Lex Fortis Gives Us a Writing Lesson

In a post titled “Same Is Not a Noun,” Lex Fortis gives a writing lesson that has a real application for HR communication.

Every industry has its own jargon but few reach the depths plumbed by lawyers. I’m not talking about terms with special, legal meaning like “warranty,” “deed” or “personal jurisdiction.” Those are necessary evils. I’m talking about a host of bad habits that make lawyer English nearly unrecognizable.

I’m adding a few HR terms to the garbage pile: employee engagement, value proposition (of any type), and business partner. There are many, many more.

Read the whole article here. BTW, Lex Fortis is on my daily “Must Read” list.

We Need More Line 10

Back in the day, there used to be job descriptions that included Line 10, which usually read “And any other duties as required or assigned.” Basically, it meant that the first nine elements of the job description were null and void if your manager needed you to do something. But it also meant something else.

To me, Line 10 is what we do at home when we see something laying on our kitchen floor: we pick it up. Line 10 is what encourages us to put gas in our spouse’s car even though it’s only half empty. Line 10 is picking up after yourself, asking what else you can do, and knowing that it takes group cooperation to get things done.

Line 10 is about noticing. It’s about being aware. Just as we need more cowbell, we need more Line 10.

I Coulda Used a Little More Cowbell

The Breakthrough Imperative: KnowHR Book Review

The Breakthrough Imperative starts with four simple ideas:

1. Costs and prices always decline
2. Market position dictates strategy
3. Profit pools don’t stand still
4. Simplicity gets results

With that straightforward idea, authors Mark Gottfredson and Steve Shaubert launch into an excellent and actionable approach to how to solve those problems. And simplicity isn’t as easy as it might seem.

Coming off of Economic Downturn Week at KnowHR, I was particularly fascinated with this book. Here’s a management book that has deep implications for HR:

Every general manager today—all the way up to the CEO—is expected by his or her stakeholders to achieve new breakthroughs in performance—and fast. Those who don’t make visible progress toward that goal within the first year or two will likely find themselves looking for another job. It is precisely because of this growing breakthrough imperative that managers today, whether in corporations or nonprofits, need to get off to a fast start. They don’t have time for mistakes or for going back and redoing what they should have done right in the first place.

I highly recommend The Breakthrough Imperative, especially for its “those who say things can’t be done are often overtaken by those already doing it” approach. We talk a lot here about HR needing to be businesspeople first. The Breakthrough Imperative talks about getting going or getting out. I like that.

The Breakthrough Imperative: How the Best Managers Get Outstanding Results
by Mark Gottfredson and Steve Schaubert
HarperCollins, March 2008

I Don’t Need a Weatherman to Tell Me If It’s Raining at My House

Isn’t it interesting that the same people who laugh at science fiction listen to weather forecasts and economists?
–Kelvin Throop III

This ends Economic Downturn Week at KnowHR. I don’t have to tell you about how the economy is doing, you can walk around and observe it yourself.

There is a certain contingent of economists who would like to deny that we’re in a recession, as if the definition of “recession” is written in stone. When those know-it-alls start talking, I look at these quotes and chuckle.

No matter your take on the economy, doing the right thing in HR is always the right thing to do. Even an economist couldn’t argue with that.

How to Relocate Employees During an Economic Downturn

We’ll get back to happy-happy, joy-joy next week at KnowHR. Meanwhile, this is economic reality weak, and by that I mean “economic bummer week.” Times are getting tough, especially in the housing market.

I met yesterday with a senior exec who worked in housing derivatives at one of the big houses . That business has dried up. Companies are calling their equity loans. And she says that we won’t see the bottom for another 18 months. So what’s a company to do when they want to relocate employees during an economic downturn?

Fortunately, Bill Strahan at HumanMarkets offers a solution. In a post titled Loss on Sale, he writes about the housing downturn and the need to move employees:

One issue of concern for everyone involved is what to do for an employee who is asked to move for a new job and has to sell their home in a down market. If someone bought a house for $300,000 and can only sell it for say $225,000 before they have to pick up and move, should the new job/employer pay the difference?

His solution after considering input from many professionals around the country? A multi-tiered approach. Click here to read Bill’s proposed solution (and some pretty dang funny side observations).

← Previous Page — Next Page →