Why I’m so process driven (and you should be too!)

I am a very detailed person, I like to ask questions to ensure that I’m giving the appropriate advice and guidance. I also don’t like not delivering, so the more I know, the more I can be certain of success.

When I started my business, the lack of tangible data scared me, sure I’d done my market research and had a few ‘unofficial’ clients but this was different.

So I put processes and timelines in place for the things that I needed to get done and made sure I was capturing and analysing data, so I’d know what was and was not successful.

Once I’d got established and could see how the business was scaling and growing. The processes meant that I didn’t forget the things that I needed to do, when I got busy. 

It also meant when I needed to hand things over in an emergency, I didn’t need to download my brain as it was already detailed.

Often as entrepreneurs we hold all the cards close to our chest (and in our mental notebook!). This makes it harder to handover work when we reach critical mass. Also, keeping employee and client details in your head is dangerous from a compliance and legislative point of view. Often I have clients that end up spending money to fix an employee issues because they have not documented that they have followed a process.

I keep two journals a business and personal one. They keep my notes, thoughts, ideas and aspirations. Then they become my outcomes, milestones and plans.

Having a process will free you up both mentally and time wise.

Implement a little process in your life and you soon see the benefits.

If you need help with your HR process and planning, contact us for a FREE 30 consultation call here.

The 80/20 Rule

When I started in my first full time HR role, my manager told me that she used to work for a large retailer and learnt to never plan for more than 20% of her day, as emergencies always cropped up!

She told me this as I was an enthusiastic, diligent and hardworking newbie, fresh to the game and so was often first to arrive and last to leave, always trying to tick off everything on my ‘to do’ list! She pulled me aside and told me I wasn’t going to win any prizes working in that way and that advice has served me well.

It was my first lesson on the necessary division of proactive and reactive HR work (even more so when supporting multiple clients). I’ve learnt that if my 20% of proactive work is well planned, it helps make the 80% of reactive drama so much easier to deal with. So if the process and data, is set up in the proactive time, as well as the training of managers in the right behaviours, then when the crazy 80% hits, it’s not too hellish because the system is already there to follow.

This is the reason why at Eden Mayers HR we are so passionate about education, working with our retained clients not just to fix the outstanding issues, but to prevent the unforeseen ones.

As we end the year there are lots of HR related loose ends that need addressing so that you can move into 2018 in the best possible shape, lets us help you with your getting your 80% sorted, use our HR SOS service – to give you the answer to your HR problem or question, before it becomes a stickier problem in the new year, You can find more details here.

Learning to Love Resignation

My clients are often hugely proud of their high retention rates and low turnover. They see it as a badge of honor and take it personally when one of their work 'family' resigns.

I always find it interesting as my clients entrepreneurs who all had successful careers where they honed their skills before they started their own enterprises, and it took a considerable amount of bravery for them to leave a secure job and branch out on their own.

It got me thinking about the way that organisations deal with resignations from effective productive employees and how a resignation from an awesome member of your team can be seen as a positive thing:

Development Opportunities –

Increasingly organisations have flatter structures and so less of a career path for employees, so a resignation means you can provide employees with an opportunity to develop within the organisation, rather than outside of it.

Innovation –

A resignation is an opportunity for you to review that person’s role, amend job descriptions and add additional skills that you may need in a changing marketplace.

Fresh Blood –

New employees come with new ideas and viewpoints, which is always useful in keeping your business fresh and relevant.

Identifying Single Points of Failure –

If an employee’s resignation means a vital task within your organisation will not get done, and no one else has the skills, knowledge or qualifications to carry them out, you have a problem and that needs to be addressed.

New Business Opportunities –

An ex-employee could become or bring you your next significant customer. Remember people buy people, often people use their network when they are looking for services or products.

Alumni Hiring –

Employees do return, sometimes as contractors rather than employees, but you do get someone who knows your business, has great skills and can hit the ground running on a project or piece of work.

If you’d like some support with talent management and succession planning for your organisation, get in touch here.

How many version of the truth are there?

One of the joys that I get from working with entrepreneurs and small businesses is that we get to be a part of their organisation. Often their lean organisational structures mean that we get involved in second or final stages of grievance or disciplinary hearings as part of the process.

One client of mine contacted me when they received a report from a whistle-blower (Def: a person who informs on a person or organisation regarded as engaging in an unlawful or immoral activity – Oxford Dictionary). The nature of the accusation was very serious as it related to safeguarding (Def: To safeguard something or someone means to protect them from being harmed, lost, or badly treated – Collins Dictionary) and as the founder and director would need to hear the case and some of their direct reports were potential witnesses, we agreed to come in and investigate the case.

We had to speak with 12 different parties who were a combination of colleagues, managers and client of the accused individual, as well as keep the individual (who was suspended on full pay) updated with our progress.

We received differing versions of the same incident and other concerns were brought to light. To get to the bottom of things some witnesses were spoken with on three separate occasions.

In the final report we recommended that the individual involved be removed from the location that they were working in as their professionalism with those particular types of clients was in question and the individual admitted to not enjoying working with that client group. Subsequently the individual resigned and started a new vocation.

This was a complicated case, I wanted share some learnings that will help you when you have a case to investigate:

• Act as soon as possible – memory fade and the ability of individuals to conspire increases over time.
• Understand the policy you are working with – make sure you are clear on the process you are following and your obligations as a manager.
• No such things as too much communication – Keep updating those involved.
• Seek help – If you aren’t sure ask for help.
• Remain objective - do not make assumptions based on your previous experiences.
• Gather all the evidence – don’t disregard the small details.
• Be detailed in your recommendations – see it as preparation for an appeal of the outcome.

Bear these tips in mind and your investigations will be successful. For details of how we can support you, click here.