investigator should stay in touch with both parties throughout the investigation to let them know things are still proceeding. Often the investigator is faced with a "he said/she said" dilemma which can sends the process in circles. The law firm of Ford & Harrison suggests assessing the credibility of witnesses based on these factors to aid in making a judgment as to whether the events happened as described:

Demeanor, Consistency, Chronology, Corroboration, Plausibility, History and Motivation

Complete the Investigation

After gathering the facts, the investigator will review the information and make a credible determination based on a "preponderance of the evidence." Depending on the circumstances the employer may request a written report or a verbal debrief. Be prepared to discuss investigation methods, conclusions and recommendations, as appropriate.

If the investigator concludes improper conduct did occur, disciplinary action must be determined. This usually is the responsibility of decision-makers on the leadership team, including HR. Once the action is determined, the employee who filed the complaint should be advised of the corrective action that will be taken.

Naturally, the employee accused of wrong-doing will be advised of the results of the investigation and the plan for corrective action to be taken. The investigator keeps the conversation brief, summarizing the findings along with next steps. It’s also important to remind the employee that the findings were based on what is and is not acceptable workplace behavior.

If the investigator concludes there were no findings of misconduct, the discussion with the complainant will focus on the employer’s commitment to continue to provide a respectful, harassment- and retaliation-free workplace environment. The meeting with the accused employee will focus on the fact that there were no findings of wrong doing and that retaliation will not be tolerated, and may be cause for further investigation.

Documentation

In most situations, documentation of interviews and other oral communications conducted during the investigation will be summarized in writing, and signed by the respective parties to confirm the facts. Legal counsel will advise HR about what level of documentation is appropriate for the investigation. Maintenance of any investigation documentation should be separate from the personnel files of the individuals involved.

Obviously, I’m an HR/OD Consultant, not an attorney, so none of this information is presented as legal advice. The purpose is to draw attention to key protocols to be considered when planning to conduct a workplace investigation. The point Mr. Coffey made in his presentation was to be aware and sensitive to the fact that seemingly routine HR issues often lead to litigation and most often they look different in court than they did in the office. If "people issues" surface in your organization, I hope these highlights will be helpful in determining your strategy.

As always, I welcome your comments to my posting; please click below. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organization Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are ready to assist with the design and implementation of HR and OD initiatives. Contact us for more information; www.evolutionmgt.com; 770.587.9032.

Good Morning America Report

Appreciating The Power of What’s Best

When asking for advice about how to proceed with a specific situation, isn’t it frustrating when the response is, "Well, it depends"? Sounds like the advice is coming from an attorney, doesn’t it? It turns out Organizational Effectiveness Consultants also use that phrase too. I know I do. 

My initial engagement with my clients starts with them contrasting for me what their current workplace environment and performance levels look like and what they’d like to see in the future. Ultimately they ask, "So how do we get there?" and honestly, it really does just depend on the answers to some additional questions.

The dependencies we usually explore include workplace elements such as the organization’s:

• culture
• readiness for change 
• commitment to the new vision
• quality of current communications
• level of trust
• patience for working on behavioral change

After playing with the lens through further discussions, we’re able to bring the organization into a clearer focus. Only then can we start discussing the Organization Development (OD) options for moving the organization in the direction of the restated vision. One OD methodology available for involving as many stakeholders as possible in the design of the organizational change plan is known as Appreciative Inquiry (AI).

Appreciative Inquiry

I first learned about AI at an OD Conference I attended years ago, probably in 1990. David Cooperrider, a professor from Case Western University, delivered a compelling presentation on his research with a new methodology he and Suresh Srivastva had developed that he was calling Appreciative Inquiry. What’s exciting about this process is that it takes a totally different approach to change than we normally experience. Rather than approach change from a perspective of developing methods for change designed from understanding what’s not working, AI approaches change by understanding and being attentive to the best and the highest qualities of the organization.

AI is often defined as, "A process of collaborative inquiry, based on interviews and affirmative questioning, that collects and celebrates good news stories of a community; these stories serve to enhance cultural identity, spirit and vision."

OD consultants find the use of AI extremely helpful in situations where there is:

• support for full stakeholder participation
• understanding and commitment to change as an on-going process, not a one-time event
• strong leadership dedication and belief in the affirmative process as a viable change driver
• available systems and resources that encourage sharing "good news stories" and support creative action

AI is distinctly different from problem-solving as it focuses on a desired future or outcome built on the strengths and passions of the past and present. The AI methodology is guided by the following principles:

1. Every system works to some degree; seek out the positive and appreciate the "best of what is."
2. Knowledge generated by inquiry should be applicable; look at what is possible and relevant.
3. Systems are capable of becoming more than they are, and they can learn how to guide their own evolution – so consider provocative challenges and bold dreams of "what might be."
4. The process and outcomes of the inquiry are interrelated and inseparable, so make the process a collaborative one.

So What's Next?

The work of David Cooperrider and others dedicated to the power of AI continues to demonstrate how focusing on the positive and appreciating the best is a healthy, less stressful manner in which to approach change, motivate and engage employees and improve performance results.

What would it mean for your organization, business, customers and employees if you could:

• change the orientation from problem-focused to possibility-focused?
• create a culture that welcomes and embraces stories, shared values, and a sense of identity?
• establish a culture that encourages continuous learning and inquiry?
• renew organizational energy, hope, motivation and commitment?
• improve working relations and minimize conflicts?
• increase in self-motivation?

What would these types of outcomes do to employee engagement, turnover, productivity, sales, profits?

AI is not the methodology for every situation; remember, "It depends." However, in those situations where it is applicable, the potential for engaging stakeholders in dreaming about what the organization could be and then taking the steps to achieve that dream is extremely powerful.

If you’re interested in learning more about how AI can help your organization I’d enjoy the opportunity to discuss it with you. In addition, there are also many books available on the subject, such as Appreciative Inquiry: A Positive Revolution in Change by David Cooperrider and Diana Whitney.

The important point that you need to be aware of is that there are many OD techniques and methodologies available for planning and designing change initiatives, AI being just one of them. Take the time to explore what’s the best for your specific situation, culture, workers and the type of outcomes you are in search of.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the human and operational journeys to the future. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

 

Author Jackie Kelm

Checklist for Business Success

For many businesses, the weakened economy has created unprecedented pressure to cut costs, eliminate waste, and improve performance efficiencies. As a result, innovative and creative organizations have become models for working smarter.

Here’s my checklist of 8 initiatives for making 2012 your most successful year:

1. Clarify the mission, purpose, of the organization. It all starts here. If employees don’t understand why the organization exists, and more importantly how what each employee does aligns with why the organization exists, the rest doesn’t really matter.
2. Identify the competencies required to be successful in each job. No one works the same way they did three or four years ago. Take a fresh look at work processes to ensure recruitment, hiring, training, advancement and performance management systems are aligned with the individual characteristics required for success in each position. This includes knowledge, skills, abilities, self image, traits, mindsets, feelings and ways of thinking.
3. Maximize technology. Utilize the cloud, social media, and technological advancements to ensure maximization of efficiencies and elimination of duplication. Don’t overlook sophisticated tools available to streamline labor intensive processes so often found in departments such as HR. HRSmart is one example of an easy to-use technology that improves efficiencies while saving time and money. 
4. Embrace new work models. Employees today want flexibility to work where, when and how they want to. A recent study by CoreNet Global indicates that radical changes in technology and the way we work will require evolving to a landscape of flexible workplace strategies, including allowing employees to BYOT (bring their own technology), teleworking, and replacing cubicles with open, collaborative workspaces.
5. Prepare leaders for the future. Change is happening quickly and executives and managers are required to keep up with the pace. Embracing a leadership development program that couples learning with executive coaching allows individuals to personalize the learning while modifying their preferences related to things such as how they communicate, embrace differences, and model change acceptance.
6. Embrace sustainability. No matter what your business focus, there are ways to make a difference to three bottom lines: social, economic, and environmental. Although the concept of sustainability has become somewhat diluted by the overuse of the word, stay focused on the original intention – to meet present needs without compromising the ability of future generations to meet their needs. I’m sure you can find ways to make a positive impact.
7. Develop adaptability and flexibility. The reality is that continuous change is here to stay. Teach all your stakeholders how to embrace it and more so, how to look beyond the change and envision what will be required by the next wave. If you didn’t catch it earlier this month, read my article on Succeeding with Chaos.
8. Do your homework on global trends and forecasts. It’s impossible to always keep your finger on the pulse of such a dynamic globe. However, since our economies and financial systems are more entwined globally, it’s critical to stay aware of what’s going on around the world and operate in a fashion that understands the impacts of the "butterfly effect." The world is becoming smaller everyday and by the time you hear it on the evening news, or read it on Google News it’s too late. Position yourself for a view into the future to guide your change management strategies.

So What's Next?

So what’s on your list that I missed on mine? Perhaps you’ll take a moment to leave a comment and share it with us.

As a business owner, I’m sensing that businesses and government agencies are more interested in talking about change initiatives this year than the last two. That’s a good sign. We can’t get the economy growing again without businesses, especially small businesses, taking the initiative to make the necessary changes for the future. Yes, there is risk with taking action. However, the decision to do nothing also carries tremendous risk and could lead to extinction.

We’ve all got to do our homework when it comes to global trends and forecasts. Perhaps what I listed as #8 on my checklist should be #1. Checking in on the research and ideas of futurists such as Richard Worzel and others from time to time can be very helpful in aiding you to envision what the future might bring and to help prepare for the impact those changes will have on your business. Attending conferences, such as those presented by the World Future Society, to engage with thought-leaders offers a wonderful front row seat for a peek at what’s to come.

The world has and continues to change and so must we. My checklist is a mix of organization development and human resource management tasks to be considered in concert with each other. If you haven’t already done so, take stock of where your organization is on these eight actions I’m suggesting will make a difference in the success of your organization. Based on that assessment, organize your To Do List, getting buy-in from stakeholders. Where necessary, fill in resource gaps with outsourced expertise and get busy positioning your workplace for the future. It’s right around the corner.

As always, I welcome your comments to my posting. Please click below to share your thoughts. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the human and operational journeys to the future. Contact us for more information; www.evolutionmgt.com; 770.587.9032

Organizational and Structural Design is a Signal of Intention

Key Leadership Skills in the “Human Age”

The ManpowerGroup recently published a report on How to Navigate the Human Age. Not surprising, an incredibly important element of their findings is driven by the fact that as the world gets smaller and more integrated, our business strategies and challenges are shifting from local and domestic issues to ones influenced by global activities.

Their findings indicate the world is upside down. Things like qualified human talent, which seemed to be abundant in years past is now scarce, and information which used to be elusive is now readily available and everywhere. No wonder businesses are looking for "new models" for addressing these significant changes. What do these increasing inverted trends and influence of world events have to do with the way we lead our organizations? Here are a few key findings from their research. You can read the entire report here.

Organizations Need to be Strategic About
Emerging Markets – Not just in the neighborhood, but around the world
Impacts of Globalization – Not just in business but politics, economics and social issues
Sustaining Talent – Workforce planning, recruiting, stretching, engaging and retaining
Technology – Embrace advancements for "better mousetraps" as well as resource savings
Sustainability – Do what’s right for social, economic and environmental impacts
Data Management – Lots of data everywhere; be ready to manage it and comply with privacy regulations

Organizational Structures and Systems Need to Address
Proper Workload Balancing – Full-time, part-time, contractor, outsourced, robotics (Yes! Robots!)
Fluid Workforce Management – Grounded in proactive, innovative and flexible systems
Collaboration – Embrace horizontal work models to leverage talent and development opportunities
"Glocal" Mindset – Operate with local conscious within a structure of dispersed locations
Alliances – Partner with government and training institutions to advance curriculum and skill sets

With these shifts in organizational focus, leaders of the future will need to update their competencies to include:

• Demonstrating Adaptability – The report re-emphasizes what we’ve been saying for the past several years. Everyone, especially leaders, needs to be adaptive to the fast pace of change and the ambiguity that this speed brings. Individuals with a preference for lots of details and methodically dotting of all the "I’s" and crossing all the "T’s" may find themselves frustrated and stressed if they can’t transition their styles to accommodate the needs for faster business decision making.
• Managing and Analyzing Data – So much data is readily available; getting comfortable with the balance of how much is enough, and what to do with what you have will be critical.
• Thinking Strategically about Sustainability – Employees, candidates, vendors, customers, all organizational stakeholders are raising expectations for how "responsible" a business should be when it comes to social, economic and environmental issues. Incorporating an element of sustainability into your decision-making model is a must.
• Collaborating – Leaders will need to not only build teams internally to collaborate on innovation, but they also must have the attitude, communication and presentation skills to motivate all types of partners to work together. Leaders with a command-and-control style will be well served to work with a coach on shifting to a style that incorporates partnerships and alliances.
• Innovating and Creating – The workplace of the future needs to be built on a culture that encourages and rewards "dreaming," "playing," and occasional failures. Organizations will need to keep reinventing themselves if they are to survive – maintaining a competitive edge will be impossible without fostering new ideas.
• Mentoring – Leaders can best pass on knowledge and experiences through stories. They’ll need to connect with their leadership development programs and invest in spending time with future leaders. In addition to the capacity to mentor and coach, organizations will be well served by establishing executive coaching programs in conjunction with a leadership development curriculum, in order to nurture the professional and business development capabilities of talent in the leadership pipeline.
• Workforce Planning - More than ever, organizational leaders need to be aware of the competencies required for the future and lead efforts to develop internal talent with those skills, as well as create a pipeline (internal and external) for attracting and retaining those talents. The old cliché "organizations are only as good as their people" was never so appropriate.
• Leveraging Technology – Leaders may not have to know how all the bells and whistles work, but they do need to be able to envision how technological changes can be utilized to improve competitive advantage, save time and money, and respond to the sophistication of their customers.
• Embracing Differences – Leaders set the tone in their organizations for cultural norms and philosophies. As the workplace expands, employee expectations, traditions, religions, ages, gender identity, etc. will continue to diversify. Global leaders will need to demonstrate their commitment and dedication to respecting all kinds of differences in the workplace and weave that value into everyday expectations and practices.
• Managing Time and Stress – Since the world isn’t going to slow down, leaders need to become experts at managing time and stress. Competencies such as delegation and practices such as meditation or exercise programs promoting wellness should be encouraged to help leaders sustain their energies and capacities for the speed of business.

So What’s Next?

It’s exciting to peek into the future. The ManpowerGroup’s report offers this view by linking events around the world that impact, and will continue to influence, what happens at our business locations. From a holistic, global vantage point we can already see that individuals who have the capacity to lead others utilizing the competencies noted above will be highly sought after. In order to retain this talent, organizations will need to review and modify their practices to ensure the appropriate level of support, empowerment, and challenges are available for them

Getting your arms around the kinds of change that are on the horizon may best be accomplished by collaborating with external change experts who have an unbiased perception and the expertise to guide the exploration process to determine what is necessary to move from the current organization to the organization of the future. From a neutral position, they can assist leaders with the articulation of the future design of the structure and development and implementation of change initiatives to align the culture, practices and expectations with future success.

I know I’m starting to sound like a broken record: "Organizations cannot rely on the practices of the past to be successful in the future. Design is a signal of intention." But it’s true. It’s all going to be about change – time to get comfortable with it, in order to survive.

As always, I welcome your comments to my posting. Please click below to share your thoughts. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.


This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the individual, team and organizational journeys to the future. Contact us for more information; www.evolutionmgt.com or 770.587.9032.

IBM THINK: Forum on the Future of Leadership

Succeeding with Chaos

Have you been paying attention to the fast-paced, mainly technology-driven changes taking place in our world these past few years? Have you been watching as technologies have imploded traditional models for business, news and politics, blazing new paths into how we communicate, work, sell, and live? Are you struggling, maybe even trying to read the tea leaves in order to make sense out of what all these changes mean? Well, perhaps the chaos we’ve been observing and experiencing has really been a precursor for what we’ll be dealing with in the future – ambiguity!

I recently read Robert Safian’s Special Report: The Secrets of Generation Flux which appears in this month's Fast Company magazine, and strongly recommend that you check it out. In it, Safian explores the parallels between Chaos Theory and the uncertainty rocking our organizations from the board rooms to the cubicles. One quote in particular summed up the uniqueness of the dilemma. This is a comment offered by D. J. Patil, Data Scientist with Greylock Partners on how forecasting business strategies has transitioned to a process resembling the work of meteorologists:

"There are some times when you can predict weather well for the next 15 days. Other times, you can only really forecast a couple of days. Sometimes you can’t predict the next two hours."

Isn’t that the truth? So how do organizations succeed when there is so much change and chaos around the globe impacting so many different markets? What impact will the speed and adoption of technologies have on traditional business planning models and our abilities to conceive paths for growth and expansion, particularly as the possibilities to glimpse at what the future requires continue to decline?

Safian starts with one certainty:  "the next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern." Now, I don’t know about you, but that certainly sums up what I’ve been experiencing within my business and client engagements. The only thing we can really count on is that things are going to change; and those changes are being driven more rapidly than ever by diverse individuals and situations around the globe.

Safian defines his term Generation Flux (or GenFlux) very broadly – it’s not so much an age thing, as it is a psychological attitude. GenFlux includes those individuals with a "mind-set that embraces instability, and that tolerates – and even enjoys – recalibrating careers, business models and assumptions." Considering what we know about personality types and work preferences, this definition will terrify a lot of people, while others will be extremely motivated by the blank paper and box of crayons they’ve just been given.

Here are a few of the "secrets" I took away from the report:

• Chaotic disruption is rampant. No industry or corner of the globe is safe.
• Clarity of mission and purpose is critical. 
• Institutions as we’ve known them are out of date and too much structure and "rules" are pointless.
• The ability to acquire new skills is the most important skill set.
• We need to improve leadership development approaches to strengthen confidence for working with changing technologies, as well as uncertainty and risk.
• Trying to replicate what worked yesterday only leaves you more vulnerable; let it go. 
• Building adaptability skills is a requirement to be future-focused; a skill Safian labels as a signature trait of Generation Flux.
• Strategies built on nostalgia erode opportunities for risk-taking and growth. Accept that the world is shifting and that new patterns are required.
• The "long" career is dead. Employees will be changing jobs, and companies, at an increasingly faster pace.
• Command-and-control hierarchical structures are disintegrating.
• What helps one organization succeed is not guaranteed to work for another. Change strategies must be customized to the organization, mission, values and culture.

So What’s Next?

According to Safian and the GenFlux leaders he interviewed, firms that excel in the future will be those who have developed leaders and employees comfortable with ambiguity and uncertainty. They will be organizations brave enough to question their status quo, even when the answers may be surrounded in fog. These organizations will aggressively seek out ways to plan and implement change initiatives, not waiting for change to approach them.

Mr. Safian concludes his article with an appropriate quote from Charles Darwin:

"It is not the strongest of the species that survives; nor the most intelligent. It is the one that is most adaptable to change."

As a passionate Change Management Consultant, this article was exciting to read. It was exhilarating to be able to intellectually conceptualize what I’ve been feeling and seeing. But at the same time, I know organizations historically haven’t been very good at assessing, designing, and implementing change. History shows that some change initiatives fail because leaders underestimate the time or investment required for moving the "operational" and "people" meters in a successful manner. Or, they fail because sponsors got impatient and decided instead to mandate employee change, or worse, they didn’t approach the change in a collaborative way, with as many stakeholders as possible, and resistance became the kiss of death.

Whatever the reasons, we need to get better at it and improve our results. If one or two decades of change will be required to advance us to the next pattern of predictable business norms, that’s a lot of change. That’s why I think that in addition to building competencies necessary to be successful in a world of ambiguity, leaders must also develop competencies for leading change.

I truly enjoyed Mr. Safian’s article and hope you will take the time to read it. In addition, the video link on my whiteboard below is an interesting look at applying Chaos Theory to planning. Although David Thorpe is speaking about fractals and urban forms, his message is transferrable to organizational planning. He recommends two great books in this video that I think you’ll also enjoy:

Leadership and the New Science by Margaret Wheatley and Chaos: Making a New Science by James Gleick.

Thinking about the operational and human resource impacts of a changing global marketplace can be overwhelming for any organization. Consider these questions:

• What could the organization do differently if strategies where intentionally aligned with clear mission and value commitments?
• What does fast-paced change mean to the levels of structure and empowerment supporting hiring, engagement and developmental strategies; especially if employees are no longer content with structured and traditional career paths?
• The term "blended background" seems to strengthen an individual’s probability for success with change and ambiguity. What does that do to rigid qualification standards for selecting candidates, projects, locations, products and services?

Are the ideas of Generation Flux a fad? I don’t think so, and I think concepts like these and others written about by well-known thought leaders are pointing us to a future mandating "think-on-your-feet" creativity. Surely the fact that thought leaders are even taking the time to explore these concepts warrants at least a new look at what your organization is doing and what it could be doing if it let go of fear.

We’ve got some exciting and challenging days ahead. I hope I’ve given you new food for thought. I welcome your comments to my posting; please click below. If you found this article interesting I’m happy for you to pass it along. Have a great week.


This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the uncertain journey of individual, team and organizational change. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

Explore the idea of applying Chaos Theory to city planning and how it can work for your industry - David Thorpe

2012 - The Year of the Dragon, and AAPCIMAR?

Monday of this week we recognized the celebration of the Chinese Year of the Dragon. Many people are looking forward to what this year will bring, as the dragon is such a powerful symbol in Chinese astrology. Did you know that it’s the only animal in the Chinese zodiac year that is not real? It’s quite special and very much revered and is believed to get its power from being made up of parts of different animals such as a tiger, a fish, a snake and an eagle. Rather than threatening, the Chinese dragon is a symbol of power, superiority, wisdom and rule.

As most business community leaders and workers are looking for some signs of good news and confidence about the future – perhaps this is what we’ve been waiting for. The Economist posted the following interesting data on Monday:

This Chinese new year could bring good fortune to stock market investors.

Chinese people across the world ushered in their new year on January 23rd, which according to 3,000 year-old Chinese astrology is the year of the dragon. …Physignathus cocincinus, to give its Latin name, is associated with power, authority and good fortune.

For those looking for good news among the grim January headlines, this could bode well for stock market fortunes over the coming year. Between 1900 and 2011, the nine previous dragon years have seen America's Dow Jones Industrial Average price index increase by an average of 7.7% in real terms, the second-best historical record of the 12 zodiac animals. Such fortune may be short-lived however; next year's animal, the snake, has the second-worst historical record.

As organizations take steps to get their hands around what changes to implement in order to take advantage of an economic turnaround, whether brought on by the Year of the Dragon or something else, I thought it might be helpful to post a few tips for managing change successfully. Organized and planned change initiatives help leaders navigate the abundance of land mines strategically planted along the journey ready to blast and derail advancements towards change objects.

• Be clear about where the organization is headed. This vision should be easy to articulate, understand and remember. It should be one that engages and excites stakeholders.
• Fully understand the current and future environments. Recognize the benefit of working with an unbiased third-party to assess the AS IS and TO BE states to help identify gaps and the strategies necessary for closing them. It’s dangerous to build a change plan strictly based on assumptions of internal leadership; get confirmation first, then do your planning.
• Communicate, communicate, communicate. Be open about your interest in gathering opinions and making the changes required for the organization to continue to be competitive and survive. Help employees and other stakeholders understand how your plans will benefit them. Provide schedules, even if tentative, on how the change initiatives are expected to move forward. Provide multiple channels for communicating about change in all directions within and outside of the organization. Train leaders and managers as Change Leaders and strengthen their communication and presentation skills so they can properly address questions even when a clear answer still hasn’t been determined
• Provide leaders of change with executive coaches to assist them with their own personal transitions while they lead others.
• Construct a plan that provides opportunities for as much stakeholder involvement as possible. Understand how various stakeholder groups would like to be engaged and design those possibilities into the plan.
• Be mindful that change doesn’t happen quickly, and be prepared with patience and realistic time lines.
• Celebrate successes, as well as lessons learned from actions that didn’t hit the mark. Empower stakeholders to assist with the change strategies and acknowledge their journeys. Lots of great organizational stories will be available along this journey – don’t keep them to yourself.

So What’s Next?

I think what’s next is AAPCIMAR!   Never heard of it?   Read on.

We all know, unless you’ve been working under a rock, that to be successful in this "new, normal," "21st century," "whatever-you-want-to-call-it" economy we can’t approach business the way we did in the past. It doesn’t really matter what business function you’re responsible for – i.e., accounting, human resources, information technology, engineering and research, operations, etc. - expectations are that workflow and the people working within each system will be efficient, effective and produce results that support the value proposition the organization has with its stakeholders. Achieving that success requires: Assessing, Analyzing, Planning, Change Initiatives, Monitoring, Adjusting and Repeating…AAPCIMAR.

AAPCIMAR requires consistent attention to the external and internal environments in which an organization functions. It also involves a strategy for integrating changes into the organization’s strategic plans. More than ever, I believe our personal and organizational abilities will be tested for flexibility and agility. In the instantaneous world we now work in, leaders and employees will be evaluated differently. For example, we all need to be comfortable making decisions faster while working with changing boundaries: global rather than regional, and home-based rather than cubicle. Our expectations that colleagues will be down the hall and approach work "like us" has been transformed into virtual and global settings with peoples of all types of experiences, backgrounds, educations, nationalities and dreams. Skill sets and experiences associated with managing change will be mandatory; certainly for executive leaders, but also for those in management and supervisory positions. The more we can expand managing change techniques and awareness in the workforce, the faster our organizations will be able to respond.

It’s a different world and a different year. The year of the wise and powerful Dragon is here. What’s your next move?

I welcome your comments to my posting. Please click below. If you found this article to be interesting and helpful I’m very happy for you to pass it along to others. Have a great week.

This article was written for you by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team can help your organization navigate the challenging journey of individual, team and organizational change.   Contact us for more information: www.evolutionmgt.com or 770.587.9032.

Sunni Brown

What’s Driving the Disconnect Between Job Seekers and Recruiters?

I’ve been hearing a lot of recruiters say for the past few months that they have openings they are trying to fill, but they can’t find the right talent. "How can this be?" we’re all asking when there are a lot of people out of work and actively looking for jobs. There’s also a large population of employed workers, 74% according to a recent survey by Harris, known as the "silent majority," who have acknowledged they would consider changing jobs if they were approached. And together with the voices of recruiters who say they can’t find qualified talent, I hear from job seekers who are just as frustrated about responding to openings they are qualified for, only to hear nothing back. So what’s the problem? What’s causing the disconnect?

May Not Be One Factor
Over the last six months, I’ve had the opportunity to work with a few firms pulling teams of consultants together to work on change and human resource (HR) projects. One common problem recruiters involved with organization development (OD) projects experience is rooted in the fact that there isn’t one clear definition of what OD is. As HR is becoming more strategic rather than transactional, I’m wondering if this transition in describing competencies is also becoming a problem when recruiting for HR positions. Is the disconnect we’re experiencing in the job market a reflection of non-qualified candidates, or is the root problem something else, or possibly a combination of factors?

Consider the problems caused by non-standard jargon, especially in professions such as OD and HR. Some companies refer to their learning and professional development programs as OD, while others look beyond training and consider all people and organizational changes experienced by a transitioning business unit to be OD. It’s the same with change management expertise. One recruiter might be searching for a candidate with experience managing one specific aspect of a merger and refer to that as change management, while another may only consider it sufficient change management experience if the expertise includes all aspects of the holistic merger project. HR recruiters not familiar with the experience and expertise required for strategic HR positions might easily overlook someone with the right qualifications and label them as "overqualified" for a position requiring OD, change management or skills supporting conflict resolution and influencing change.

Linking my personal consulting experiences with the frustrations I’m hearing from recruiters, as well as job seekers, I’m wondering what the impact is when the recruiter’s role expands to areas where he/she doesn’t have specialized expertise. So often I find individuals in recruiter roles who have backgrounds in a certain area of HR, such as benefits or training, being asked to source and identify talent in HR and OD - areas they have never worked in. In situations like this, without specific detailed profiles and examples of qualifications, how can they adequately decipher the experiences and knowledge being shared by interested job seekers to determine transferable skills and backgrounds for the position?

We’re living in a world of instantaneous expectations and I wonder what impact this perception is having on the recruiting process? Have we shortened the cycle too far, so that it now appears to resemble "speed dating" rather than sourcing and recruitment? How much can we really get to know an individual’s work/life experiences and how they transfer to the "new" normal of work in 15 or 20 minutes?

So What's Next?
The profession of sourcing and recruitment is changing. Although the world is speeding up as it gets smaller and smaller, perhaps it’s time to slow down the process of matching required talent needs with available talent. Maybe the process of evaluating fit should include more than a 20 second review of a resume or a successful number of matches of keywords. Perhaps until we get more sophisticated with language and our abilities to understand how skills transfer, we need to encourage slowing down the recruiting process and taking the time to really understand how past experiences translate to meet the current day needs of the organization. There’s no doubt that some percentage of job seekers don’t have the up-to-date skills required to address marketplace needs, but the rest of the population is an available resource that we need to learn how to connect with. This situation provides organizations and the HR profession with an opportunity to establish training courses or university-style programs to develop the skills they are looking for and to structure some type of interview feedback or job opening profile that indicates specific trainings and experiences that are lacking in order to raise the job seekers’ awareness that his/her skills are no longer up-to-date.

I recently attended a SHRM-Atlanta Chapter meeting. Sitting with me at my table of eight were four recruiters. All four confirmed they had a staggering number of job openings for HR talent, more than they’ve had in the past few years. And in a room of over 300 HR professionals they were declaring they couldn’t find the right talent. We’ve got a disconnection and we need to fix it, as 2012 sounds like it might just be the year for getting people back to work.

I’m curious about your observations. Do you think we have some disconnections in our recruiting processes? Please share your comments below. I’d also encourage you to share this email with a friend so we can expand the conversation.

Update Your Orientation Process