I just uploaded a new 15-minute crash course training video on Workplace Sexual Harassment. This training session will teach you the legal definition of sexual harassment, help you identify when it is happening at work, and give you the tools to help stop and prevent it.
This is a condensed version of an in-person training session that can be customized for 30, 60, or 90 minutes. If you are interested in receiving this training (tailored to your organization’s policies), or if you need help reviewing and/or creating sexual harassment prevention and reporting policies, please contact me about possible consultations.
Thank you everyone who attended my session at the ATD Chapter Leaders Conference. The participants were awesome and contributed lots of great thinking points as we made our action plans to improve our ATD chapters’ sustainability. Here is the Power Point deck that I used for the presentation.
I recently completed my Level 1 Gamification Apprentice certification from Sententia, a world-renown consulting agency for training program gamification.
What is Gamification?
Think about all the fun we have playing board or card games with family and friends. Now think about those occasional training sessions where we struggled to keep our participants energized throughout the course. Imagine if we could combine our training tactics with entertaining game components to create a fun, engaging learning experience. That’s gamification!
Gamification takes the psychological and behavioral sciences surrounding game design (video, card, board games, etc.) and implements those ideas in training programs to enhance active learning. The main idea here is that we want to make learning more fun and engaging in the same way that rolling dice, drawing cards, or jumping over Donkey Kong’s barrels enthralls gamers.
I recently had a conversation with a young manager who was focused on improving his team’s work quality.
He was frustrated that some of his employees weren’t performing as well as he expected. I asked him what he was doing to help those employees perform better, and he responded that he just expected them to get better with more time and experience. He had assumed his team members knew that they were doing sub-standard work, but really it was him who failed to give them feedback.
This is a common scenario, especially with newer managers. “Why aren’t my employees performing well?” Because you haven’t told them that they’re not. Learning, even at its most basic level, requires feedback.
Many of us are afraid to say negative things to others, especially about work quality. Others may simply not know how to give constructive feedback. Regardless of which category applies, here are five tips that can help everyone provide good feedback.
This is Part 2 in a 2-part series on HR lessons learned from the 2016 Michigan presidential recount effort. Read Part 1 here.
Here’s how the 2016 Michigan presidential recount worked:
Two county workers sat at a table while a few public observers (generally one from each party) stood behind to watch. A county official would bring several large boxes to the table. These boxes contained the ballots cast in a particular county precinct. The county workers made sure the precinct boxes were still properly sealed from Election Day.
Then they matched the boxes’ serial numbers to the numbers written down in the poll book. A poll book is the official Election Day record for a precinct, maintained by pollworkers as voters came to the precinct and cast ballots. It includes a list of voters and the number of ballots read by the scanning machines. If the serial numbers matched between the boxes and the poll book, then the boxes could be opened.
The workers then counted the number of ballots contained in the precinct boxes and matched that count against the poll book’s record. If those figures matched, then the workers could sort the ballots by vote choice and conduct the actual hand recount.
You might be wondering why I’ve shared so many details about the recount process on a blog about HR and training. Well, the details matter. If at any point in the above process the numbers and figures did not match, then the entire precinct was deemed “unrecountable.” This means that the ballots in the boxes for that precinct could not have been hand recounted (the original machine count stood). Election Day workers had to follow the exact details on how to sort, pack, record, and seal the precinct boxes and their contents, or there was no legal way to recount it.
It’s January, which means its almost Inauguration Day.
It was a tumultuous election season that didn’t end until mid-December for some of us (particularly MI, PA, and WI residents).
Michigan held a statewide hand ballot recount for three days before the courts prevented its completion. I had the privilege to volunteer at a county recount site as an attorney for Jill Stein’s campaign. Half of my job was to ensure that county workers followed state election law; the second half was arguing with other attorneys over whether a pen mark was a vote or just a stray pen mark (that was seriously a huge issue).
But I also found the experience to be incredibly informative on how we, as HR professionals, can improve our workplace effectiveness in 2017. While the recount could be viewed as a formality that may never happen again, it gave us three ways to help our organizations achieve real business goals.
I just uploaded to YouTube the concluding part of my Crash Course training series on Health Insurance. This video, Part 2, focuses on the components of a health insurance plan and teaches you to better understand what’s inside your insurance policy.
We are currently inundated with analyses and forecasts on how the new President-Elect could change benefits administration public policy and employment law. However, in the midst of these regulatory evaluations, we are overlooking a significant human resources transition taking place between Barack Obama and Donald Trump.
According to a recent article in the Hill (referencing a Wall Street Journal post), President Obama and President-Elect Trump will meet frequently during the next month to make a smooth transition between administrations. The 44th President will relay to the 45th President the ins-and-outs of the Oval Office, including White House staff selection procedures, diplomacy traditions, and general tips for a successful first 100 days in office. In other words, Obama will be onboarding Trump.
Sure, the onboarding of the next President of the United States is tremendously different than orienting a new manufacturing hire to his or her station on the assembly line. But the purpose is the same – a good onboarding process will ensure that the new hire effectively integrates into the organization’s work culture. This results in increased long-term performance and a lower chance for failure.
We’ve all heard the adage about the importance of practicing. Many of us have read Malcolm Gladwell’s theory in The Tipping Point about it taking 10,000 hours of experience to master a skill. It’s a tenet of learning theory that repetition of an activity leads to improving the ability to do that activity. We get it; practice is important.
But often we don’t think about the kind of practice we do and how it affects our results. I once had a coach who ranted on a weekly basis that we had to be cognizant of how we practice, not just focused on the amount of time we spend doing it. His version of the adage was “practice makes consistency” – in many cases, bad practice habits would lead to bad results.
Golf, like most sports, cannot be done well without a substantial amount of practice. Each shot on the course is different. Two shots may share the same yardage, but wind speed, tree branch length, and grass height can drastically change the way you approach the ball.
As an amateur golfer, I frequently find myself facing challenging shots that I have never experienced. For example, a tree in front of me might offer only a small clearing to shoot through, or large sand traps could be guarding the green ahead. Golf rarely gives you an easy shot, especially when you aren’t good enough to consistently keep the ball in the center of the course.