Bajan, Jamaican and Trini Work-Culture

An article covering the work my company (Framework Consulting) does in companies was printed in the Observer, and then picked up by blogger Dennis Jones, in Barbados.

I thought his response was interesting, and quite unexpected as it draws direct comparisons between Jamaican work culture, and the one he found in Barbados as an outsider. Some of what he says was echoed in the first CaribHRForum Conference Call held last Friday.

(A link to a full recording of the call was sent last Friday to the discussion group.)

Click here to access Dennis’ article: “Why Get All Worked Up When You Can Wuk Up?”:.

Also, the original article by Observer columnist Jean Lowrie-Chin can be found by clicking here: “Jamaicans Rebel… Trinis Crack Jokes.”

Would love to hear comments and reactions either in the discussion group, or here.

Francis
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Is HR Recession-Proof?

In this time of cutbacks and layoffs occurring globally, any HR professional worth their salt must have asked this question:  Am I recession-proof?  An online search may reveal that HR is not included in lists of recession proof jobs and careers.

If an organization reviewing its labor pool and determines that the human resource department is one that it doesn’t need, we as a profession are in big trouble.  Since we are the ones who are involved in decisions like these, we know what executives and managers look for when laying off persons.  Two words come immediately to mind – dead weight.  How is ‘dead weight’ defined?

•    Has a negative, complaining attitude
•    Is a non-performer
•    Watches the clock
•    Lacks company loyalty
•    Has low skill
•    Adds no value/replaceable

Let it not be said of the human resource professional that these are the characteristics that describe us.  Instead, we must show that we are adding value to the organization by making efficient, creative use of resources and budgets, planning relevant programs, preparing employees for change and transitions, and presenting balanced, objective strategies to support the business.  No job is safe in times like these, but we can safeguard our careers in HR by being exceptional, committed, and irreplaceable.

Simmone Bowe

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HR and Hurricane Preparedness

For many of us in the Caribbean, we dread the months of June through November that represent hurricane season.  We watch the tropical activity with bated breath, feeling guiltily relieved when the storm does not pass our way.  Unfortunately, it usually means it will directly impact one of our island neighbours.  While some seasons are thankfully uneventful, others can devastate lives, families, workplaces, and nations.

What is HR’s role in preparing for and recovering from the disaster of a hurricane?

1.    Assist with the preparation of a hurricane preparedness manual that should include what-to-do checklists, securing company facilities, property and information, damage assessments, emergency contact persons, addresses and phone numbers, and evacuation plans.
2.    Form a safety committee that would lead the preparation activities as outlined in the manual.  The committee should facilitate drills and evaluation of the safety and preparedness processes, create implementation teams and execute a communication strategy to the organization.
3.    Ensure that there are current phone records and emergency contact information for all employees so that they may be contacted after the emergency.
4.    Create emergency leave and assistance policies to help employees and their families who may have been injured or suffered material loss as a result of the hurricane.
5.    Provide counseling and support for employees and managers who may have been adversely affected by the hurricane.
6.    Recognize and celebrate the efforts of all to secure the workplace and celebrate the strength and commitment of the team.

Hurricanes are not the only disasters our Caribbean nations experience and HR should have contingency plans for all eventualities, especially as they relate to leave, pay, and support to the employees and managers of their organizations.  As the heart of any organization, HR must be ready, available and proactive in the event of any emergency.

Simmone Bowe

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Part Two: Can’t You See I’m Working!

SERIES ONE:   PRODUCTIVITY & THE BAHAMIAN WORKFORCE

At 10:00 a.m., Jennifer Williams, Account Manager, asked Jerry and Glenda to report to the conference room for a meeting.  The unit had a deadline to compile a report for the Managing Director the following day for the client account on which they were working.  Jerry and Glenda dash toward the conference room, complaining all the way.

“These people always put so much pressure on you with these deadlines, man,” grumbled Jerry.  “They don’t give you a chance to get in the door!”

“That’s the truth.  I barely got a chance to put my bag down and now there’s a meeting.  I didn’t even get a chance to finish my portion yet.  How can you finish anything when you’re in meetings all the time?”  Glenda commiserated.

As they entered the conference room, they each raised their defenses in preparation for the tongue lashing they were sure to get from Jennifer.  Sure enough, Jennifer was very annoyed that they had not made much progress in their work and said that she wanted to see each of them individually to assist them with meeting the required deadline.  Her conversation was quite the same for both.

“I know you are working toward the deadline, but I also notice that you spend a lot of time either on the phone, in idle conversations and on breaks.  While I don’t want the kind of work atmosphere that is always about work, it’s important that we recognize the importance of meeting these deadlines.  If I’ve set one, it means that someone has set one for me, and it’s because of a commitment made to our clients.  What can I do to help you meet the deadlines?  Are you having a challenge with your assignments?”  Jennifer queried.

“No,” is the abrupt response.

“Can I help you with anything?”  Jennifer persists.

“No,” is yet again the curt reply.

In short, both employees are angry about being confronted about their productivity issues and feel that they are being picked on and are unappreciated.  In Part One, we were introduced to Jerry and Glenda, who reported to work but clearly demonstrated that they were not working.  What follows is what many managers in The Bahamas experience:  the challenge of managing productivity.

The Challenges
1.    Anger and Resentment
Employees may feel angry or resentful about being confronted about productivity issues. Like Jerry and Glenda, employees feel if they are ‘at work’, then they are working and do not understand the difference.  They may express this anger in various ways:
•    Passive Aggressive Behavior
Defined as a learned behavior from childhood borne of controlling parents or authority figures, persons that exhibit passive aggressive behavior do not openly express dissatisfaction because they feel they will lose approval; however, they hide their negative emotions in behaviors that indicate that something is wrong.  Passive aggressive behavior is expressed through sarcasm, procrastination, poor performance, missing deadlines, losing documents, absenteeism and lateness at critical times or other forms of sabotage like damaging equipment, computer systems, and even the personal assets of managers.  Their attitude quietly says, “I’ll show you!”
•    Aggression, Abuse, and Violence
The other extreme of passive aggressive behavior is aggression.  This person is not afraid to push back with open, hostile confrontation, criticism, name calling, shouting, cursing, and even physical violence.  This behavior still indicates feelings of inadequacy and low self esteem and this learned behavior is a defense mechanism used to have people keep their distance and in essence, not inflict hurt or pain on the abuser.
•    Withdrawal and Low Morale
Another way of dealing with confrontation and constructive criticism is to withdraw completely, losing interest in their work and in the company on the whole.  They will withdraw their support and commitment to the manager and team, feeling unappreciated and targeted.
•    Decreased Productivity
The one result of challenging the lack of productivity can yield the same result: reduced productivity.  Again, a form of withdrawal and passive aggressive behavior, the worker may feel if the manager has a problem with his or her work, so by working even less, in his or her mind, means why do any more if what is done does not satisfy?
•    Feelings of Inadequacy
At the root of many of these feelings and behaviors can be inadequacy and low self esteem.  Criticism is taken as a personal attack, an expression of disapproval and lack of acceptance.  At the core, these feelings translate the manager-employee conversation about performance and productivity as, “You don’t appreciate what I do.  No matter how hard I try, I can’t please you so why do I even try?  You don’t understand me.  I can tell that you don’t care about me at all and what I’m going through.  I’m doing my best.”  You will note that this language is all inwardly focused, more about the self and the relationship with the manager rather than the work and the performance levels – the real issue at hand.

How can managers deal with these challenges effectively?
The Strategies
1.    Open Communication
Try as much as possible to cultivate a working relationship of open, honest communication that is based on a relationship of mutual trust.  Good communication on both parts will help both manager and employee to understand each other, share feelings, and clarify and confront issues.
2.    Clear Goals and Expectations
Knowing why the work and deadline are necessary and what the performance expectations are help employees to perform at required levels.  Making sure that there is real understanding about tasks and standards is critical and often both managers and employees have a different perspective of what is expected.
3.    Clearly Communicated Consequences
Discipline is almost as dirty a word as work, and one of the hardest things for some managers to enforce.  Consequences for lack of productivity need to be understood by all.  Not only does it mean not meeting targets, affecting the efficiency and effectiveness of the entire team or department, but it can even mean lost time, customers, and profits.  What does all that loss translate to over time?  Lost benefits and lost jobs.  Persistent offenders must begin to feel the consequences of these impacts, even up to the point of termination.
4.    Training, Coaching, and Mentorship
Poor productivity can mean low skills or confidence in completing certain tasks.  If the employee does not feel comfortable enough to admit that he or she really isn’t sure about what to do, it will be hidden in a lack of productivity.  Probing conversations, observation, and analysis can determine if this is the case.  Watch for signs like excuses, blaming, getting others to complete the work, lots of errors, and waste.  Managers will then have to determine whether employees need to be trained, coached one on one or mentored by the manager or another high-performing employee to increase skill and confidence levels.
5.    Praise and Recognition
As simple as this may sound, some people stop performing when their efforts are not recognized, appreciated, or rewarded.  In this age of Generation Y or Millenials especially, they are motivated by the WIFM rule:  What’s In It For Me?  Many are motivated by money and recognition.  Others do not need public acclaim or monetary rewards, but just knowing that their work is noted and appreciated is enough.  Even though some managers feel that salary is reward enough, employees – even managers – want to know that what they do has added value and meaning not only to themselves as professionals, but also for the department and manager, and the organization as a whole.

How can HR help?  Two ways are by providing management development initiatives to help managers cope with these workplace challenges and create forums where both managers and employees can openly (and anonymously) express why they may not be performing optimally and address them appropriately.  And finally, one that I hear most often: support the efforts of the managers to discipline and correct negative behaviors while providing mechanisms to recognize and reward improvements and achieved targets.

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Summer Madness

Does it seem as if all your employees go nuts during the summer? It’s almost as if the desire to work and common sense all go on vacation during the summer months. How can you maintain productivity during a period when no one really feels like working?

Revisit Performance Goals
What’s a better shake up than a mid-year check-up? This is a perfect time to discuss the performance goals that may have been set at the beginning at the year. The best of us can tend to get a bit lax unless we are reminded of the performance expectations. This is also a great opportunity to set new goals based on past successes and to train or coach through those areas that still require some focused effort.

Training
Training exercises and short seminars can be great boosters for performance and motivation during sluggish periods. Well executed, relevant, and timely training programs can revitalize employee’s desire to perform well and help them to continue to develop skills, knowledge and attitudes prior to the end of year performance reviews.

Social Activities
And if you can’t beat ‘em, join ‘em, as the saying goes. Sometimes none of us feels very productive. As Caribbean people, we need no real excuse to have a party; just invite a few folks, have a little food, drinks, and music, and it’s over! Social activities can promote unity, can reinforce concepts that have been trained, and can enhance the corporate culture.

The key to battling those times when your organization may not be meeting the required targets is not to address it by excessive discipline if that is not appropriate, but rather to identify performance trends, peak periods and critical needs of the employees and managers in order to effectively address them. Great HR means having your finger on the pulse of your organization while finding ways to pump life through its veins.

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That Dirty Word: Work!

These random thoughts express my observations of people, places and issues in the Bahamian workforce.

If you watch the typical Bahamian workplace through the course of the day, you may see something like this.

Jerry and Glenda arrive at around the same time, exactly 9:00 a.m. After settling at their respective desks, Glenda determines that she needs some tea because getting the kids to school on time is such a mad rush in the mornings and with the terrible traffic, there is hardly enough time to get on the road and be on time. So, of course there’s no time for breakfast. Glenda heads to the office kitchen where she finds Gina and Rhonda already having breakfast while the tea kettle boils. She joins the animated conversation about the awesome conference that was going on at Rhonda’s church this week.

Jerry bought a .99 cent breakfast combo, and the stench of tuna salad, steamed ham and grits with butter waft pervasively through the office, leaving a lingering cloud of grease and onions hovering over the cubicles. He has a report he has to complete so he can’t take the time to stop and eat breakfast in the kitchen. “Let me make a call to my Rotary president first. I need to confirm the agenda for tonight’s meeting.” Jerry spends about 20 minutes on the phone with the Rotary president who sends him an email that he asks him to print for the attendees. “Sure,” Jerry says, and makes 50 copies at the copy machine on the second floor. It’s now 9:45 a.m. and neither Jerry nor Glenda has actually started to work, even though they are both at work.

The day continues in the same fashion. I’ve seen some workplaces where the team’s greatest focus was the discussion about where they were going to get lunch from that day. Or the folks that use the lunch hour for other business and bring their lunch back to the office to eat it, using up yet another half hour of the work day. Let’s not forget the holy hour that begins by 2:30 p.m. every afternoon: ‘school pick up’, where every parent, aunt, uncle, cousin, brother or sister has to pick up at least one child from school. The traffic again at this time is horrendous and the stressful worker may make it back by 3:30 p.m. but by this time, is feeling so drained and unfocused that this time may be spent on sending texts, instant messenger, the telephone or more water cooler chat until 4:30 p.m. Of course by now the witching hour is approaching and as soon as the hour hand moves toward the 5 if not before, the exodus for the exit begins. Do not try to get served at 4:55 p.m. You will be told by that clerk, anxious to leave and frustrated because you have come to block her departure, “We closed.” All accompanied by the customary ‘suck teeth’ and look of disgust.

Yes, it seems as if work is a dirty word for some workers today. Why is it that managers and heaven forbid, customers, get the attitude and rolling eyes and ‘suck teeth’ when they ask people to do what they’re being paid to do? Is that what our workplace has evolved into? What causes this lack of connection in the workplace between the work and the worker?

My observations have been the following:

1. Management
Staff may not be motivated, inspired or held accountable by managers. As a result, they are not interested in the work that they are assigned. Perceived favoritism, manager’s inability to lead or discipline others in the team or the manager’s own lack of knowledge about the job may also contribute to this attitude. It’s almost like school children. When I was in the classroom early in my career, you got the most out of your students if they liked you. If they didn’t like the teacher, they didn’t like the subject. When you engaged the students, they loved the subject. The same seems to be true today at work.

2. Lack of interest in the job
It amazes me how little passion many employees have for their work. It amazes me even more to find that the more people I talk to reveal that they are not doing what they love to do. As they get older and add to their responsibilities, and increase their debt, they feel trapped in a job that pays but does not deliver meaning or worth. Therefore, it becomes a mindless, heartless routine. Dr. Myles Munroe, author and speaker, describes at as ‘people being preoccupied with their preoccupation.’
3. Boredom
The unchallenged worker becomes unoccupied very quickly. Either he has mastered the task or he has not been given enough to do for his skill set. It is important to know the full capabilities of the team so that work can be evenly and fairly distributed according to their interest and ability. Otherwise, the idle worker will only be a distraction to the rest of the team and perhaps even become a discipline problem, be chronically absent, or worse, venturing into entrepreneurship with company resources and on company time…”I don’t have anything else to do, I might as well do what I really want to do” is the cry. I have even seen workers who clock in and leave to go to another job and maybe come back – if you’re lucky.
4. Low skills
Low skill levels can cause an employee to feel overwhelmed by the tasks assigned and the easiest thing to do is not do anything at all. They may hide behind other deadlines, other employees completing their work, or avoiding their manager altogether. There is hope for these, once they admit they need help, and observant managers diligently get to the root of the matter. Additional training and coaching can turn this situation around if handled with patience, genuine interest and care for that employee’s development.
5. Disillusioned about the company
If an employee feels disgruntled, he or she may feel that by being unproductive he or she is hurting the company through their spiteful, passive aggressive actions. And to some degree, they are right. Lack of productivity does affect the bottom line but the catch is when you don’t perform, you can be disciplined or dismissed for your lack of productivity. It is always best to listen to your disgruntled workers. Some complaints may just be from those who feel the company can never do enough to satisfy them but at the root of many a complaint, is the source of a deeper underlying problem in the workplace that may demand an intervention.

While management has tried to put measures in place to decrease distractions for the worker: limited internet access, onsite cafeteria, policies about company phone and cellular phone use, and tougher managers to enforce the policies, productivity is still an issue in many workplaces. Whatever the reason for the unproductive workforce, it is the responsibility of a good HR professional with the cooperation of the entire management team to assess the tenor of the organization to determine what needs to be changed, refined, or improved so that employees are engaged and happy to work rather than the opposite.

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