Category Archives: Management

Sexual Harassment Cases Go Uncounted as Complaint Process Goes Private

Source: Jeff Green, Bloomberg, April 23, 2018

Even as women have begun speaking out about sexual harassment at work, the number of official complaints to state and federal regulators hit a two-decade low in 2017.

The federal Equal Employment Opportunity Commission and its state-level counterparts received just over 9,600 complaints in 2017, according to data obtained by Bloomberg, down from more than 16,000 in 1997—a 41 percent drop.

Workplace Data: Insights on Age

Source: Culture Amp, 2018

Key Take-away:
We hear in the news that the workplace factors that matter to millennials are different from older generations (Gen X and Baby Boomers). However, our data suggests that for the most part when it comes to their emotional connection (pride, commitment and motivation) to the company, perceptions of leadership and learning and development opportunities are consistently important, regardless of age.

Highlights:
● When we look across the top drivers of engagement for each of the different age segments, there is very little variation in workplace factors that impact employee engagement (pride, commitment, discretionary effort).

● Regardless of age, perceptions of and confidence in leadership, along with belief that the company makes a great contribution to personal development, are top drivers of engagement.

● Notably, and perhaps a bit surprisingly, the perception that employees can have a positive impact is more important to older than younger employees. Many storylines in the news and research on millennials suggest they care more about having a positive impact than Gen X or Baby Boomers. Our data suggests that Gen X and Baby Boomers are more likely to look for work where they can have a positive impact.

● Perhaps less surprisingly, older employees (who are likely more tenured and more senior) tend to be more likely to stick around and less likely to be looking for a job.

Related:

A new study says older people want the same things from a job as millennials: A good boss and a chance to change the world
Source: Rachel Sandler, Business Insider, April 15, 2018

Culture Amp Older workers are more likely to look for work where they can have a positive impact, new data shows. The study also found that regardless of age, workers want a job where they can develop personally and have confidence in leadership. The survey collected responses from 500,000 employees at 750 companies.

What to Do When Workers Hit the Top of Their Pay Range

Source: Joanne Sammer, HR Magazine, Vol. 63 no. 2, March 2018
(subscription required)

Consider offering creative incentives—and a bit of career counseling. ….

Just as there is a maximum amount that Stephen Curry can earn as a star point guard for the Golden State Warriors, there is a limit to how much Stephen Brown can make as Accountant I. That’s because both the National Basketball Association and the typical U.S. company put ceilings on the salaries they pay.

But while it’s safe to assume that Curry will be satisfied with his financial future even as he tops out of his range, Brown may be less enthused. Unless there’s an opening available for an Accountant II, there’s no obvious way for the second Stephen to continue to grow financially at his employer. That could lead him to feel stuck and, ultimately, to initiate his own trade—to another company.

Until there is more pressure to expand the money companies set aside to boost salaries, cost-of-living adjustments may not be enough to provide individuals like Brown with a significant pay increase. Of course, your organization needs to control salary growth, but don’t be penny-wise and pound-foolish by taking a rigid approach, losing top performers in the process, say compensation experts. Instead, address these situations with a mix of alternative reward solutions, proactive career discussions and, in some cases, evaluations of how closely pay is tied to the market. ​

This is especially critical today, as employees and job seekers have access to an unprecedented amount of pay-related information through social media and other online channels, and many are reading reports of companies raising pay in light of the corporate tax overhaul. An employer that appears to be limiting a worker’s earning power will likely struggle to hire and keep talented people, especially as the economy continues to perform well and the job market tightens. You need to be prepared to explain why a person’s pay may be limited after hitting the top of the pay range—and you must do it well…..

5 Ways to Strengthen Your Anti-Harassment Complaint Process

Source: Jonathan A. Segal, HR Magazine, Vol. 63 no. 3, April 2018
(subscription required)

No complaints doesn’t mean no harassment. Here’s how to build trust in your reporting procedures. ….

…. Leaders at many organizations are taking a fresh look at their strategies for preventing and addressing sexual harassment in the wake of the #MeToo movement. As you revisit your policies, don’t forget to also fine-tune your complaint procedures. Without a robust process that employees can trust, an anti-harassment policy has little value. 

1. Make Clear Who Can Bring Complaints. ….
2. Have Multiple Points of Contact. ….
3. Detail What Constitutes Prohibited Conduct ….
4. Provide Robust Protection Against Retaliation ….
5. Take Strong Corrective Action ….

Do Not Let Love Turn Into Liability

Source: Maureen Minehan, Employment Alert, Volume 35, Issue 6, March 20, 2018
(subscription required)

Romeo and Juliet lost their lives for love. In modern times, jobs are often what’s at risk.

While not every office romance ends badly, many do, both personally and professionally. A new survey by global outplacement and executive coaching firm Challenger, Gray & Christmas found that when workplace courtships go awry, 33% of the time they end up in termination for at least one person. …. Over 62% of HR executives said they have had to deal with a failed or inappropriate relationship at work. While one-third ended in at least one person’s separation from the company, another 17% of employers moved one party to a different department. Five percent of these failed relationships led to litigation. ….

Predictive algorithms are no better at telling the future than a crystal ball

Source: Uri Gal, The Conversation, February 11, 2018

An increasing number of businesses invest in advanced technologies that can help them forecast the future of their workforce and gain a competitive advantage.

Many analysts and professional practitioners believe that, with enough data, algorithms embedded in People Analytics (PA) applications can predict all aspects of employee behavior: from productivity, to engagement, to interactions and emotional states.

Predictive analytics powered by algorithms are designed to help managers make decisions that favourably impact the bottom line. The global market for this technology is expected to grow from US$3.9 billion in 2016 to US$14.9 billion by 2023.

Despite the promise, predictive algorithms are as mythical as the crystal ball of ancient times….

How to Hire

Source: Patty McCord, Harvard Business Review, January-February 2018

…. Making great hires is about recognizing great matches—and often they’re not what you’d expect. ….

…. In this article I’ll describe what I’ve learned about making great hires during my 14 years at Netflix and in subsequent consulting on culture and leadership. The process requires probing beneath the surface of people and their résumés; engaging managers in every aspect of hiring; treating your in-house recruiters as true business partners; adopting a mindset in which you’re always recruiting; and coming up with compensation that suits the performance you need and the future you aspire to. My observations may be especially relevant to fast-growing tech-based firms, whose rapid innovation means a continual need for new talent. But organizations of all types can benefit from taking a fresh look at their hiring and compensation practices. ….