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Cultivating Innovation

Innovation can be a vague and aspirational goal, yet it is crucial to foster this behavior for success in the fast-paced world of digital change.  Innovation is important to every field.   For example, consider a bulk marine terminal that must move ever-more product across a fixed footprint to remain a viable transportation solution.   Virtually every industry must innovate in order to survive and innovation must become part of the culture in order to become a sustaining process of evolution.  “If you’re not innovating, you’re stagnating,” says Ria Glenn DeMay, J.D., labor relations manager for the University of Maine System in Hallowell, Maine.

So how do you cultivate an environment that promotes new ideas and exploits them?  In a recent HR Magazine article, freelance writer, Katheryn Tyler, provides ten steps business leaders can take to unlock innovation.

  1. Understand the Process

“Innovation is a process, and brainstorming is just the first step.” says Michael Stanleigh, CEO of Business Improvement Architects.  Ensure that executives have realistic expectations about what innovation might deliver and what the process is for bringing an idea forward, vetting it, and making it a reality.  These expectations need to be communicated throughout the organization.  Before employees can be expected to contribute to the innovation process, they must understand what innovation means in the context of the company and why it matters.

  1. ​HR Needs to Walk the Talk 

HR can’t expect to foster an innovative company culture if it does not have an innovative culture within its own function. “Lead by example,” advises Parker C. McKenna, SHRM-SCP, a member of the Society for Human Resource Management’s HR Disciplines Special Expertise Panel. “For example, HR should welcome feedback from customers and involve stakeholders in developing new HR strategies to meet business needs.”

  1. Hire Differently

HR and management should be recruiting and screening, not only have the hard skills necessary for the job but also for creativity. While specific job skills can often be taught, soft skills associated with creativity can be harder to find, says Danna Hewick, SHRM-SCP, vice president of human resources at USSI, a janitorial company in Bethesda, Md. “Instead of focusing solely on experience and hard skills, focus on the soft skills—innovation, collaboration and change management—needed to bring innovation to life.”

“Making the ‘safe hire’ kills a lot of innovation,” says Braden Kelley, author of Stoking Your Innovation Bonfire (Wiley, 2010). “If a person matches 100 percent of the job description and has done this job a thousand times, what will he bring that is new? Obviously, hiring someone who doesn’t fit your culture is a waste of time and money, but which culture are you trying to fit? The culture you have or the culture you’re trying to become?”

  1. Make Space

A dedicated area that moves people out of their day-to-day work environment, disrupts their thinking and encourages face-to-face interaction can be vital to sparking innovation. What should be available in the room? Katherine Tyler contends: “Comfortable workspaces with couches, tables and lots of pods where people can gather in small groups all foster teamwork. Other tools that will help people capture ideas, like smartboards, whiteboards and big screens help people depict their ideas,” Tyler says.

  1. Carve out Time

If you are committed to making innovation part of the culture, an organization must Intentionally block time on the calendar to learn something new and then use that knowledge to tackle a problem, according to Parker McKenna.

At BetterUp, a mobile platform coaching company, the HR team instituted “no-meeting Fridays” to build in periods of time that are conducive to creative flow. “Flow is a cognitive state of immersion that enables deep thinking and creativity that’s not possible in five-minute increments between meetings,” according to Gabriella Rosen Kellerman, the company’s chief innovation officer. “We also designate ‘inner work’ days, during which the office closes, and employees are asked to refrain from ‘outer work’ like emails and calls and instead focus on reflective practices like reading, walking and mindfulness.”

  1. Train Leaders

Provide training to managers and executives around topics such as creativity, how to be a better listener, and the overall process of being innovative, says Robert Farmer, SHRM-SCP, senior vice president of people solutions at the Missoula Federal Credit Union in Missoula, Montana.  While leaders at most companies are traditionally taught to minimize risk, “to be an innovative leader, you have to be open to risk and ambiguity,” he says.

  1. Empower the Front Line

Many of the brightest and most useful ideas come from the lowest levels of the organization—people who deal daily with customers, suppliers, products and services,” says Bill Thomas, SHRM-SCP, managing principal of organizational strategy consultancy Centric Performance LLC. An example of this concept can be found in Whirlpool’s mantra: “Innovation comes from everyone, everywhere.”

For an organization to take advantage of innovative ideas, senior employees need to be taught to be open-minded toward their junior counterparts. “Sometimes senior leaders tend to silence the ideas of less experienced employees,” DeMay says. She maintains it’s better to avoid dismissing anyone’s ideas and to allow open dialogue. “Ideas that may not look feasible at first might become feasible with a little creativity,” she says.

  1. Design Expansive Work Assignments

Innovation requires collaboration across many different areas in the company, but, unfortunately, a lot of companies have a siloed approach to operations. To encourage people to work across boundaries, Braden Kelley recommends offering job rotations and internal internships, as well as “innovation vacations,” when employees can schedule time away from their usual jobs to pursue new ideas.

  1. Share Creative Stories

Stories are an important part of an organization’s institutional memory. The narratives that employees tell and retell are ones that convey core elements of the company’s core values and identity. Be intentional about which stories the organization chooses to tell in case studies, training sessions and newsletters. “Organizations where the most-talked-about stories revolve around creativity inspire others to follow suit, building a culture of innovation,” according to Michael Stanleigh.

And don’t be afraid to tell stories about failures, either—but reframe those tales as learning opportunities. “Innovative cultures and leaders understand the role failure plays in the innovation process,” Thomas says.

  1. Tie Innovation Efforts to Performance Reviews

It is natural for employees to focus their time on the activities on which they are evaluated. So, if organizations want workers to spend time on innovation, they should measure employees’ effectiveness toward that goal. Evaluate the extent to which an employee thinks creatively, accepts new ways of doing things and adapts to change, McKenna advises. “Change can come from anywhere,” Mitchell says, “and organizations need to be ready to respond.

Significance

A growing number of organizations are recognizing the need to make innovation and creativity part of their culture.  The difficulty is that the rewards from innovation require an investment in time, resources and programs.  Any investment takes a leap of faith and a willingness to take risk. On the flip side, small innovations from the entire team might just be the difference between success and irrelevance.

Malcolm Whyte, SPHR – Vice President HR Services

Disclaimer: Some information contained herein has been abridged from numerous sources and may be protected by various copyright laws. Such information should not be construed as consulting or legal advice. Please contact our office for specific advice and/or referrals.

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Love is in the Air – Office Romances in the Wake of #MeToo

As winter turns into spring, love blossoms all around us – in our personal lives and even at work. In the wake of the #Metoo movement, workplace romances pose new risks. The potential of sexual harassment claims along with a variety of torts that can be alleged, have employers more concerned than ever regarding the fine line between discouraging inappropriate behavior and allowing legitimate consensual relationships.

Could banning office romances from the workplace be the solution?

Based on results available from Vault’s 2018 Office Romance Survey, 52 percent of respondents admitted to having been romantically involved with someone from the workplace. Another dating poll by Monster.com shows that 27 percent of employees admit to being open to the idea of engaging in romantic relationships with people at work. It may be tempting to think that banning relationships would eliminate the problem, however, banning all romantic involvement from the workplace is difficult and comes with its own consequences. Such an outright ban on consensual relationships is likely to be seen by employees as over-reaching into their private lives. Too much regulation could lead to the loss of valued employees who wish to date coworkers but cannot. The question becomes, should a “romance” policy be implemented?

What other options are available to an employer when it comes to addressing this issue?

Addressing workplace relationships takes a sensitive and nuanced approach. As more and more companies realize they are unable to keep employees from getting involved romantically, priorities have been focused on: (1) mitigating risk on claims of sexual harassment by affirming romance is consensual, (2) ensuring there is no favoritism or conflict, which can ultimately impact morale and harm productivity, and (3) encouraging drama-free romance at work by setting specific guidelines that are clearly communicated to employees. As a result, anti-harassment policies, love contracts, and workplace dating policies are becoming increasingly common.

How do these policies work?

  • Anti-Harassment Policy – A clear, anti-harassment policy is an important first line of defense against workplace harassment. Should enforcement agencies like the EEOC come calling, having an anti-harassment policy is a way to demonstrate your good-faith effort in harassment prevention. In California, a solid anti- harassment policy is critical to the defense of a claim. It is also appropriate to establish the clear difference between a positive human experience, such as a benign romance, and predatory behavior, such as sexual harassment. To ensure your policy is understood and upheld, enforcement of this policy should be supplemented with training tailored to the specific company policy for both managers and employees.
  • Workplace Dating Policy – A workplace dating policy is typically part of the employee handbook and it allows you to address office relationships directly, by clearly communicating that on-premises behavior is to be professional and respectful of other employees. This policy may also forbid romantic relationships between managers and their direct reports, as well as public displays of affection at the office or on company time.
  • Love Contracts – Love contracts are another way to enforce professionalism between dating employees. This “contract” allows the employer to affirm, in writing, that the relationship between employees is consensual. It is not uncommon for there to be a built-in agreement attempting to prevent any retribution in case the relationship turns sour. The contract may include provisions that pledge that neither party will pursue or accept a role that involves managing or reporting to one another. The contract can also be used to set ground rules for conduct and public displays of affection.

What would be best practice for my organization?

Constructing a robust anti-harassment policy, covering workplace dating in your employee handbook, and implementing training is a minimum to address potential liability in this area.  When thinking through how much structure your policy should contain consider these questions: What is the size of the organization? How does this kind of policy fit the culture? Is there a legitimate business reason for implementing a love contract or forbidding workplace intimacies? How would we enforce this policy uniformly? What about existing relationships?

Given the sensitive nature of addressing employee relationships in the #Metoo era, it’s important to do your homework and to lean on some experts. Contact us at ABD SharedHR where a team of HR Consultants wo work with hundreds of employers can provide the guidance you need for protecting your employees and your organization.

Seanna Ochoa, PHR – HR Consultant

Disclaimer: Some information contained herein has been abridged from numerous sources and may be protected by various copyright laws. Such information should not be construed as consulting or legal advice. Please contact our office for specific advice and/or referrals.

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When is it Time to Leave a PEO?

Author: Saul Macias, MBA, PHR

When you were smaller, partnering with a professional employer organization (PEO) made sense. It shifted some tasks and liabilities off your shoulders and allowed you to afford to offer good health benefits to your employees. Most of all, outsourcing your human resources, benefits, and payroll gave you space to concentrate on growing your business.

Though co-employment had a role in the growth of your organization, many employers arrive at a point where it is appropriate to exit. Here are some key considerations as you decide whether to initiate that transition away from your PEO:

Benefits: Lots has changed in the world of benefits in the past couple of years. Offering benefits in-house would give you the autonomy to design, choose and manage your health and retirement benefits. The desire for greater flexibility in employee benefits can be a key driver to part ways from a PEO. (A lack of knowledge in this area, however, can often delay a PEO exit).

Service: As you grow, your business and your employees’ needs become more complex. In the midst of that complexity, you may find that your PEO lacks the expertise to drive and support your HR, benefits and payroll to meet your unique and evolving needs. Furthermore, a lack of onsite support or expertise to help you cover a multi-state or international expansion can be most challenging under a PEO model.

Cost /Scale: The average employer in a PEO has 15 employees. According to the Society of Human Resources Management (SHRM), the average HR professional supervises approximately 70 employees. Somewhere between 70 and 100 employees the economics may merit managing your benefits, payroll and HR in-house. But what will it take to build a team that can handle this role?

Co-employment: Under a PEO, one key area of managing your employees is done by a different company whose culture and identity could be very different from yours.

Once you have decided to exit, how do you make it happen?

PEO Transition:  Working with an experienced partner like ABD can help you analyze and manage the critical transition away from your PEO. Our team of multi-disciplined experts can help you plan, select the best technology platform, build the required work flows, and transition into your new program while keeping daily operations running smoothly. We can also help you hire an internal team or uncover new options that offer more flexibility than a PEO, but still allow you to outsource some or all of your human resources function. Contact us today to explore the possibilities.

Disclaimer: Some information contained herein has been abridged from numerous sources and may be protected by various copyright laws. Such information should not be construed as consulting or legal advice. Please contact our office for specific advice and/or referrals.

Bay Area Human Resources Services