Here’s some feedback from yesterday’s vlog about end-of-year compensation issues and the performance review process at most companies.
- The video was too long and you rambled.
- That xmas sweater isn’t ugly enough to sell on eBay.
- That sweater is totes ugly and it looks too big on you.
- You told me that the 4thQ sucks for HR professionals but you didn’t tell me how to fix it. Thanks for nuthin.
- If we train & educate our managers and they still don’t complete their year-end duties, what can I do? Isn’t this a management issue?
- Don’t you know that EVERYONE EXCEEDS EXPECTATIONS AT MY COMPANY?
- Come on. HR educates until it’s blue in teh face. Not much else we can do.
My favorite piece of feedback just came from Ryan, my cat sitter, who said, “I watched your video on YouTube to see what it was all about. I liked the cats but didn’t understand the rest.”
Everyone is a critic!
Ryan, by the way, is an English major.
Let me say this:
- Shut up, punk rockers. I hate feedback.
- Human Resources professionals can’t fix the broken connection between compensation, performance management, benefits, total rewards, and communication during the 4th quarter. You can barely find time to take a crap during the 4th quarter.
- An executive coach once told me that people rarely take advice from their parents, colleagues, or spouses. We change our behaviors when we receive new information from unbiased sources — such as consultants and therapists. This is why a company like iFractal is so successful, yo. They present a very thoughtful link between culture, communication and compensation. They teach leaders how to speak to their employees in a meaningful and respectful way.
If you, as a mid-level HR professional, want to change your overall compensation and communication strategy, start by modeling good behaviors. Work to ensure that your perspectives are heard by those in power, and communicate a consistent message to employees and leaders. If worse comes to worse — and you’re forced as a Human Resources professional to behave in a punitive manner — hold managers accountable for managing. If you work with someone who can’t meet a deadline to allocate merit increases, or if you have a client who doesn’t provide year-end feedback to his team, cancel his merit increase and his bonus.
Draw a line in the sand and stop rewarding mediocrity and failure. That’s my best advice for 2009.