Estimated reading time: 3 minutes

Organizations are currently dealing with post-pandemic plans. They are also managing economic uncertainty and a challenging labor market. With all of this going on, it only makes sense to consider whether an organizational restructuring would make things better – help the organization run more effective and efficiently. That’s what today’s reader note is about.

Hello Sharlyn. First off, your daily emails are my favorite. Thank you for that. I’m new at a small but growing company. We are dysfunctional and know it. I’ve convinced the CEO that we need a restructure of departmental flow. The two top VPs agree. We are in discussions now. 

I know that slow and deliberate is the way to go along with constant communication. What advice can you offer for a company that is restructuring its organization?

First, let me say thank you for the kind words about HR Bartender. I very much appreciate it. 

I’d also like to add that it’s very mature of organizational leadership team to recognize their dysfunction and be willing to explore options to fix it. I don’t know specifics about the dysfunction symptoms but one of the things that often happens in growing companies is they aren’t prepared to restructure as the business grows. On one hand, it’s a good problem to have – because the business is growing. But it’s still a problem that needs to be dealt with.

This reader is absolutely right in taking the slow, deliberate, and communicative approach. Here are some additional things to consider:

Recognize that the people who got you here, might not be able to take you to the next level. I know organizations want to reward the people who contributed to their success. But one of the worst things you can do is promote someone because they were loyal and then have them fail. Find a way to match individuals to their strengths and the needs of the company as it grows – they and the company will be better for it.

Organizational charts can be helpful tools. I’m talking old school subjects like centralization, decentralization, span of control, etc. At some point, you’ll have to show people – both internally and externally – the company structure. It should make sense and look logical. 

Use external voices to challenge thinking processes. Speaking of making sense, sometimes organizations get stuck. They need an outside voice to help them get unstuck. A contractor or consultant could provide some fresh perspective during restructuring conversations. An external voice could also help individuals realize when they’re ready – or not ready – to take on a bigger role in the new organization. 

Everyone does not have to love or like every decision. They do need to be able to live with it. When it comes to decision making, the organization wants people to buy-into what they’re doing. But buy-in doesn’t mean they have to love it. Or even like it. They do need to commit to being able to live with it. If they don’t, find out why. The organization cannot have individuals undermining the process. 

Communicate using multiple methods (i.e., in-person and online, in writing and verbally). People consume information differently so plan to communicate multiple times, in multiple ways, using multiple people. This is too important a conversation to assume that “one and done” is enough. 

Regardless of the size or type of your restructuring, I think these considerations still apply. There’s no one right outcome in restructuring an organization, but these considerations can be like ground rules to the process. If everyone can accept them, it’s a start toward productive conversations about the company’s future. 

Image courtesy of LEGO Mindstorms Robot Inventor

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When it comes to learning, I’m a big believer that we seek out opportunities to listen/read/do things that don’t always fit into the mold of our current role. Years ago, when I worked at an airline, I was assigned to a task force responsible for researching what happened to luggage when it went missing. It was interesting and I learned a lot, in addition to helping the organization solve a vexing problem. 

Which is why I wanted to share with you the book “Reach: Create the Biggest Possible Audience for Your Message, Book or Cause” by Becky Robinson. Becky is a friend, and I was thrilled that she sent me one of the first copies. The focus of this book is exactly what the title says. It’s about building and growing an audience.

This is important to HR. Here’s why. 

Recruiting and Recruitment Marketing. As I was reading the book, I kept saying to myself…this would be great for recruiters! Oh, and this would be perfect for recruitment marketing campaigns and employment branding. If you’re building a talent pool or a talent bank, then knowing how to grow an audience is important. For example, finding ways to use social media to broadcast regular messaging about the company. And when you’re busy, strategies for quickly updating and repurposing content would be very helpful.

Marketing Your Consulting Business. Over the past few years, a growing number of people have decided to venture into the consulting world. That’s great. I love consulting. I have great clients and get to work on interesting projects. But I also have to market my work. “Reach” allows new entrepreneurs to start building their audience. Established consultants will find some valuable reminders and maybe even some new marketing strategies.   

Volunteerism and Activism. Corporate social responsibility (CSR) is part of the Society for Human Resource Management (SHRM) HR competency model. We’ve talked in the past about how candidates, employees, and customers want to know that organizations support their values. I could see it being important for HR to communicate the company’s position on issues to their audience. I could also see the company asking their audience (i.e., customers and employees) for support as well. 

To me, “Reach” is one of those books that can offer some creative inspiration in many different situations. I think that’s great and so applicable right now. We need resources that can be as flexible as we’re being asked to be. If you’re looking for a book that can give you some communication and messaging ideas, check “Reach” out. 

Sometimes, the best resources come from experts outside of our industry. That doesn’t mean to abandon HR resources. It means we should be open to using a variety of resources to make our HR strategies stronger.

Image of Sharlyn Lauby speaking at SHRM Annual Conference in Washington, DC

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Estimated reading time: 3 minutes

We all know recruiting is tough right now. While organizations are trying to hire the best talent, the work still needs to get done.

That’s why it’s good for organizations to remember that hiring freelancers / contractors / consultants (sometimes called contingent workers) should be a part of your recruiting strategy. There are several reasons that this makes good business sense. Contingent workers can:

• Sometimes become regular employees. And vice versa, a regular employee might transition to contingent worker, allowing the organization to keep that knowledge and experience.
• Help the organization flex when they need to. Instead of hiring an employee and cutting hours when things get slow, it could make sense to have contingent workers to call in when the operation gets busy.
• Provide specialized expertise in areas where the organizations doesn’t currently have the talent. Or cannot afford to have that talent on a full-time basis.
• Focus on a project in a way that a regular employee might not be able. The example that I remember is “Can I write an employee handbook? Yes. Do I have time to write an employee handbook? Not as much as an experienced consultant might have.”

But there are a few things that organizations need to keep in mind when they use contingent workers as part of their recruiting strategy.

Create a vendor onboarding process. If you already have one, great! Make sure it fits your needs. If you don’t, then pull a team together to create one. Discuss what paperwork contingent workers need to complete including non-disclosure and confidentiality forms. Are there any training programs you would like them to attend such as anti-harassment?

Recruiting and supply chain need to work together to bring contingent workers into the organization. Often the decision to hire a consultant is based on cost, not skills. There could be processes and guidelines that need to be created or revised to make bringing in a contingent worker easier on a regular basis.

Recruiters and operational managers need to know how to hire contingent workers based on skills. The company will want to meet with someone before entering into an agreement with them. This isn’t a traditional interview. Recruiters and operational managers will need to be prepared to talk about the scope of work but also the vendor onboarding process.

Spend time discussing how to manage a consultant effectively and legally. Contingent workers are not employees, and they cannot be managed like an employee. That doesn’t mean managers can’t check in, ask questions, and ask for updates.

Talk about engagement between assignments. If the organization wants a contingent worker to respond quickly to their calls and emails, they need to keep the person engaged. That doesn’t mean daily conversation, but it does mean finding ways to stay top of mind.

Contingent workers can be a great addition to the organization’s talent strategy. They can provide high level performance when it is needed most. This could involve an organizational shift in focus. But it definitely means spending time to develop and communicate a strategy.

Image captured by Sharlyn Lauby while exploring the streets of Las Vegas, NV

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When you work in an office environment, you attend a lot of meetings – many of them were routine like staff meetings or safety meetings, etc. I think one of the reasons that people like working from home is that they don’t have to attend as many meetings. Especially, poorly planned meetings. 

Don’t get me wrong. I don’t mind meetings. Let me rephrase that – I don’t mind productive meetings. The real key to a successful meeting is planning. If you really take the time to plan and prepare, it has a definite impact on attendee participation and the outcome of the meeting. Here are my 8 planning tips that help me conduct a productive meeting:

1. Only have meetings when necessary. I know this sounds like a no brainer but, there are lots of people who call meetings for everything. Don’t call a meeting when a phone call will do. Or say you need to have a meeting to avoid dealing with an issue. There are only three real reasons to have a meeting: to convey information, to identify problems, and to make decisions. 

2. Invite the right people. Yes, this sometimes means inviting the devil’s advocates and naysayers. Make sure the people who need to be in the room are there. And don’t add to the confusion by inviting people who don’t need to be there. Meetings aren’t popularity contests.

3. Pick the proper date/time/location. When I worked in hotels, no one scheduled meetings at 3:00 p.m. Why? That’s the typical check-in time. The lesson? Understand the right time to have meetings. And don’t hold a meeting at a time or date because you know someone won’t be able to attend (not that anyone would do that). 

4. Choose the right venue. Remember that famous scene from the movie Jerry Maguire where he is fired in a restaurant? Some conversations are fine at restaurants, but some aren’t. I once sat on a board that wanted to hold meetings at a restaurant. The meetings were worthless from a ‘get things done’ standpoint because everyone was focused on eating and chatting. Who wants to second a motion when they have a mouthful of disco fries?!

5. Create an agenda. Tell people why you want to have a meeting. It gives participants time to prepare, do research, and think about their viewpoint on the issues being discussed. It also allows you to hold people accountable for arriving prepared. The only way you can get something accomplished is by having people come prepared. Oh, and be sure to actually stick to the agenda. 

6. If you expect others to talk or present, tell them. In advance. When you put out that agenda, let the participants know if you expect something from them. If you want a person to bring the latest data, let them know. If you want people to come prepared to make a decision, tell them. I recall a meeting where a board president asked me to present a proposal during a meeting – it completely threw me off guard because I had no forewarning whatsoever.

7. Keep minutes. Creating a record of what action was taken and what needs to be done is important. I’m a big fan of using SMART goals in creating minutes. It not only provides a record of what will be done but who is responsible for it and when it will be completed. Then, the SMART plan becomes a working document. And it’s terrific for accountability. 

8. Follow up after the meeting. Minutes should be sent in a timely fashion so people can start working on action items. Let participants know you’re available if they need help, resources, or just a sounding board.

Sometimes the phrase “let’s meet about this” sounds so casual that it might send the message that meetings are easy. Truth be told, meetings are hard work. At least when they’re done right. The good thing about these tips is that they can be applied to in-person and virtual meetings. Creating meeting consistency is good for business.

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When COVID-19 started making headlines and employees were working from home, the idea was that this was all temporary. In a few weeks (or months), life would return to normal and we’d all be back in the workplace. That hasn’t exactly happened. In fact, many organizations are telling employees they can stay home for the rest of the summer, year, or forever.

If you’re in one of these situations where your working from home is being extended, it might be time to think about your office set-up. When we were talking about lasting a few weeks, we say to ourselves that we can make sacrifices. The longer this situation lasts, the more we need to consider a longer-term solution. Think of it as “Working from Home Version 2.0”.

I ran across an article in The Washington Post titled “As the pandemic continues, it might be time to upgrade that temporary home office setup”. While the article was a bit more form over function, it got me thinking. What are the handful of items in my home offices that I wouldn’t want to live without?

1. A good chair! This is without a doubt number one on my list. Sitting for hours in an uncomfortable chair is the worst and it doesn’t help you do your best work. I’m very fortunate. I have a Herman Miller chair that is beautiful and great for my posture. You don’t have to buy the most expensive chair on the market but do think about making your back and neck happy with a good chair.

2. Computer monitors. Everyone’s taste in computer monitors is different. Some people want one big monitor. Others might like a couple of smaller ones. Personally, I have three and I love it. If you’re accustomed to working on a laptop, maybe it makes sense to have one monitor and use your laptop as a second one. Regardless, if you’re not traveling, then having a larger monitor is great for your eyes (and neck).

3. Lighting. Speaking of our eyesight, it can be nice for our eyes and our mental health to have a workspace near natural lighting. My home office has a lovely view of our garage door – LOL! But at least, I can see outside and can enjoy the sunshine. If you’re not able to set up a workspace near a window, try to find some good lighting that will make reading easier.

4. Storage. In the workplace, we have access to supply cabinets with all of the things we need like ink cartridges, pens, paper, staples, etc. Personally, I don’t go through a lot of office supplies, but I do like to have a few things around, so I don’t have to drop everything and run to a store if the printer runs out of ink or paper. But no one really wants that stuff sitting out in the open all the time. You’ll want to find someplace to store it, which might involve cleaning up a closet (or two).

5. Ample desk space. I think this one is also very personal. And it could be driven by your monitor situation. If you have a huge monitor set up, you’ll probably need a larger desk space. If you have great storage and don’t need to have a lot of papers on your desk, a smaller one might do. But if you’re going to work from home on a regular basis, you probably want to find some place other than your kitchen or dining room table.

I understand that my situation is different. We chose our home knowing that we were going to work in it and that makes a HUGE difference. But that doesn’t mean you shouldn’t try to carve out some space for yourself to work. If you’re going to work from home, then enjoy it. Not only will you be happy with the situation, but you’ll be more productive and do your best work. It’s possible that your employer might be able to help you secure these items.

Oh, and P.S. One more thing you might want to try to include in your work from home setup: something fun. It doesn’t need to be big or expensive. Maybe it’s a trinket from your desk in the workplace. Or a memento from a family vacation. Or a picture. When you’re having a tough day, looking at that little something will make you smile. Trust me on this one.

Image captured by Sharlyn Lauby while exploring just off Duval Street in Key West, FL

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Some of you might be aware that I write training programs. And to design training, I use the ADDIE model. It was developed by Florida State University decades ago as a way to design training for the military. ADDIE is an acronym that stands for Assessment, Design, Development, Implementation, and Evaluation.

There are other instructional design models out there. Michael Allen authored a book titled, “Leaving ADDIE for SAM”, which talks about the ADDIE model of instructional design and proposes a transition to a new model called SAM, which stands for Successive Approximation Model.

Allen’s book contends that ADDIE wasn’t really a great model for instructional design in the first place. With relatively recent trends such as social and informal learning, ADDIE isn’t keeping pace with today’s business demands. His book outlines a new model, SAM, which considers the changing face of learning and business.

Honestly, the jury is still out for me whether I’d “leave ADDIE for SAM” but I did find the book an interesting read. It offered a challenge that merits discussion.

When does a model or theory become obsolete?

I think conventional wisdom tends to suggest that, once a model or theory reaches a certain status, then that’s it. We don’t challenge its application or place in the business world. As fast as today’s world works, I’m not sure if that’s true anymore. Granted, it might take a lot of convincing that an established model or theory isn’t relevant anymore. Or that a particular model needs updating. But I believe we need to get ready for an era of change where classic models and theories are concerned.

This doesn’t mean that learning classic theory shouldn’t happen. Being able to explain the evolution of change when it comes to theories and models is incredibly important. It demonstrates a depth of knowledge about the subject matter.

It also doesn’t mean that the older models and theories were bad or wrong. Older models served a purpose. They taught us things and provided a basis for discussion and discovery.

As we look at the new innovations of our time, I can see moments where we will be forced to challenge conventional models. It will be our responsibility to listen to argument, test the new model and realize the results for ourselves.

In thinking about instructional design, is the ADDIE model passé? I don’t know. Frankly, it works for me. But I need to be open to the idea that someday, I might have to start using a different better model.

P.S. I’m very excited to be facilitating a virtual seminar for the Society for Human Resource Management (SHRM) on L&D: Developing Organizational Talent. We’ll be talking about how to design learning initiatives. Details about the learning objectives can be found on the SHRM website. I hope you can join us.

Image captured by Sharlyn Lauby while exploring the streets of Gainesville, FL

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Many organizations use contractors and freelancers to get work done. According to the Freelancers Union, freelancers make up 35 percent of U.S. workers and earned close to $1 trillion dollars last year. It’s important for companies to properly manage a contingent workforce. Especially when they make a mistake. Today’s reader note shares a freelancer’s situation:

Earlier this month, I got a contracting gig with a respected organization. It’s a good assignment in the low $100’s. In my excitement, I sent a note to a friend, who also happens to work for the company. The language in the note was ‘locker room’. It was a stupid mistake.

I was called into HR last week, and now I’m wondering what’s happening. I owned up to it and was upfront about everything. I’ve also been letting the HR rep know about my efforts to attain additional work assignments. I don’t want the company to think I’m not doing anything but sitting around sending bad emails. I don’t know what’s going to happen, and have no idea as to the precedent.

Apart from being upfront about everything and working hard, what else can I possibly do? Thank you.

I asked our friends at Foley & Lardner LLP if they could help us understand more about managing contractors and freelancers. Larry Perlman is senior counsel with the firm. He advises clients on a wide array of personnel-related matters including employee discipline, wage and hour, and disability accommodation.

Also, please remember that Larry has a regular full-time job as a lawyer and he’s doing this to give back to the profession. His comments should not be construed as legal advice or as pertaining to any specific factual situations. If you have detailed questions, you should address them directly with your friendly neighborhood labor and employment attorney.

We don’t know what “locker room” means in this situation. But it might be logical to think it falls under the company’s code of conduct. What’s a “code of conduct” policy and why should organizations consider having one?

[Perlman] A code of conduct gives an employer an opportunity to lay out its expectations for employee behavior. For example, such policies may address issues like:

• Professionalism,
• Ethical and legal obligations,
• Harassment,
• Treating each other with respect in the workplace, and similar concerns.

Having such policies in writing helps an employer set workforce expectations, and it’s always optimal to be able to point to a written policy when disciplining an employee for violation of a particular rule.

However, as with other workplace policies, it is not enough to just have a neat-looking written document. Organizations must be prepared to enforce their policies in a consistent, non-discriminatory manner. 

Let’s talk about the contracting aspect of this situation. Are organizations obligated to hold freelancers/contractors/consultants to the same code of conduct standards as regular employees? Why or why not?

[Perlman] Employers must be careful when dealing with independent contractors. If an employer exercises too much control over the working conditions of a contractor (or a contractor’s employees) that contractor may end up being deemed an employee under wage and hour, tax, and other laws.

For that reason, when dealing with bona fide independent contractors, employers should be cautious in applying employee work rules to those individuals. However, that doesn’t mean that you can’t hold contractors to certain requirements. For example, you can (and should) ensure that your employees, clients and visitors are not subject to harassment by a contractor. 

Does it make sense for contractors to have their own personal “codes of conduct”? And is this something they could possibly share with clients? 

[Perlman] Absolutely. In fact, employers may require that contractors (and contractors’ employees) adhere to certain standards. 

If an organization holds contingent workers to the same standard as regular employees, when should contractors find out about those rules and policies?

[Perlman] Organizations should be cautious in applying identical policies to their employees and contractors. Policies applying to contractors should be discussed at the time of contracting.

As a best practice, any particular conduct requirements should be referred to in the contractor’s written agreement. One of the mistakes I see companies make is handing an “employee handbook” to someone they’ve classified as an “independent contractor”. For what should be obvious reasons, that is not a good thing to do.

Hypothetical situation: A contractor violates the company’s code of conduct. Are they subject to the same consequences as a regular employee? Why or why not? 

[Perlman] When dealing with independent contractors, companies shouldn’t “discipline” them the same way they would an employee. Instead, the remedy for an independent contractor not complying with company expectations is to terminate – or consider terminating – the contract. 

In this scenario, the contractor has spoken to HR. If a contractor has questions about the status of their contract, who should they talk with – HR or the department that’s using their services? 

[Perlman] Each organization’s division of responsibility differs, so it is difficult to make generalizations regarding ‘who’ to contact in a particular situation.

That said, as a rule of thumb, if a contractor has questions regarding the status and terms of their contract, they should raise those issues with the appropriate business people for whom they are providing services. If the contractor has questions or concerns regarding one of the organization’s employees, he/she may consider going to human resources.

My thanks to Larry for sharing his knowledge with us. If you want to stay on top of labor and employment law issues, be sure to sign up for Foley & Lardner’s electronic newsletter or follow one of their blogs.

As more organizations look to contractors and freelancers to help them accomplish their goals, it’s necessary to understand the legalities. Not just having a written agreement. Managing contractors is different and managers need to learn how to manage a freelancer.

Image captured by Sharlyn Lauby on the streets of Fort Lauderdale, FL

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