Suzanne Lucas spent 10 years in corporate human resources, where she hired, fired, managed the numbers and double-checked with the lawyers. Read more at www.evilhrlady.org. On Twitter @RealEvilHRLady.
I hired a new business development director because she promised she could bring a specific new client on board. It’s been six months, and it’s pretty clear that the client is not happening. She’s done a great job otherwise, but I feel duped. What can I do?
Last year, I paid someone to relocate for a position with our company. I had the person sign a contract requiring repayment if she left before one year. At one year and two weeks, she quit. Now it’s looking like I need to recruit from out of the area again. Are there any tips you can give me for making sure that the person doesn’t run out the door?
“I am an entry-level employee who just graduated from university. I am finding that most of the companies I am applying to rely on automated application systems and even impersonal Skype interviews, making it nearly impossible for me to use my references or get my resume to the top of the pile. What should I know about besting these systems?”
“We have a male employee whose shirt buttons pop open, leaving his skin exposed. We also have a female employee whose tight clothing reveals her undergarments. This is a horribly awkward and uncomfortable situation, but their attire is not appropriate for the office. How should HR address this?”
I know sitting all day is bad for me, even if I’m getting exercise, so I’d like to try a standing desk. Some of my coworkers would, too. How do I approach my boss about potentially making a change to the way his employees do their work? I have the same question for getting new chairs. I know they’re expensive, but many of us are uncomfortable. How can I convince him that it’s a good idea to spend the money?
I manage a group of about 13 people, and we communicate via instant messages. I have one employee who persistently bad-mouthed me in online conversations. I confirmed that he was aware that I could see his messages, and I told him I saw messages that concerned me. Since then, he’s disengaged from his job and is only doing the bare minimum. I feel I should address this with him, but I’m unsure of how to do so.
What items gathered during the recruitment process can I share with others? We require approval from several parties before making an employment offer, and I am concerned that we may be sharing confidential information when “check complete” should be enough.
About 70 percent of my team are introverts, and all of them were here when I came on board as a manager. They won’t come together to solve problems. In fact, one of my employees told me, “I like to figure things out on my own.” It’s like each one of them lives on an island, and it’s too hard to take their boat over to collaborate. Any advice?
I work at a small, privately owned company of 15 people. I am third in the chain of command. My direct boss has just put in his notice, and now I am in the odd position of having to hire myself a new boss. How do I make sure that the boss is the right fit?
I’m an accountant for a small start up in Sacramento — not an HR manager. But, as often happens, HR issues tend to fall on someone, and that someone is me. The current team has been here since the beginning; we started the place. But now we need to hire someone. A stranger. How do I start?
Have you ever arrived at work and realized you don’t remember driving there? It’s kind of a weird feeling, but your consciousness was somewhere else while your subconscious did all the work of traveling, turning, merging and parking. You can do this because your commute is so ingrained that it doesn’t involve any real decision-making.
Terminating an employee is never easy, and there are no guarantees that you won’t be slapped, but there are a few things you can do to make it easier on everyone.