Here's the link to check it out.
This is a very popular challenge! The course is an attempt to not only provide practical advice, but also to elevate the experience from just an administrative exercise to a strategic experience that serves the broader needs of a business.
That's why dealing with employee problems needs to be handled beyond a traditional, one dimensional approach.
Creating the course served my ongoing desire to remind my fellow HR colleageues and the senior leaders they serve, that behavior needs to be taken more seriously and that a working knowledge of and how to work with it is an imperative competency for all leaders. We call it a leaders HQ or human quotient.
It also reminded me that many HR professionals tend to be more operations and process orientated vs. human behavior - human dynamics orientated. Yet, we really need to be competent in both.
I love Steve Browne's quote in his new release HR on Purpose, "We need to move away from the practice of pulling out a manual and dealing with people soley through policies and procedures. You need to address people as people first.... When you approach interactions with the intention of understanding first before acting, you'll be surprised how you'll come up with alternate solutions."
Because this competency is lacking -- understanding and working with human behavior -- there are many opportunities to effectively manage talent and employee performance that are overlooked or missed altogether. And, by the way, when I say employee performance, I mean that in the broadest possible sense. I see it as how an employee behaves in all work contexts.
A significant consequence of this deficit is that dealing with employee problems tends to be reactionary. So the course offers several pro-active strategies to minimize or avert what could be major issues. One key theme of all those strategies is to communicate early and often what behaviors are expected as well as unacceptable.
Managing Employee Problems through the Lens of Onboarding
One strategy I did not include in the course is utilizing onboarding. I highly recommend we rethink onboarding through the lens of setting behavior expectations for individual contributor and management performance.
So what might that look like? Onboarding could (and I think should) include a training regiment of themes through-out the early months of employment, perhaps 30-90 days, that sets expectations and builds a foundation for positive performance.
In the work we've done with human performance over the past 19+ years, I've concluded there are 6 core areas every employee needs in most work environments. Those suggested below are presented via 5 questions and then the recommended behavior themes and corresponding learning seminar follow. (In some cases, the theme and the learning seminar topic are the same):
self management, personal motivation => emotional intelligence (EQ)
getting results/desired outcomes => time & productivity management
ownership of work product, personal commitment to engagement => personal/professional branding
ability to learn, think, problem solve = creative, innovative, critical thinking, mental agility
Part B of this is - can and/or are they using technology competently and efficiently to do that work
rapport & relating style => communication, managing conflict
5) Can they effectively communicate in writing. Some employees spend 70% of their time writing =>communicating in written form/ business writing.
I think we assume, albeit subconsciously, that when most employees walk through our company doors there is some level of maturity and competecy from which they will function related to the list above. Yet, as the labor market tightens, as studies show that emotional intelligence is on the decline, and as volite social factors grow, any asusmptions about maturity related to self management and constructively getting along with others should be set aside. Let's not guess or hope.
Additionally, consider the same for newly hired managers. Just because their resume reflects experience in managing does not mean they are competent at managing people and/or human behavior. Therefore, onboarding should also include some basic management orientation relating values and exceptions for the kind of manager desired.
2b. Using software/technology efficiently
6. Business writing
> learn to think and problem solve (this is an ownership element as well)
=======================================================================The Human Sphere™ is a holistic talent management-organizational develoment consultancy that partners with forward-thinking senior leaders to bridge the gap between people, performance, and profits. We help leaders gain a working understanding of human behavior (their HQ-human quotient) to successfully apply to operations and growth. We focus on business growth through human-focused, results based leadership. // email: firstname.lastname@example.org // Ph: 888.388.0565