I've been with my org. almost a yr and I have an opening on my team due to a resignation. When I started w/ the co. I was told on my fist day that the account clerk wasn't happy in the position and was looking for a new job. I met w/ her to better understand why she wasn't happy and to see what I could do to make things better. I soon discovered that my co. was very dysfunctional and the culture here is hostile.
I've spoken w my boss about ways to improve the functionality of the dept and some of the hostility I've experienced, and how we can improve things, but he's not interested in changing anything (and that's me putting it nicely because his response was filled w profanity and yelling). I've also spoken w/ HR about the position because it is low paying and has limited responsibilities so I wanted to restructure the position to give it more duties and to increase the pay. I also spoke w/ HR about the hostile culture. The response from HR was to increase the duties, but the pay would remain the same. They acknowledge the hostile environment and have gotten complaints from others, but no further resolution.
So I have a bit of a dilemma because I need to fill the vacancy, but I don't want someone to be blind sided coming into this org. because it is very hostile here. I have a decent rapport w my team, but may of them are burned out because they've been w/ the org for yrs and when it comes to dealing w/ other depts., ppl are down right rude and belittling. I've also learned that there's been high turn over in my position (which wasn't the answer I was given in the interview when I asked about the vacancy), high turn over in the accountant position, and high turn over in the account clerk position. In the past 5 yrs., the org. has had 4 ppl in the account clerk position. So my concern is, how do I hire a good candidate for a low paying position, and how can I be honest in the interview about the corp culture because it is a factor that someone should know upfront.
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I'm going to go a little differently on this.
While I appreciate the employee's personal challenges, you both have roles that need to be performed for the company. I actually am sensing some manipulation by the employee and you stepped straight into it. If she is messaging you on Facebook, that means that you probably added her as a personal friend. It sounds like potential manipulation lured you into blurring boundaries that could set you up for a challenging situation down the road particularly if her performance is not up to par. It is possible to be an empathetic leader while also maintaining appropriate workplace boundaries. Many people today are going through different types of struggles. The balance is in finding humanity while also having realistic expectations of them to perform their role and being clear on the boundaries. It's fantastic the employee is in therapy but therapy is not something to be weaponized for poor performance. Incredibly, there's nothing in this long post about how this employee is actually performing their job. I think more of your time should be spent on helping her achieve career goals versus getting into her personal situation about which you only hear one side. I found that it's best to maintain professional boundaries especially with someone who reports to you. If you decide to be friends after one of you leaves the job, that's completely fine. But while you're on the job, situations like this are fraught with landmines.
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When implementing a rewards and recognition program is it better to implement rewards and recognition based on individual or team performance or a combination of the two?
What types of rewards and recognition have you found to be most effective for increasing employee engagement and commitment to the organisation?
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What is going on with this forum?!
Some of the posters are so nice and supportive…and others just want to tear women down! It’s so incredibly sad. I keep reading things and wonder if the person would respond the same way if they were speaking in-person. Maybe keep scrolling if you can’t be civil and constructive?
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Seeking opinions about group interviews...
I had a virtual group interview this week. It was one interviewer and about 10 candidates. The job seekers were asked one question and each was asked to answer it one after another with no discourse in between.
I didn't feel that any candidates really stood out or made a significantly better impression than any others. (Except possibly me. I went last and was from a vastly different background than the other candidates-- and not in a great way.)
As a person who was been responsible for the hiring process at organizations in the past, I don't see how this was a valuable step for any of the parties. It seemed that the company just wanted to see everyone and appeared that it could be used in a discriminatory way.
I would be interested to hearing other's experiences with and opinions about group interviews.
At this point, I'm not sure I will accept any future interviews in this format.
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No signed Purchase Order for 2024 from a client for which I do subcontracting work yet – 1099 here
I posted before on this Forum " No ticky – no shirty" –I had an issue where the Purchase Order for a large client in 2023 for the firm for which I provide consulting services was delayed - which meant the firm could not submit an invoice to the client for me to get paid (Purchase Order # has to be included on the invoice) . 4 month delay in getting paid for consulting performed for which we did not have the PO.The PO is for the entire year and we chip away at it as we do consulting work.
To cover myself for 2024, I prepared a letter stating that I will provide consulting services to xxx for which a purchase order is required for xxx when a signed Purchase Order is received. The owner of the firm signed the letter (I think to placate me ). And in recent conversations I have stated, I cannot provide free work. I also suggested if she doesn’t get a signed PO, that her company pays me for the work performed.Here is where we are at: One hand doesn’t know what the other is doing at this large client. Owner asked them about the signed PO is…. as of 12/9/2023, she does not have a signed PO.. the PO is in “the works”
Here’s the question: We are down to the wire here. I know we will get the signed PO.., the client knows our value. but when, who knows? .with the Holidays upon us. . If she doesn’t get a signed PO by Jan 1 2024, do you think I should state AGAIN, I cannot provide consulting work without a signed PO and suggest that her company pay me UNTIL she gets the signed PO. I do not want to be in the same financial situation as last year.
PS. One thing I didn’t mention to this group is 5 years ago… she transitioned me from W2 to 1099 (benefit for her company). She knows how valuable I am.. Funny thing is the universe was supporting me last week when I presented a report to this client and they responded “ Thank you, you are awesome”. Timing is everything, right?
Thank you as always for your input.
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What does RTO or Hybrid look like at your company?
I was recently talking to an old peer and she mentioned that someone that we used to work with has to go back into the office 3 days a week, but a badge swipe is all she needs. So she can go to a meeting in the building for an hour and then leave. So that has me thinking what does it look like at other companies. I'll go first, GM Financial 3 days in office for officers and 2 days in office for non officers. Some folks don't come in at all. Some will do a half day for their in office days and weirdos like me work a full 8 hours but come in late.