Survive HR

This week on Survive HR we talk about stress with our good friend and psychotherapist, Leah Marone. 

Leah gives us her 4 S's of structure to have LESS stress.

We can't promise that all of your stress will go away, but at least this may help! We know it has helped us!

This is a really good question and the answer is, that it depends.  We certainly feel HR can be an unhealthy profession.  All HR professionals want to serve others and their differing positions or needs.  Typically, HR is put in the position of not being able to make everyone happy, which results in constant conflict much of the time.  The HR professional always seems to have a daily, unexpected crisis to deal with as nothing ever goes as planned. Steve notes that he was never able to get a big project, requiring dedicated time done in the office, and found himself doing those projects at home on weekends. Kelly has struggled to find the right balance of having her bucket full, but not overflowing.

Many jobs are stressful, but none more than HR, especially the past 18 months. Always remember these things:

Let’s face it, there is going to be stress in our lives.  We can’t control all the things that happen at work or in life, however, we can control how we respond and our attitude towards it.  Thanks for listening to Survive HR!

Join Kelly and Steve on this week's podcast as they discuss recruiting and finding the right fit for your organization. 

Every organization is looking for talent and every hiring manager wants the “perfect” fit. Many hiring managers have a “wish list” of competencies and experience they want the candidate to have, but the truth is, the “wish list” is often different from the true needs for the position and results in over hiring. Over hiring results in the new hire becoming quickly disengaged from their work, creating disenchantment and turnover.  All good HR professionals should take on the responsibility of really understanding what is minimally necessary to perform the position adequately, determining and advocating for position descriptions that truly fit the needs of the organization.

Join Kelly and Steve this week as they discuss turnover with #1 Best Selling Author, of the “Quit Alternative”, Ben Fanning.

Turnover is rapidly increasing, primarily because job-hopping is rewarded. On average, employees receive an 18-20% pay increase by changing jobs and only 3%, on average, as an annual salary adjustment with current their employers. There is also a growing negativity towards organizational loyalty, due in large part to employer layoffs, or downsizing, at the slightest hint of a bad economic quarter ahead.

Turnover costs can be very high and according to Ben consist of four buckets:

1) Rehiring and training

2) Lost productivity (average time to fill is 68.5 days)

3) Increased base salary rate

4) Ramp up period

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SHRM reported that in April 2021, 4 million employees (2.7% of workers in America) quit their jobs and that the US is seeing record turnover. 25% of employees plan to leave their job in 2021, according to SHRM. According to SHRM, 36% of those changing jobs are doing so for better compensation.

The war for talent is real and almost every employer in the country is desperate to find and keep qualified and competent employees. Ghosting is common and many recruiters are scheduling twice as many candidates for in person interviews, in an effort to have a full slate of candidates.

This week, Kelly and Steve discuss counter offers and the pros and cons of such a practice. Kelly makes an excellent point that, in her opinion, a salary offer should be non-negotiable, to establish credibility as an employer. This requires organizations to have a well thought out, researched, structured and constantly updated compensation plan. Otherwise, that firm, non-negotiable offer will not be competitive and you risk losing the candidate. When an organization makes counter offers to new hires, or to retain employees who submit their resignations, they should do so judiciously, since it could be training potential and current employees that this is the organizations standard operating procedure.

Sponsored by our friends at Haynsworth Sinkler Boyd

Join Kelly Scheib, Steve Nail and their friends Perry and Chris at Haynsworth Sinkler Boyd as they discuss the laws surrounding marijuana in the workplace and the biggest question of all - to test or not to test? 

Join Kelly and Steve on this week's podcast as they discuss the most creative ways to recruit and retain top talent. 

Sponsored by Haynsworth Sinkler Boyd

Join Kelly and Steve as they discuss how top executives see the HR function and a new (& improved) mask with their friends, Ron Newbold and Richard Hartnett. 

Newbold has a passion for the professional development of others, creating great cultures, and employing his strategic planning process for business growth in which all stakeholders benefit. A 30+ year veteran of the lighting industry, he has the broad-based, hands on experience from shipping/receiving to having held executive positions at Hubbell Lighting and President of LSI Lighting. He now leverages this experience for his clients through his consulting business, Epitome Services, LLC. Since his time in the lighting industry, he has successfully taken his proven processes to clients in manufacturing, construction, biosecurity, hospitality, and private equity. Ron also holds 9 patents in lighting and has multiple publications, including research in the Consulting Psychology Journal on behavioral safety. He holds a bachelor’s degree from Indiana University and a Masters of Science in Management from Indiana Wesleyan University.

Hartnett brings over 30 years of experience in the Hospitality and Vacation Ownership industry with extensive background in sales, marketing, operations and finance. He has been responsible for Vacation Ownership sales revenue exceeding $1B during his career. Currently, Hartnett is the managing partner of Isla Verde Group, in Puerto Rico. IVG is the operating entity that operates and manages the ESJ Azul, ESJ Verde and ESJ Noir. Azul is a 450 room, mixed use ocean front resort, Verde is a new purpose built 105 room vacation ownership project under construction and Noir is a 100 room oceanfront project slated to start construction later in 2017. At completion IVG will have over 650 rooms under its control. Prior to IVG, Hartness served as CEO, board member and shareholder in Festiva Hospitality Group and Zealandia Holdings, one of the largest, privately held Vacation Ownership organizations in the US and Caribbean. As one of the first shareholders of Festiva, he was instrumental in developing and executing the strategy that took the company from 300 members and annual revenue of $300,000 in 1999 to over 100,000 members, 28 resorts, 12 sailing catamarans and annual revenues of over $100M in 2015.

Please join us this week as we navigate the ever changing CDC guidance!!!

Podcast Hosts: Steve Nail and Kelly Scheib

Standout Quotes:

"Burnout has a cost" - [Kelly]

"We have leaned our organization out so much that... It's almost like burnout is almost inevitable to a certain degree" - [Steve]

"Burnout is real, we should take inventory personally on whether or not we're experiencing it" - [Kelly]

"Create a mentorship program; like how often is burnout associated with your inability to talk to someone about how you're feeling?" - [Kelly]

Key Takeaways:

§ To combat burnout, LinkedIn gave all their employees a week off with pay. Kelly shares that as good as it sounds, it may not be the solution to job burnout, and extending the time won't help if they just go back to the rat race.

§ Steve highlights that in France, the whole month of August is taken on vacation, and he personally struggles with just having a week to rest.

§ Professions most at risk of burnout include Emergency Response workers, Lawyers, Sales employees, Social workers, Teachers, Accountants, Bartenders, and Managers. Notably, the majority of these professions involve dealing with people.

§ The cost of Burnout: 63% of people who are burned out are more likely to take a sick day. People who are burned out are 2.6 times more likely to be seeking a different job. 13% of them have lower confidence and performance. 23% of them are more likely to visit the emergency room.

§ From research, a major cause of burnout includes unfair treatment at work. Another is a lack of role clarity where the workers are performing many different duties without knowing which ones truly fall within their job description.

§ Poor communication and support from managers, as well as lack of social support also play a role in causing burnout.

§ How to identify burnout: Have you become cynical or critical at work? Do you drag yourself to work and have trouble getting started? Are you more irritable to coworkers or family? Do you have a lack of energy? Do you find it extremely hard to concentrate?

§ Steve shares that he tends to experience burnout usually when he senses a lack of control of work-related events or issues.

§ Managers need to be alert to the signs of burnout, so they can take steps when necessary. This includes giving time off, encouragement, rearranging work, easing workload, changing schedules, e. t. c

§ Creating a mentorship program is a key strategy to eliminate job burnout, this is because burnout is often associated with an inability to talk to someone about how you're feeling. Kelly shares that this should be the topic of the next episode.

Episode Timeline:

[00:20] The focus of today's discussion is "Burnout at work".

[04:14] Kelly highlights professions noted to be most at risk of burnout.

[08:23] The Cost of Job Burnout

[12:27] Discussing the major causes of Job Burnout.

[14:48] Questions to ask yourself if you think you're experiencing job burnout.

[21:46] How do you deal with job burnout?

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You can find us at: survivehr.com, and listen to us on all major podcast carriers