I was at SHRM’s Annual Conference in Chicago last week, speaking about how HR can support effective remote work. I’ve given different versions of this talk in a few contexts, but one of my core messages is always that remote work (in any form, be it fully remote teams or roles, or a ‘work from home’ policy) cannot succeed if it is layered over a low-trust work environment.
When I speak about this topic, I share a few symptoms of low-trust as it relates to remote work, and one of them is an organization in which managers are free to treat ‘work from home’ as a reward, rather than understanding and applying a clearly defined business reason for committing to remote work/’work from home’ as an organization.
I always loved the show Arrested Development. In fact, after the last US election I vowed to only comment on US politics on Facebook using gifs from the show, to avoid contributing to the vitriolic, overwhelming, and (in my opinion) futile, political debates going on in my feed (as a Canadian I’m truly just yelling into the void about this stuff). Turns out this Jason Bateman gif works for more recent events too.
A good reminder that I married the right person is that he agrees to go to a talk about catastrophic failure in complex systems for date night. This week, Anthony and I heard Andras Tilcsik and Chris Clearfield give an overview of their new book: ‘Meltdown: When Our Systems Fail and What We Can Do About It’.
It’s a fascinating look at how many of the systems we encounter in our day to day lives are becoming increasingly complex and tightly coupled, making them more vulnerable to surprising meltdowns.
I remember the first time a manager asked me for advice on how to train one of their employees to “manage up”. This kind of question is my favourite part of working in HR. It’s like overhearing a fascinating snippet of conversation as you pass a dinner table at a restaurant and then trying to figure out the topic under discussion*.
What the heck does ‘managing up’ mean? I mean, I know what I think it means. But more importantly, what the heck does it mean to you, the manager on the other end of the phone? What unmet need or unarticulated frustration lies behind the request to HR to suggest how you can make someone on your team understand how to manage you, their manager? Let’s backtrack to explore the winding path that led to this moment, when you are asking me for a book** I can suggest for your employee to read on ‘managing up’.
Culture. It keeps coming up in the conversations I’m having with HR professionals about sexual harassment right now. After writing about sexual harassment last year and launching a related project for 2018, I’m having a lot of these conversations at the moment.
We should talk about culture when we talk about sexual harassment (which I would like us all to be doing right now, with a new humility and curiosity), as long as we’re doing so in ways that are actionable and specific. It’s far too easy for ‘culture’ to be used as shorthand for “I don’t know why, but that’s the way things are here”.
I am a messy desk person. I always have been a messy desk person, and at this point I think I always will be a messy desk person.
This fact always seems to come as a surprise to colleagues and friends. “But you seem so organized!” they exclaim, in a tone that makes it clear I’ve just revealed something disappointing and mildly shameful about myself. I am quite organized, but it’s always interesting to see how the state of my desk causes people to question this assessment of me.
I get it. Messy is not a characteristic we aspire to. At best, we consider it a quality of someone who’s childish or careless; at worst, a sign of madness. Mary Kondo took this to the bank.
It’s a bright, shiny new year, and the world has been given a fresh start. Good thing too, since we really need a do-over after 2017. But underneath the flurry of optimistic resolutions and ardent promises to eat better and exercise, we’d be wise to remember the lessons that we hadn’t quite yet absorbed from 2017 before the holidays began and forcibly turned over a new page for us all.
The HR profession seems to have found its voice on sexual harassment, and if the slew of upcoming events and panels are any indication, lots of us want to use it. I hope we will remember that the voices we need to hear from most are those who have experienced harassment in our organizations.
The tide of revelations about sexual harassment at work has continued to go out, receding to expose an ugly landscape that has been there all along. I suspect that I’m not the only one who has found it shocking and yet also depressingly unsurprising.
I’ve been relieved to hear the voices rising from within HR, calling us to reflect on our role as a profession in the epidemic of sexual harassment, and urging us to do better. It’s certain that we must do better, but I worry that this doesn’t set the bar very high. The tales of HR complicity, or astonishing and willful ignorance if we’re exceedingly generous, are shameful. If even a small percentage of HR professionals are contributing to the pain and exploitation of employees, this should be seen as the crucial and foundational failing of Human Resources that it is.
It should be a moment of somber reflection for us; as individuals and as a profession, we must be unflinching in examining the outcomes we have contributed to, not just our intentions. But it would be a tragic missed opportunity if we were to stop there.
December is upon us, and with it come admonitions to enjoy a season filled with peace, joy, and reflection. In reality, it’s also a mad scramble to finish projects and see people before the arbitrary temporal landmark that is December 31st. Prevailing corporate wellness wisdom tells managers and HR to be especially mindful of employee stress during this period, and there is a tidal wave of articles aimed at individuals with tips to “survive the holidays”.
I have mixed feelings about wellness programs at work, and the holiday season reminds me why. Too often, these programs add things to employees already long list of tasks, rather than consider what might be removed or changed in the work environment.
Working in HR means working with conflict. Often that conflict appears in our inbox or at our office door because it’s reached a stage at which it feels unmanageable to one or more of those involved.
When it lands there, we can find ourselves cast as mediator or referee. I’m sure that I’m not the only one who finds this to be a source of professional frustration; a firefighter called to the scene only after the flames have spread to adjacent buildings.