Management Retreat

HR Balance LLC is conducting it's first destination retreat.  At the Swinomish Casino and Lodge in Anacortes, Washington, this Management Retreat is designed for managers and supervisors working in Native Country - whether Native or non-Native. 

Whether you are new to the job or have been on the job for years, being a Manager/Supervisor takes a unique set of skills to manage people.  This is especially true in Indian Country, where you are often dealing with clashing cultures, family members, and continually changing circumstances.

This two-day retreat covers three major management/supervisory areas:  Assertiveness Communication, Conflict Resolution, and Dealing with Difficult Employees. 

For more details on this valuable retreat, visit the website.  It is loaded with information to show why you should be reserving your space at this event today!

 

And if you're looking to stay at the venue location, the Swinomish Casino and Lodge provides the perfect, relaxing getaway.  So, now is your chance to book a room.  Don’t hesitate to book your room today.  We have a limited number of rooms available for the special $89 per night price.  Please review the registration packet on our website for details on how you can book your room at the special, discounted price.

Sexual Harassment in the Workplace

One of the necessary evils of being an employer and having employees is dealing with sexual harassment. I know plenty of employers who believe it would never happen in their workplace and/or there was no need to worry about such things, only to be proven wrong in very big, messy ways.

Clearly written sexual harassment policies and procedures help. The policy not only lets the employee know what is not acceptable behavior but it lets the employee know what the consequences are for participating in that unacceptable behavior. Procedures are great because they concisely (hopefully) tell employees what the steps are for addressing the offending behavior. It gives the help (and hope). However, sexual harassment policies and procedures are not enough.

In today’s world, a sexual harassment case can easily escalate into a lawsuit and employers – whether they want to or not – must prepare themselves for such a possibility. And while a sexual harassment policy and procedure will help in the due diligence arena, the courts have repeatedly stated employers need to take it a step further and implement sexual harassment training.

Sexual harassment training allows the employer to take the information they have in the policy and procedures and make sure employees and supervisors/managers understand and implement what is in writing. It provides a layer of protection for the employer, employee, and workplace that would otherwise create vulnerabilities.

So, if you do not have a written sexual harassment policy and procedures – get busy. It doesn’t matter how small of an employer you are, you still risk it all if you don’t have the proper policy and procedure in place. And if you really want to put the cherry on top, begin the process of training employees and supervisors/managers on those policies and procedures. Otherwise, your vulnerabilities still exist.

Conflict Resolution for Native Women and Women Working in the Native Community

Kay Knott and Jack McCallum are presenting another workshop, on March 24, specifically geared toward Native Women and women working in the Native communities.  This workshop is on conflict resolutions skills - addressing not only the difficult task of resolving conflicts but also how gender and culture influence our ability to problem solve and move forward.

Details of the workshop include:
Cost:  $150
Date:  March 24, 2011
Time:  9 a.m. to 4 p.m.
Location:  17456 Pioneer Parkway - LaConner, Washington

It still isn't too late to register for the workshop.  To find out more details, simply head to the page specifically dedicated to this workshop:  http://www.hrbalance.com/conflictresolution.htm.

We hope to see you there!

Samples Social Media Policies for Employers

Social media is becoming an increasingly prevalent aspect in people's lives - regardless if it is their personal life or professional life.  And, let's face it... In more cases than not, those lines between personal and professional have been blurred.  Employers need to ensure they have the appropriate policies in place to limit potential vulnerabilities presented by social media.  Here is a list of sample social media policies...

• Electronic Frontier Foundation How to Blog Safely about Work:  http://www.eff.org/wp/blog-safely
• Canadian Broadcasting Corporation:  http://www.insidethecbc.com/bloggingrules
• Harvard Law School Blogs Terms of Use:  http://blogs.law.harvard.edu/terms-of-use/
• Sun Guidelines on Public Discourse:  http://www.sun.com/communities/guidelines.jsp or http://www.sun.com/aboutsun/media/blogs/BloggingGuidelines.pdf
• GM Motors Blogging Policies:  http://fastlane.gmblogs.com/about.html
• Media companies: For Journalists entering into public debate:  http://rhetorica.net/policy.htm
• IOC Olympic Athletes Blogging Policy:  http://multimedia.olympic.org/pdf/en_report_1296.pdf (PDF)
• BBC Staff Editorial Guidelines Personal use of Social Networking and other third party websites:  http://www.bbc.co.uk/guidelines/editorialguidelines/advice/personalweb/blogging.shtml
• Cisco’s Internet Postings Policy:  http://blogs.cisco.com/news/comments/ciscos_internet_postings_policy/
• IBM’s Social Computing Guidelines:  http://www.ibm.com/blogs/zz/en/guidelines.html
• Dell’s Online Communication Policy:  http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=corp&~section=019
• Yahoo’s Personal Blog Guidelines for staff:  http://jeremy.zawodny.com/yahoo/yahoo-blog-guidelines.pdf
• Intel Social Media Guidelines:  http://www.intel.com/sites/sitewide/en_US/social-media.htm
• Greteman Group Blog Social Media Policy:  http://gretemangroup.com/blog/index.php/2009/01/social-media-policy/
• United States Airforce “new media and the airforce”:  http://www.af.mil/shared/media/document/AFD-090406-036.pdf (pdf file)
• US Navy very formal PDF:  http://www.doncio.navy.mil/PolicyView.aspx?ID=789
• DePaul University: http://brandresources.depaul.edu/vendor_guidelines/g_socialmedia.aspx
• Hewlett Packard Blogging Code of Conduct:  http://www.hp.com/hpinfo/blogs/codeofconduct.html
• Chartered Institute of Public Relations Social Media Guidelines:  http://www.cipr.co.uk/socialmedia/
• Hill and Knowlton’s Public Relations Pledge for Bloggers:  http://armadgeddon.blogspot.com/2007/09/h-pledge-for-bloggers.html
• Feedster’s Corporate Blogging Policy:  http://feedster.blogs.com/corporate/2005/03/corporate_blogg.html
• UK Public Service I Am A Civil Servant:  http://www.civilservice.gov.uk/about/work/codes/participation-online.aspx
• Gartner’s PUBLIC WEB PARTICIPATION GUIDELINEShttp://blogs.gartner.com/gartner-public-web-participation-guidelines/.
• Thomas Nelson Blogging Policy:   http://michaelhyatt.blogs.com/workingsmart/2005/03/corporate_blogg_1.html
• Plaxo’s Communication (Blogging) Policies:  http://blog.plaxoed.com/2005/03/29/plaxos-communication-policy/
• About.com generic ones:  http://humanresources.about.com/od/policysamplesb/a/blogging_policy.htm
• LiveWorld Social Media Content Guidelines:  http://socialvoice.liveworld.com/blog-entry/Bryan-Persons-Blog/Creating-Social-Media/1100000608
• The Blogging Church:  http://www.leaveitbehind.com/home/2005/04/fellowship_chur.html
• Walker Art New Media Initiatives wiki:  ttp://newmedia.walkerart.org/nmiwiki/pmwiki.php/Main/WalkerBlogGuidelines
• Telstra 3Rs GuardRail:  http://www.nowwearetalking.com.au/library/pdf/news/social-media-company-policy_final_150409.pdf
• Australian Public Service (Gov) protocols for online media participation:http://www.apsc.gov.au/circulars/circular088.htm
• New Zealand Government Principles for interaction with Social Media:  http://www.ssc.govt.nz/display/document.asp?DocID=7160
• ParticipatoNZ wiki:   http://www.e.govt.nz/policy/participation/guide-to-online-participation.html

7 digital mistakes to avoid in 2011

We've all done it... In this age of technology, we've all stepped over that line and made a digital mistake that we almost instantly regret.  In this article, you'll read about seven (7) that are key ones to avoid in 2011.

The Art of Saying "Thank You" | Bellingham HR Consultant

Many take saying "Thank You" for granted, especially Management and Leadership. Here are some tips when it comes to telling your employees "Thank You."  I'm not talking "Thank You" as a form of politeness or courtesy.  I am talking "Thank You" for doing a good job... The ol' pat-on-the-back.

• Don't say it too frequently; otherwise, it begins to sound disingenuous.  However, not saying it enough can lead to resentment and disloyalty.  Say it when an employee has done big projects or special projects.  Making a big deal out of their daily responsibilities leads to that frequency that can get you into trouble.
• Make it personal.  Instead of making a big show of it, send a personal note.  A handwritten note sent to the employee's home address is a formal yet intimate way of letting the employee know they did something good.  It will not only be appreciated by the employee, but you'll soon discover they are talking about the note (maybe even showing the note) to their colleagues in a positive context.
• When handing out those kudos, do it in a way that the employee appreciates.  Some employees are motivated by public displays, while other employees prefer a quiet show of appreciation.  Find out which your employees are motivated by and follow through with the individual.  If you try the blanket approach to those kudos, you'll find the employees who thrive in the spotlight will wilt and second guess themselves if they receive a quiet "atta boy!" while those who prefer the quiet approach will feel embarrassed, if not humiliated, by public displays.
• When you're on the receiving end of a "Thank you," make sure you pass that sentiment out to those who work for you.  What sets a successful, effective Manager/Leader off from the pack is their willingness to share the glory and take all the blame.

By following these simple guidelines to express your appreciation, you'll go a long way in not only endearing yourself to your staff, but also increasing the likelihood of repeat performances.

Leadership Myths | Bellingham HR Consultant

There are many myths out there when it comes to leadership and management.  Unfortunately, these myths are often taken as fact - leading people and organizations toward unnecessary waste in energy, money, and ideas.  Here are a few myths to take note of:

• Leaders and Managers are the same... No, they are not the same.  Leaders are about the people.  They influence others into change, action, and results.  Managers, however, are about the tasks.  They're focus is on the end result - achieving goals through authority and discipline.  Often times I see organizations automatically label their managers as "leaders," when - in fact - they are not.  Leaders and managers have two very unique skill sets, and while it is very possible for an individual to be both a leader and a manager - it shouldn't be an assumption they are a leader simply because they are a manager and vise versa.
• Leaders are good managers... Leaders are strong innovators and strategists, but do not necessarily have the know-how to implement their innovations and/or strategies.  Often times, leaders have a focus that is so global, they do not necessarily have the linear thinking necessary to accomplish tasks.
• Leaders are born – not made... While studies on children are showing increasing evidence that leadership skills can present themselves at a very young age, the truth is leadership skills can be made.  Just because an individual doesn't present the necessarily skills and qualities of a leader today, it doesn't mean they cannot present those skills and qualities tomorrow. 

If you want your managers to be leaders and your leaders to be managers, it is important to ensure the appropriate skill sets are in place.  This requires time, energy, focus, and support.  Remember, those managers with leadership skills will not only meet your organizational goals, but they will have the vision to bring their people (and therefore the organization) toward greater successes.