My Interview with Engel Jones at 12 Minute Convos

12min-convo-ArtBack in December, I was invited to be interviewed by Engel Jones of 12 Minute Convos podcast fame.  I enthusiastically agreed and sat for an interview with him.  I was impressed with his professionalism, his enthusiastic attitude, and his dedication to podcasting.

He told me after the interview that it would be published sometime mid January and here is the link to it on his website.  I hope you enjoy it.

One of the things I learned from the interview with him are the “under the hood” steps needed to take to conduct interviews – something I’ve been thinking about doing here at HHHR and hope to do in the near future.

Week Two of the PA Cycle: Writing Week for PAs and Objectives

ID-100201997

Image courtesy of stockimages at FreeDigitalPhotos.net

Now that the training has been completed, as I discussed last week, it is time for the supervisors to start discussing objectives and writing the PA for each of their direct reports. I am including a copy of the forms in today’s post.

I spent the past several days dinking around with the forms and made some pretty significant updates from what I regularly use and really like what I’ve come up with. I can keep tweaking this and that but I’m to the point where just I need to get this post written and podcast recorded in order to get both published by Sunday.  So the form may need some further revision in the future.

So here goes.

I have both the Objective Setting Form (OSF) and Performance Appraisal Form (PAF) on a single Excel workbook.  The OSF is the first tab since it is the first document that is to be filled out at the beginning of each year and the PAF tab is the second document since it will be completed after the year is complete and the employee will be evaluated on the objectives established in the OSF earlier.  Also, the forms are tied together and have formulas that transfer information from the OSF to the PAF so you don’t have to re-enter information.

How to fill out the Objective Setting Form:

Page 1 – Cover Page

First, change the logo at the top to your logo and the date in the header by replacing the two XX in the title to the current date.

Second, enter in the employee’s name and title, the manager’s name and title, and the current date.  This information will automatically transfer to the PAF.

Third, read the instructions!  I know, nobody ever reads instructions but I have them anyway and they are important.  This blog post is pretty much is an expanded version of the instructions on the form.  You will need to make sure your managers read these so they understand how to properly fill out the form.

Fourth, is an explanation of the Performance Ratings.  HHHR uses the flowing five point rating scale.

1 – Unsatisfactory. Performance did not meet expectations.  Immediate Improvement is required.
2 – Needs Improvement.Performance met some requirements and expectations.
3 – Met Expectations. Performance met requirements and expectations.
4 – Exceeded Expectations. Performance exceeded requirements and expectations.
5 – Outstanding. Performance consistently exceeded very demanding expectations.

Finally, is the signature box.  This is not to be signed until the objectives have been discussed and agreed upon by both the employee and their manager.  This box is locked and must be filled out by hand.

Pages 2&3 – The Objectives

Here is where we get into the beauty of the process and determine each objective and their weighting.  The first box on page two is where you weight the Core Competencies which are found on page two of the PAF.   This is where the manager and employee determine how important the employee’s core competencies are.  They can be as high as 80% for a new inexperienced employee who has a lot to learn on the basics of the job or as low as 20% for a very experienced high performer where the core competencies are second nature.  When you decide the weighting of the Core Competencies, fill in the white box with that percent.

The next three boxes are for objectives.   Three objectives are the maximum that should be established for a year but there can be as few as one.  It all depends on the employees job description and their experience and competence.

Generally, nonexempt employees will have a higher weighting for the Core Competencies and one or two objectives with small weightings and exempt employees will have lower weightings for their Core Competencies and two to three objectives with higher weightings.  Note that I said “generally”, it all depends on the employee and their job.

For each objective, there is a box to fill out a brief description of the objective.  If you need more space, you just need to unlock the worksheet (the password to unlock is below with the links to the docs) and make the cell larger.

Next, are the Measurement Standards for each objective and a space to describe how the objective will look if  1- Unsatisfactory, 2 – Needs Improvement and up to 5 – Outstanding.  The text you put in each of these boxes automatically transfers to the Objectives section of the PAF.  Go ahead and look, pretty cool, huh? When these boxes are filled in, fill in the weighting which also automatically transfers to the PAF.  Of course, the weightings of the Core Competencies and the Objectives must equal 100% which is calculated at the bottom of page three.

Once the form is filled out and the objectives and weightings are agreed upon by both the manager and the employee, print it out and both sign.  Both should keep a copy and the original given to HR for the employee’s file.

How to fill out the Performance Appraisal Form

Page 1 – Cover Page

First, like the OSF, change the logo and date in the header.  You will notice that the Employee and Manager (Evaluator now) name and title have transferred over.  The only info that needs to be filled out is the Eval Period.

Second, you have to again, read the instructions.  I know, I know, but that’s the only way you’ll be able to complete the form correctly. Again, this blog post is an expanded version of the instructions.

Page 2 – Core Competencies

In this section, carefully read each Core Competency and it’s description and select the appropriate performance rating (1-5) for each by clicking on the cell and using the drop down.  I tell my managers to start at 3 – Meets Expectations as they consider each of their direct report’s Core Competencies and think about whether their performance is better or worse and score accordingly.

The sum of the scores you select will calculate at the bottom of the page.

Pages 3&4 –  Performance Objectives

Next are sections for the Core Competencies and the three (or two or one) Objectives which transferred over from the OSF. The Core Competencies score, rating, and weighting are all already calculated and transferred over so you don’t have to do anything here. For the Objectives, all you have to do here is select the appropriate performance rating (1-5) by clicking on the cell and using the drop down. The weighting also transferred over. Enter your comments about the objective – explain to the employee why you gave them the particular score for each objective.

Page 5 – Evaluator and Employee Comments

Finally, there is space to make Evaluator Comments. It’s very important that your final comments are consistent with your ratings and should clearly express the Message that you decided on when you were writing the PA. This is where you summarize the employee’s overall performance for the year and explain what they did well and what they need to do to improve for the upcoming year. The Employee Comments box is for the employee to fill out by hand, if they have comments, after you deliver the PA.

Well, that’s it for the Writing Week of the PA and Objective Setting cycle.  Next week I’ll cover off on Deadline Week!

Below are the links to the OSF and PAF for Managers, Exempt Non-Managers, and Nonexempt employees.  Like the training document I posted last week, you are free to use and modify as you see fit for your needs.

Managers: 20XX Manager Objective and PA Form

Exempt Non-Managers: 20XX Exempt Non-Manager Objective and PA Form

Non-Exempt: 20XX Non-Exempt Objective and PA Form

 

The HHHR Performance Appraisals and Objective Setting Cycle

ID-100276593

Image courtesy of tiramisustudio at FreeDigitalPhotos.net

The first of the year, of course, is the time many of us are working through the Performance Appraisal and Objective Setting cycle in our companies.  I know that a lot of small HR departments don’t even do PAs, much less objective setting but I believe it is a critical and a very important part of what we do in HR.  Despite what many in HR think.

Today, even though it’s February and many of us are finishing up our cycle,  I’m going to share how I do the Performance Appraisal and Objective Setting cycle. This post is a quick overview of what I do.  I have a seven week process and in the coming weeks, I will devote a post to each of the the weeks in the process.

Pre and Week One – Prep and Training Week

The first thing I do is send out an email in December to all the supervisors in my company reminding them that the PA cycle will start in January.  I also include a timeline of deadlines in that email. They, of course, love getting this email just before the Holidays!

I then take the time to update all the documents from the previous year to the new year and make any edits to the process of forms that supervisors suggested the year before.

After the Holidays, the cycle starts full swing.  The supervisors already got the heads up from my email in December so there is no surprise when I start sending out all the information about the PAs and Objectives at the first of January.

Then I make all the updated current year documents available on our SharePoint site designated for HR.

Finally, the most important part of this week is training.  I conduct a webcast training session for all the supervisors in our three locations on why and how we do PAs and Objectives setting.

Week Two – Writing Week for PAs and Objectives

Supervisors write the PAs for each of their direct reports.  These are preliminary as I will explain later in this post.  They also have a discussion with their direct reports during this week about objectives they will collaboratively set for the year.

Week Three – Deadline Week for Preliminary PAs

The preliminary Performance Appraisals are due to me on Wednesday of this week.  I make the deadline Wednesday because very few supervisors get these in on time and it gives me two extra days until the end of the week for them to get turned in.  It’s a way to trick my chronic procrastinators into getting their PAs turned in on time.  It generally works except for the real professional procrastinators who probably know what I’m up to anyway.  There are always several who take longer but if you can get the majority in by the end of week three, your doing OK.

Week Four – Prep week for Talent Review Meetings

This is the week I construct Talent Review Notebooks for the Talent Review Meetings that will be held next week.  What the heck are Talent Review Meetings, you ask?  Well, I will explain the Talent Review Meetings more in depth in the coming weeks since it is one of the most important parts of the cycle but you may get the gist of things here.

Week Five – Talent Review Meeting Week

The Talent Review Meetings are where we review every single preliminary PA and the performance scores for each employee are calibrated for fairness.  The PAs are finalized during these meetings before they are to be delivered to the employee.  Again, you’ll learn more about the Talent Review Meetings in the coming weeks.

Week Six – Delivery Week

Supervisors deliver the PAs to their direct reports and have a final discussion on what their objectives for the year will be.

Week Seven – Deadline Week for Final PAs and Objectives

Completed PAs and Objectives are due to me by Wednesday of this week.  You, of course, know why I have Wednesday as a due date…

 

This the schedule that has evolved in the seven years I have developed this cycle.  It works very well for my company and HR Department of One.

As I write more in depth about each of these weeks, I will include copies of the versions of the documents I’ve developed.  They will be different, but similar, to the documents and forms I use at my company.

Retooling Hard Hat HR

ID-100296506

Image courtesy of khunaspix at FreeDigitalPhotos.net

Well, I took a lot of time off from my blog and podcast. I can blame it on a number of things, but bottom line, I just simply ran out of motivation. I’m sure I would have found time to post if I had been passionately motivated to do so. But I just wasn’t. It became a chore and I found it way too easy to find other things to do instead of work on HHHR.

It did bother me that I had abandoned my blog and podcast but not enough to to work on it.  At first, I enjoyed writing posts and putting out podcasts but as time went by, I just felt I didn’t have any real direction for HHHR. I didn’t feel comfortable with the niche I was trying to be a part of. I wasn’t even sure what niche I was in.  When you think about it, the HR profession is very diverse and complicated.  My niche was the entirety of HR which was entirely too big and left me feeling overwhelmed.

Then, after many months of HHHR being dormant and it nagging at the back of my mind, it came to me.

I’m going just focus Hard Hat HR on HR departments of one. Because that’s what I am. I’m in charge of a small HR department for a small mining company. That’s what I do and I do it well. So why not have that as my focus, my niche. I also, like most employees in a small company, wear several other hats. I do the Investor and Public Relations.

I don’t know what I was thinking before. What the heck does “Working Hard and Making it Safe for HR Pros” mean anyway? I guess I was trying to tie it into the Hard Hat theme but I was obviously trying too hard.

I think now that I’m just focusing on  HR departments of one, I can really concentrate on the issues that affect us because I experience those issues every single day and can write about those experiences and challenges. It gives me a great deal of subject matter. I will, of course, have to be careful about some things and won’t be able to share everything but I will take what I know and what I do and share it the best I can.

I also found myself worrying about my writing skills and how others would judge me when reading my blog.  This worry blocked me from sitting down and just banging something out, like I am now.  Even though I’ve stopped writing for a while, I continued to read many HR blogs and observed the folks writing them are clearly not worried about what others think, yet they have huge followings and are considered HR leaders – at least with their readers!

I know I’m not the most elegant writer.  I know I will make grammatical mistakes.  But I’m not going to worry about it any more and concentrate on just putting out good content that will help small and HR departments of one.  And I know the more I write, the better I’ll get.

So with that, I introduce the new and retooled Hard Hat HR, Building HR for Departments of One! I like it. I hope you do too.

Tweeking HHHR’s Schedule

I’m making a change to the frequency of my posts from twice a week – Monday and Wednesday – to once a week – Wednesday.  The reason being is that I want to improve the quality of both my posts and the audioblog podcast that accompanies each.

I’m working on HHHR in addition to my full time job and as a result, find myself really having to scramble to get two posts and podcasts out a week.  I’m finding that I’m starting to ‘half ass’ them just so I can get them out in the frequency schedule I set for myself.  I want to publish a much higher quality product and think I can do it if I scale back to a once a week schedule.

So, starting next Wednesday, I will begin the new schedule.

Introducing the Hard Hat HR Audioblog Podcast

iTunes (Final)Today I am introducing the Hard Hat HR Audioblog podcast!  After a lot of hard work and educating myself on podcasting, I am pleased to release the first fourteen episodes.  Having been an avid podcast consumer and fan for many years, I am thrilled to join in and finally become a podcaster myself.

Now, the Audioblog is simply an audio version of the latest Hard Hat HR blog post where I simply just read and record what I wrote.  Nothing fancy – at least not yet.   My goal is to start off this way and as I continue to publish blog posts with accompanying audioblog podcasts, I will improve my podcasting skills where I will eventually sound  more professional and conversational.

I know these first attempts are not the best but I figured I just needed to start. I will improve  as I move forward.  This, I have found throughout my life, is the only way to get better at something.

As you’ve noticed, I am a short form blogger with my posts usually consisting of approximately 300 –600 words.  This, of course, makes me a short form podcaster since I am simply just reading and recording my blog posts at this time.

I’ve settled into a schedule of two blog posts a week – Monday and Wednesday – and will publish the accompanying audioblog on the same schedule.

It is important to note that I am starting my podcasting adventure with a very small budget.  I am using a very inexpensive microphone so the quality of these first episodes will be relatively poor compared to most podcasts.  So please bear with me as I continue to learn and advance my podcasting skills.

I also strongly encourage any feedback you can give me so I can learn what I can do better and what I am doing well.  I really want to make this work and sincerely encourage your feedback.

If you liked what you see and hear and gained some value from Hard Hat HR, please give the podcast a five star rating over on iTunes or Stitcher and leave me a comment.

Another Bad Leadership Decision by the Miami Dolphins

pounceyAs you may or may not know, I am a long suffering Miami Dolphins fan.  I became a Dolphin fan as a youngster in the early 1970s when the team dominated the NFL and have been loyal to them ever since. 

Last year, the Dolphins suffered through a well publicized harassment scandal involving offensive linemen Richie Incognito, Mike Pouncey, John Jerry, and Jonathan Martin.  I wrote about the scandal in several posts here at HHHR because it was a serious HR topic and it involved my favorite professional sports team – two of my worlds colliding! 

I was hoping that this year I wouldn’t need to write about the Dolphins or their harassment issues.

Unfortunately, I was wrong and here I am again. 

Coach Philbin prefers a “Leadership Council” instead of captains for his team.  Last year the team voted on who they wanted on the Leadership Council.  Turned out that two of the five members of the Council were prominently involved in  last year’s harassment scandal – Richie Incognito and Mike Pouncey.  Obviously, a huge mistake that had significant implications for the 2013 Dolphins organization. 

This year, coach Philbin continued the Leadership Council but had coaches select the members instead.  The Council now consists of one or two of the most senior members of each position group and numbers 15 players. 

Believe it or not, the coaches selected Mike Pouncey. 

When I heard this, I was floored.  What were they thinking?

Sure, I get that he is the most senior member of the OL and that he is one of the best centers in the NFL but his actions and his behavior last year (and this year) are toxic to the team.  He does not deserve to be on the Leadership Council.

Let’s review his actions and behavior from the past twelve months:

  • Prominently cited in the Ted Well’s Dolphins harassment report as an instigator in the harassment. 
  • Subpoenaed to testify in the former Patriot Aaron Hernandez murder trial (Hernandez and Pouncey are friends and former college teammates).
  • Was photographed publically wearing a “Free Hernandez” hat in support of his “friend” and refused to apologize for it.
  • Is currently being sued for his alleged involvement in a nightclub fight a couple months ago.

The guy can’t seem to stay out of trouble and has a recent history of making very poor choices. 

I don’t understand the thinking process that went into the decision to reward him with a spot on the Leadership Council.  The message it sends to the rest of the team is not a good one.  The message it sends to Pouncey is that he is actually being rewarded for his previous bad behavior. 

I believe that he will continue his bad behavior and will continue to get himself into trouble, causing problems for the team.  In fact, he will be empowered to continue.  He has never really had to face any real consequences for his behavior. 

I assume the thinking is that he will learn from the other 14 members of the Council and that there will be more voices where one will not have the opportunity influence and overshadow the others, like last year. 

Based on what happened last year and the trouble that Pouncy continues to get himself into, he does not deserve to be rewarded with a spot on the council.  If the Dolphins are trying to clean up their image – an image that was seriously damaged by the scandal last year – they should not have even considered putting him on the Council. 

I’ve seen it happen many times.  The highly talented and skilled troublemaking employee is shielded from discipline and often even rewarded because they are “too valuable” to the organization.  Never once have I seen this situation end up a positive one. 

I don’t think this end well for the Dolphins.

I hope I’m wrong.  Sadly, I’m pretty sure I’m right. 

How my Presentation Helped me Narrow the Focus of Hard Hat HR

Last week I delivered a presentation to a group of HR executives at Innovative Career Consulting and told them the story of  how I created my online brand presence.  Turns out, a couple executives at ICC were impressed with how I was branding myself and HHHR so they contacted me and asked me to speak to their group about how I am doing it.

The request was completely unexpected and on very short notice – I only had two and a half days to prepare something completely from scratch!

Remember, I only re-launched Hard Hat HR a couple weeks ago and am in the beginning stages of building it.  Delivering presentations is certainly one of the activities I intend to do but I was completely caught off guard by their request and certainly not ready.

But my attitude is and always has been to take whatever opportunity given and make the best of it.  I would have to make myself ready.  Who knows when the next opportunity will come or where this opportunity will lead?

So I went into deep dive mode and, in following two mornings and evenings, I built the presentation with enough time to rehearse it a half dozen times.  Whew!  Of course I was nervous when it was time to deliver the presentation but once I got going, my enthusiasm and passion took over and was able to comfortably deliver some real value to the group at ICC.

The group was fantastic and engaged throughout  and asked some great questions – many of which have given me several ideas for new material for HHHR!   One question in particular really made me think.  A gentleman asked what was the main focus or specialty for HHHR.  I didn’t have a good answer for him except to say “HR Strategy and Tactics”.   I’m actually OK (but not really excited) with that answer but the question still made me think a little harder about what direction I want to take HHHR.

That thinking led to the conclusion that the group consisted of HR leaders who were looking to me for advice and seemed interested in what I was delivering.  So why not concentrate my efforts on delivering advice and content to HR leaders and those who aspire to be HR leaders?  Boom.  That’s it.  And that is what I will do.

As of today, my new title/focus/brand is “Hard Hat HR – Human Resource Leadership Strategy & Tactics.”

In closing, I want to sincerely thank the good people at Innovative Career Consulting for giving me the opportunity to speak to their group last week.  Not only did it give me the opportunity to help a fantastic group of HR leaders, it gave me some great new ideas for the future direction of HHHR!

Hard Hat HR’s One Year Anniversary and Future Direction

Rich at Rig Site 1975Today, August 2, 2014, is the one year anniversary of HHHR!   I originally launched HHHR intending to focus on HR in the mining industry.  Later in the year, I expanded the focus to HR in the extractive industries.  Most recently, I paused for several weeks and changed the focus once again which I explain later in this post.

When I launched HHHR, I was also blogging at my other much more established site, www.RichBoberg.com, and maintained both for most of the next 12 months.  This got to be a bit more of a chore than I thought but I was still enjoying it!  I didn’t know where it would all go so I decided to just work my way through it and see where the experience would lead me!

Then about two months ago,  I had an epiphany!  After a particularly difficult week at work where everything – and I mean everything – seemed to come down crashing down on top of me, it occurred to me that I could expand Hard Hat HR away from just focusing on the extractive industries and use it as a way of providing a “Hard Hat” or Personal Protective Equipment (PPE) for all HR Professionals.

Here is the first attempt to describe the new HHHR.

So what is Hard Hat HR?  Well, it’s Personal Protective Equipment (PPE) for the HR Professional.

Those of us in the profession know that HR gets a lot of unpleasant and difficult issues thrown at us. Sometimes thrown very hard –  hard enough to make your head hurt!

So, Hard Hat HR is here to provide protection from those issues and to help HR Professionals become more effective leaders by sharing and discussing strategic and tactical  Human Resources practices and theories.

So I did a complete makeover of both my sites.  I quit blogging at www.RichBoberg.com and converted it into my professional personal website and moved it from the Blogger platform to a self hosted WordPress platform.  I also moved HHHR from Blogger to a self hosted WordPress platform, purchased the Get Noticed theme from Michael Hyatt, and started the long journey of building Hard Hat HR into something I hope will provide value to those who join the HHHR Crew!

Changing Things Up

I have not been posting here much lately but am going to restart and take HHHR into a new direction in the coming months.  The first thing is to move HHHR from the Blogger platform to a self hosted WordPress platform.  This will freshen things up and give me a lot more flexibility with the things I want to do with the site.  It will take a bit to get it all up and running and I plan on playing with a couple different WordPress  themes until I find one I really like.

The second phase will be to fine tune what I want HHHR to be – details I will share with you later.  Its something I’ve been wanting to do for a long time but just didn’t have the confidence or the knowledge to do it.  I have done a lot of  research and studying on setting things up the way I want.  I’ve also figured how I want to move forward and am very excited to make it happen in the next couple of months!