Find Out What is Going On--But it Better Darn Well be Positive

Greetings Evil HR Lady,


I've recently experienced an HR issue--that maybe all HR folks experience at some point-- that I would really like your opinion on. Since I've only been with Company X only 4 months, I've spent much of that time creating forms, processes, working with managers, and trying to learn everything I can about existing processes and procedures.

A few weeks ago I started to make more frequent rounds with employees. Within days, during casual "How's it going" conversations with employees, many of them confided how disappointed they felt about the management [the owners]. The owners are two siblings. Every employee conversation was worse than the one before it. Many are looking for other jobs. Other stories were, well, scary.

I should add that Company X has had a lot of change. Shortly after I joined them they decided to let go of certain managers for performance reasons (and well, I think they weren't well liked). Within a month, the fallout appeared and a key manager resigned.

During a conversation with the owners they asked how things were going and I told them I wanted to do a survey. They looked hesitant. I told them morale was very low (based on the fact that 100% of my conversations were negative). They became ANGRY. They demanded to know who said what, when, and from which department. I was shocked. What do I say? "Everyone." After stumbling back on my tongue I told them that this may be a result of the employees not having information, that folks fill in where they don't get information--often not accurate but it's something. The short story: They pulled in senior management to talk about "this low morale", then one of the owners pulled in several employees one by one and, so the story goes, to tell them "They can ask questions at any time...". I wasn't told about the meetings.

I felt devastated. I couldn't believe what had just happened. I thought I was on the right course by letting them know that morale was low and needed some attention. The next day employees still said hello and were cordial but I'm sure they won't be coming to talk to me anytime soon--or ever! Was this just a bad decision on my part to include the "management"? I feel they overreacted and alienated me and their staff.

Or is this just another day of being HR?

I thank you very much for your time and expertise.

Well, see, here's the problem. People say they want feedback, but dang it, what they want is positive feedback. I think this stems back to the self-esteem movement where some idiotic (Did I just write that? How rude.) child development people decided that feeling good about ourselves was better than actually being good at anything. Bah! It's bad enough in second grade, and now it's moved to the workplace.

You work for a family owned company. Not saying that all family owned companies are poorly run, it's just that people who are good at ideas and starting businesses aren't necessarily good at running them. Their children are often even worse. So, you probably have two brothers who are good at the "business," but not good at managing it.

What they did--by interrogating employees--was not a good idea. But, it's done. Did you make a mistake in giving them negative feedback? Well, obviously because they didn't react well. Did you make a mistake in saying you wanted to do a survey? No. Those can be very valuable.

In my never to be humble opinion, what you should have done is said, "You know, now that I've been here a few months and I've gotten x,y, and z going, I think it would be a good idea to do an employee attitude survey."

They still would have freaked out. "We know what employees think!" they would protest. "I'm sure you do," you could say brightly, "but being new here, I don't know. My job, as I understand it, is to make the business as successful as possible by understanding the best way to motivate employees. Because all companies have different cultures and employees, I want to be able to motivate within the framework you've set up."

Then you could run back to your office and vomit after spewing forth such rainbows. It may be an approach that fails, but it might succeed.

But, that is neither here nor there. You've got a long road ahead of you. Employees now know that you support "them" and not "us." Therefore, you are now part of the true management team in their eyes. Congratulations! Of course, the managers now think you are supporting the employees and not them, so basically, you're all alone in your HR world.

You've already gained a good deal of insight into how employees feel and how managers feel. Take that knowledge and work on developing solutions. The tricky part is that management can't know why you are truly suggesting the solutions you are suggesting. Talk about retention, productivity, profits. Yes, I just said profits. One thing that even poor managers understand is the need for good profits. If the changes you want to make will help increase the bottom line, then you are going to have a better chance at success. If you present your ideas as "this will make everyone happier!" you'll get shot down.

What a challenge you have in front of you. But, I'm sure you can do it. After all, us HR types can do just about anything.