Canadian Small Business Women

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What Not To Do When You Need To Fire Someone

I’ve always thought of myself as an optimistic person, especially when it comes to helping people find an occupation that optimizes their professional strengths. In my experience, most people who have been fired from their jobs are not bad, lazy, or incompetent workers, although sadly those characterizations are often associated with a job termination. In reality, most workers who have been let go were just not intended for that specific role, or the organization could no longer use their unique abilities. A couple of years ago, I described some ways to redirect an employee to a different role when things had changed and/or weren’t working out.  This approach may be especially useful after a restructuring, prior to merger or acquisition, during a downsizing, or to solve an interpersonal problem like bullying or harassment. In all of these situations, it’s often smart to redirect an existing employee into another position. Most employees have talents and transferable skills that can be effective in more than one role.

Breaking up is hard to do

Sometimes, dismissing someone who just isn’t the right fit for the company is inevitable, and it’s often an unpleasant task for both the employer and employee. In some ways, being fired is similar to an awkward break-up, where someone is sitting across from you  and saying ‘goodbye.’ Worst of all, there is an unavoidable implication which suggests that “you aren’t good enough” or “I don’t want you.” There is rarely enough sugar-coating to ease the discomfort of breaking it off with someone professionally or romantically.

One person feels the uneasy guilt that comes with having to terminate the relationship. The other person who’s being fired must deal with many unsettling emotions such as rejection, disappointment, and shaken confidence. Fully understandable yet disruptive and/or embarrassing reactions can occur when someone is being fired. For example, I’ve had clients tell me that they had to rush out of the boss’ office after being fired so that they could cry. Others described feeling dizzy, nauseous, anxious, and downright mortified which is hard to conceal as your being let go. On the flipside of this exchange, I’ve also heard managers and bosses relay stories of employees becoming belligerent or vindictive towards the company after a dismissal (this can lead to certain types of insider threats). A smart way to prevent conflict, legal action, and/or retaliation is to offer some outplacement services to the affected employee to help them line up their next job/career.

So, if asked, just as I would instruct a close friend on how not to break up with someone, I’ve got some suggestions for managers and business owners about how not to fire an employee. I understand that there are important differences between professional and romantic ‘breakups’, but both circumstances require tact, sensitivity, and discretion.

6 rules to follow when you need to lay off, downsize, or fire someone

1) Don’t be mean

If you’re not a reality star looking for TV ratings, or an unhinged leader who’s drunk on power, then you probably will care about an employee’s feelings when you have to let them go. Pointing a finger at someone’s face and callously hissing “You’re fired!” is certainly a dramatic yet unprofessional way to go about it. Managers and business owners can feel frustrated and annoyed by an employee who is no longer a good fit or isn’t pulling their weight and that can invite a less than friendly dismissal. My advice in those situations is to remain calm and professional even when some form of bad behaviour is contributing to this person’s job termination.

2) Don’t tell everyone

Do not discuss firing an employee with the affected person’s peers or others in the organization unless they need to be involved regarding human resources policies, procedures, etc. Oversharing this sensitive information can lead to additional negative reactions from the person who is being fired if they find out that others who did not need to know have been discussing it. It will also cause concern and disruption within the workplace and be perceived as unconstructive, unprofessional, and just plain old mean-spirited office gossip.

3) Don’t fire through, text, email or phone call

If the employee is available within a typical commuting distance of your location, then I’d recommend a face-to-face meeting … the same courtesy that you’d probably extend to a soon-to-be former romantic partner. The person you are dismissing has the right to a proper goodbye. This is especially true if the employee has been with the company for a long period of time.

4) Don’t blindside someone

When it’s possible and appropriate, give some warning. For various reasons, this isn’t always feasible. But, if you are sensing that an employee isn’t taking the job seriously, they aren’t completing their work by the deadlines as routinely as they had before, or they’re taking significant time off work you might want to pull them aside and ask what is going on with them personally (e.g.,problems at work or personal issues) before assuming their work is just inefficient.

If you have shown a genuine interest in helping them, and also let them know you that you’ve noticed their lack of productivity then when you let them go it won’t be as shocking to them. It can also prevent you from being accused that you didn’t give the employee a chance to improve.

5) Don’t do it alone

Include assistance from human resources (HR) if your organization has someone who covers this function. This is different from telling the employee’s co-workers about your plans to fire someone. HR should understand the need to be extremely discreet and can also help provide support during the dismissal and serve as a witness to the discussion between the employer and the employee.

6) Don’t pick an unsuitable place

Make sure the place where the dismissal occurs privately so that it won’t be watched or overheard by others. It’s possible to underestimate an employee’s reaction in response to being terminated, so make sure you choose the time and place wisely.

If you’re an employee who’s trying to bounce back after being downsized or displaced, or if you’re an employer/hiring manager who wants to arrange outplacement services I invite you to connect with me privately. I offer a free confidential 15 to 20-minute initial consultation by phone. Or, if you prefer, you can contact me by email, or via direct message on Twitter, Facebook, or LinkedIn.

 

More than career coaching, it’s career psychology®.

 

I/O Advisory Services – Building Resilient Careers and Organizations.

The Challenge of Hiring Staff to Work in the Cannabis Industry

 

In recent blog articles, I’ve described emerging careers related to exponential technologies, including cryptocurrencies and blockchain technology. I’ve also addressed some of the difficulties associated with hiring staff to work in new fields (read this for an example). In these brand-new industries, it is hard to hire staff because it’s very difficult to determine who has adequate knowledge. For now, it’s not possible to earn a degree or diploma in the cannabis or marijuana industry. This means that people who want to hire employees to work in these positions can’t use their usual approach to recruitment and hiring. Degrees and diplomas won’t work as a proxy or symbol of an applicant’s adequate knowledge.

Evaluating job applicants’ relevant cannabis experience and knowledge

From what I’ve seen firsthand, many hiring managers and business owners focus on measuring potential employees’ experience and knowledge because these qualities are easier to measure, they’re objective. It’s fairly safe to assume an applicants’ knowledge when they have the appropriate designation, diploma, or degree. In the cannabis industry, this approach probably isn’t going to work in the short-term because you can’t earn degrees in cannabis production, management, or distribution.

 

How can an employer predict who is going to be the best performer on the job?

In my experience as an Industrial and Organizational (I/O) Psychologist, I’ve always understood that job performance is based on two factors:

1) The employees’ experience and knowledge. Stated otherwise, what candidates’ know. Often this is categorized as hard skills or technical competence.

2) How an employee applies their experience and skills is the second determinant of job performance. This includes qualities like judgment, conscientiousness, creativity, and initiative, etc. For a more detailed discussion of soft skills and their relative importance – especially when hiring staff, please read this article. In many situations, soft skills play a bigger role than hard skills/technical skills. When you have one or more people with equivalent knowledge (often represented by a specific degree diploma or designation) and similar years of work experience, the person who is better able to apply their knowledge is more successful on the job. They have the stronger, more effective soft skills.

valuable cannabis needs to be stored securelyMore complications due to the complicated nature of the cannabis industry

Typically, when hiring, the employer and/or hiring manager focuses on the job applicant’s experience and knowledge. From a practical perspective, this makes a lot of sense. It’s straightforward and objective to focus on these measurable qualities. For most people, accurately and reliably evaluating soft skills including qualities like teamwork, cooperation, judgment, flexibility, etc. is often easier said than done.

I anticipate that for the first several years of the cannabis industry in Canada it may be difficult to identify the job applicants with the right skill set, knowledge, and experience. It won’t be possible to rely on degrees, diplomas, or certificates as an indicator of knowledge. Although there are some people who have been involved in the legal medicinal cannabis industry for years, that industry is much smaller than the emerging combined recreational and medicinal markets. This means that there will be a bigger demand for staff. In addition, some of the people with experience in the underground, illegal black market might be unsuitable for the new industry. Selling cannabis isn’t the same as selling clothing or groceries or other products. Then, when one factors in the serious security implicationsof such valuable merchandise and the high-profile public relations elements, the soft skills will become even more important in these areas than they are in other industries (for a concrete example, watch thisvideo from CBC’s The National which aired on January 15, 2018; at about 4 minutes and 15 seconds, there’s a scene about the vault for drying buds securely).

The ability to reliably and accurately evaluate these human behaviours will become more and more valuable and more important. Similarly, the cursory background checks and reference checks that are often performed as a formality and an afterthought in many organizations will be completely inadequate in this context. The challenges, grey zones, and high stakes will mean that it’s not just business as usual.

Addendum – On September 23, 2018, in advance of the legalization of cannabis in Canada, the Globe and Mail published this fascinating article that addresses some of the complications associated with the black/grey cannabis market and some of the security issues. Read it here.

Planning to hire people who can function effectively in the cannabis/marijuana industry? Let’s talk! I invite you to contact me by email, phone, or via direct message on Twitter, Facebook, or LinkedIn. If something urgent comes up, I’m also available by a voice or video on Magnifi, an expertise-on-demand app.

 


I/O Advisory Services – Building Resilient Careers and Organizations

Q&A With Dr. Helen – What You Need To Know About Reference Checks

reference checks are now easier because of technologyQ1: In 2015 you wrote a blog article that asked if reference checks were worthwhile. The short answer was a definite yes.  Is this still true 3 years later despite the growing reliance on online job applications and electronic/social networking?

A: In many respects, I believe that a reference from a previous employer is even more important and more relevant than ever because so much of the hiring process is online and impersonal.

With screening being done by software and face-to-face job interviews being replaced by video calls to expedite hiring in large organizations, employers are relying on online information from applicants more than ever before. In my opinion, this makes it more likely that important information is overlooked. This mostly digital approach can be problematic for multiple reasons.

 

male job applicant confident that interview and reference check went wellQ2:  You don’t strike me as old-fashioned or anti-technology. Can you list a few problems associated with this modern approach?

A: Thank you! I’m often an early adopter and a big proponent of the smart use of technology. When hiring moves (mostly) online, depending on how it’s implemented, many mistakes are possible.

For starters, a job applicant can easily exaggerate their previous work roles or overstate their education or professional credentials on an online screening questionnaire. If an employer has appropriate ways to validate and confirm this information, then it’s fine. When, however, the employer has no reliable way to confirm this information, it’s a slippery slope downward.  A well-structured reference check (including a background check) is an excellent way to verify and clarify information provided by the most promising job applicants.

It is increasingly difficult to stand out when applying for a job online. This is especially true for qualified but humble applicants. So, a solid job reference from a previous employer is a great way for a candidate’s past accomplishments to shine through and help distinguish between candidates who are good self-promoters and candidates who are good workers.

Q3: It appears that most experienced managers/employers understand the benefits of doing a thorough reference check before hiring a candidate. Do you find job applicants are less enthusiastic about this process?

A: On the surface, and to outsiders, it looks as though most managers and employers understand the importance of a reference check. One problem that I see far too often is that they consider the reference check to be a mere formality. It’s a quick phone call that they make so that they can basically ‘check the box’ that they’ve done a reference check. In my opinion, this is a missed opportunity to collect and confirm some important information from two or three people who should have good familiarity with the job applicant’s work ethic, reliability, and abilities.

Employers and hiring managers aren’t the only ones who ‘go through the motions’ when it comes to reference checks. I’ve heard clients express their frustration, and even anxiety with having to provide additional information after submitting a well-crafted cover letter, a detailed resume, and participating in a preliminary and other ‘real’ interviews. In most organizations, there are good reasons to consider a potential employee’s past, to confirm their skills, experience, and knowledge – and also how they apply those skills and knowledge (i.e., their soft skills). The best reference checks prevent the company from hiring someone who is incompetent or a bad fit for the role and the work environment. Depending on the industry, the reference check can also help to protect the business from security breaches (including cybercrimes) caused by insider threats.

I can appreciate that most job applicants don’t want to jump through unnecessary hoops to land a job. But, for the better jobs, being asked for references should be taken as a sign that the employer knows what they’re doing and doesn’t hire everybody who applies and says some of the right things during an interview.

Q4: In your experience, should an applicant provide their work references upfront, (such as attach them to the resume) or should they wait to be asked. Is there any harm in either?

A: From what I’ve seen first-hand, going back almost 20 years, references are only checked for the most promising job applicants – near the end of the hiring process. A decent reference check takes time to complete so it does not make sense to invest the time that’s required to do a thorough one until you’re prepared to make an offer.

Unless you’re asked for the names and contact information for references up front, I think it’s better to provide them when you’re asked for them.

 

 

Q5: Going back to some job applicants feeling hassled or reluctant to provide a reference from a superior, isn’t it possible that they may have good reason not to? For instance, if their last place of employment was toxic? What if their boss was harassing them, or their manager just didn’t like them? Similarly, what if they don’t want their current employer to know they are planning to leave? 

A: These are such important questions and the answers aren’t black and white. Since there’s so much nuance to this question, and potentially so much at stake, I’ve included several clickable links so that you can drill down to get more information that’s most relevant to your circumstances. When you’ve been made the scapegoat or harassed orbullied at work, it really won’t feel good to ask the ‘offender’ to be a good, reliable reference. In many cases, you probably shouldn’t count on an honest (and positive) testimonial of your value as an employee.

If you’re stuck and/or have questions about who to list as a reference – or you want to make better use of reference checks when hiring new staff, I invite you to contact me by email, free 15-minute phone consultation, or via direct message on Twitter, Facebook, or LinkedIn.

More than career coaching, it’s career psychology®.

I/O Advisory Services – Building Resilient Careers and Organizations.

Hiring And HR At The Start Of The Blockchain Era

hiring people for blockchain workIn my last blog post, I described seven emerging careers that are linked to blockchain technology. Besides the fact that they’re all related to the same technology, these career options have another thing in common: it’s not easy to get a degree or diploma in anything blockchain-related. This means that people and/or organizations who want to hire staff to work in these areas probably can’t use their usual approach. Degrees and diplomas don’t work as a proxy for knowledge in this context.

Measuring Job Candidates’ Knowledge and Experience

In my experience, most hiring managers and business owners focus on evaluating potential employees’ knowledge and experience because these characteristics are measurable. Often, knowledge is assumed when a job applicant has the right degree or diploma. In these early days of the blockchain era, those degrees and diplomas don’t exist. Similarly, most employers require a certain amount of relevant work experience. Again, in this brand-new context, nobody has 5 to 10 years of work experience. This puts hiring managers and business owners in a tough position. The usually ‘measurable’ stuff is not so easy to measure.

Besides Knowledge and Experience, What Determines Job Performance?

It gets worse. In the world of Industrial and Organizational (I/O) Psychology we’ve always understood that job performance is determined by two things:

1) Employees’ knowledge and experience, or in other words, what they know. Often this is technical competence or so-called hard skills.

2) How an employee applies their skills and experience. This includes qualities like initiative, creativity, judgement, conscientiousness, etc. For a more thorough discussion of soft skills and their importance – especially when hiring, please read this previous blog article. In many cases, the soft skills play the bigger part. When you’ve got one or more people with similar experience and knowledge (often measured by a certain designation, credential, degree, or diploma), the person who is better able to apply what they know is more successful. They have better soft skills.

blockchain careers - hiring is harderI’ve always found it interesting (and troubling) that most employers and hiring managers spend much more time evaluating skills and knowledge and inadequate time and effort evaluating candidates’ soft skills. Practically speaking, I understand why this happens. It’s much easier to assess knowledge and experience. Measuring things like behavioural flexibility, sound judgement, teamwork and cooperation, etc. is often easier said than done.

In this brave new world of blockchain-related careers, many organizations will make expensive mistakes when hiring staff. For the time being, it’s almost impossible to count on degrees or diplomas as a proxy for knowledge. Hardly any candidates have multiple years of experience. Plus, the soft skills which are traditionally harder to measure may be even more elusive in this context. In addition to the usual soft skills, qualities like potential, the willingness and ability to engage in ongoing self-directed learning, and creativity/innovation are probably especially important. Lucky for my clients (and future clients), my training and experience have allowed me to develop a specialization in measuring these types of human behaviours in the workplace.

Alternative Employment Arrangements

hiring in blockchain era

Although it’s still the early days of the blockchain era, I’ve seen evidence of organizations exploring different types of employment arrangements (click here to read more). This is due, in part, to the fact that there are many more jobs than there are qualified people to fill them. This means that there’s stiff competition for employees and candidates can be very picky about the role they choose. Some of the compensation models that have been presented include various degrees of equity, cryptocurrency token distribution arrangements, plus competitive salaries. These scenarios are making the employer-employee relationships much fuzzier than usual.

 

 

 

Planning to hire people who can function effectively in the blockchain era? Let’s talk! I invite you to contact me by email, phone, or via direct message on Twitter,Facebook, or LinkedIn.


I/O Advisory Services – Building Resilient Careers and Organizations.

Secrets On The Job – My Experience With Discretion

A secret’s worth depends on the people from whom it must be kept. – Carlos Ruiz Zafón, The Shadow of the Wind

Over the years, I’ve developed a few friendly relationships with family lawyers. Eventually, I’ve said to the ones I know well, “I don’t know who holds more secrets, is it you or is it me?” More often than not, I’m met with a curious furrowed eyebrow or a soft, knowing, chuckle.  It’s easy to grasp why lawyers keep a client’s personal information to themselves. They deal with a variety of intimate matters such as divorce, separation, child custody, wills and estates, trademarks, copyrights, etc. Their success relies heavily on being discreet. What is less obvious is that I too have access to sensitive information when working with my clients.  This means that I also share the task of keeping things quiet in my line of work.

For me, Discretion is a Little Word that Carries a Big Obligation

Morally, I am someone who understands the importance of keeping what has been shared with me with in the strictest of confidence.  As a specialist in I/O Psychology and a member of the Society for I/O Psychologists (SIOP) since 1999 (and also a member of the Canadian Psychological Association [CPA]), I am ethically bound to maintain clients’ privacy and confidentiality.

 

SIOP Members use discretionSometimes, when people hear the official title of my job, I/O Psychologist, they don’t really appreciate many of the nuances of what I do. So, I started using labels like ‘Career Coach’ and ‘HR Consultant’ mainly because they are more relatable and they also describe how I use my training in psychology.

 

However, what is even less known about my profession is that I am qualified to work in complicated and often deeply personal situations that most people would not want to have discussed openly in their community, family, or in front of their colleagues/peers. These are serious matters that I have taken on when other ‘normal’ Career Coaches and/or HR Consultants are reluctant or lack the training and/or experience to take on.

discretion practiced in psychology wordsFor instance, during consultations, I’ve had clients reveal complications related to their divorce, separation, workplace bullying/harassment, discrimination, burnout, and mental health issues (especially depression and anxiety). On any given day, a client may tell me that they are accessing my services to improve their career and livelihood before separating from an abusive spouse. Likewise, people seek my advice on how to leave a toxic or unpleasant work environment without putting a dent in their resume or jeopardizing an important job reference.

In all my interactions with clients, I am honest, hardworking, and trustworthy. From the beginning, it is clear that I never divulge our private discussions or (their) plans to anyone without their permission. Staying discreet is both an ethical and a professional must, and it’s how I represent myself in everything I do. Just as a lawyer or medical doctor would have to remain tight-lipped about their client or patient confidentiality, I will not compromise a client’s reputation or their ability to get themselves out of a bad situation.

 

Bouquet of Yellow Roses

Yellow Rose Bouquet by FTD (also symbolic of friendship and Zonta)

“A rose by any other name would smell as sweet.” – William Shakespear, Romeo, and Juliet.

Not all career coaches are created equal. I have to comply with the CPA Code of Ethics for Psychologists. This is not true for the vast majority of career (or business) coaches. As a client seeking coaching or HR services, it’s important to know who you are trusting with your high stakes situation.  I won’t argue that others who are not governed by a professional association are unethical, but I will say that I/O Psychologists like myself have a lot more to lose when we don’t honor these Codes of Ethics and Guidelines.

 

There is a wide range of skill and approaches in the coaching industry. It’s fair to say that some designations are significantly less rigorous than a reasonable person would expect. My expertise is based on 10 years of formal education and many more years of experience dealing with difficult and often complex information.

Covert Assignments

When I have revealed the ways in which my work involves ‘covert assignments’ I’m usually met with a surprised response of “Wow … I didn’t realize the scope of what you do or the level of discretion that you must use.” In those moments, it is nice to have my profession properly understood and to receive some recognition for my hidden efforts. Another unknown fact is that because I value my clients’ need for discretion, I readily accept that sometimes it isn’t in my client’s best interest to publicly acknowledge the support that I have provided them. This means for every 5 or 10 public reviews or recommendations that I get, there may be 30 or 40 cases that will never be known. These are the hidden implications of maintaining discretion even after the job is done … and it’s always worth it.

Do you have a sensitive career or HR situation to discuss? I invite you to contact me by email, phone, or via direct message on Twitter, Facebook, or LinkedIn.

More than career coaching, it’s career psychology®.

I/O Advisory Services – Building Resilient Careers and Organizations.

How To Stay Relevant In The Era Of Artificial Intelligence

drone replacing human surveillance“No flying machine will ever fly from New York to Paris.”  –  Orville Wright, American inventor, and aviation pioneer. 

In some ways, we like to believe that there are limits to what the future holds. Automation, driverless or autonomous vehicles, and robotic soldiers/drones are the stuff of science fiction … or at least they used to be. As we venture into 2018, many scientific and economic publications are reporting that humans arevery much being replaced by robots and artificial intelligence. And once more, there seem to be no limits to what these machines can do.

 

 

artificial intelligence in factoryThe motivation to replace humans with efficient machines that are not vulnerable to ‘human distractions’ is clear; technology offers a huge financial gain. For business owners, CEOs, and shareholders, it’s appealing to be able to minimize the costs of labour and benefits while also avoiding the problems associated with workplace conflicts and absenteeism that cut into the bottom line.

Ok, so we know who the winners are in this scenario. What about those ‘displaced’ and ‘replaced’ people who need those jobs in order to make a living? How are they to compete against machines, artificial intelligence, and other forms of technology? How do they avoid being replaced and displaced in the first place?

 

Pennywise, pound foolish – Robert Burton

The saying ‘pennywise, pound foolish’ is over 400 years old and yet, it’s extremely relevant and timely. In the past, we’ve seen machines replace repetitive tasks such as factory work and larger scale manufacturing. More recently, we saw that technology and artificial intelligence could also manage more nuanced tasks, such as:

  • routine bank transactions at ATM machines,
  • copy editing software to fix typos,
  • various ‘bots’ who address routine customer service issues when we contact technical support by phone or online chat,
  • voice-to-text dictation software that now completes many administrative tasks, and
  • other services that were once entrusted to human workers.

 

artificial intelligence at workNow, the repercussions of these modern innovations are starting to become unsettling to professionals in a broad range of occupations (e.g., law, financial planning, and to a lesser extent, medicine). White-collar workers who thought that their education and professional status insulated them from being replaced by technology are now feeling professionally/financially threatened in ways that have already become familiar to others.

To be clear, I don’t believe that automation, artificial intelligence, or other modern technologies are the enemy. That said, one of my main concerns is how people, especially my clients, can stay ahead of the changes and avoid becoming irrelevant.

Some of my clients have started to share their concerns with me about this very topic:

“It’s bad enough that employers seem to just focus on technical skills when interviewing and approving job candidates. I mean, look at how hiring managers and interviewers review cover letters and resumes these days. It’s all about showcasing how many degrees you’ve racked up, how much of a human calculator you can be, how many software programs you’re familiar with, and how flexible you can be with an ever-changing schedule. I feel I’m already competing with robots. There are so many people being hired who have the technical skills but lack interpersonal or creative abilities. And now it’s looking like in the future I could actually be replaced by real robots! This confirms my worst fears that my value as a respectful and creative worker, resourceful thinker, and great communicator is no longer an asset in the workforce.”  – Anonymous Client

 

artificial intelligence can't do everythingExpertise and experience still count for a lot. Plus, us humans have some spectacular traits that have not been replicated in machines or software as yet.  And although there is talk of that changing soon, I want to focus on the advantages of having soft skills, which aren’t commonly found in AI, automation, or robots. Since these qualities can’t be provided digitally or automatically, they represent ways that humans can remain relevant and valuable in the workplace.

I also want to remind employers that properly evaluating soft skills at the time of hiring and promotion is an important step so that they are building a workforce that meets current and future needs.

 

Here’s a ‘starter’ list of soft skills that will make you irreplaceable by a machine, artificial intelligence, or technologies:

  • Conscientiousness
  • Empathy
  • Interpersonal skills
  • Creativity
  • Behavioral Flexibility
  • Initiative

 

The need for these soft skills is unlikely to go away, regardless of emerging technologies. If you are looking to start a new career or keep yourself relevant and valuable in your place of work these qualities are worth working on. Reliably evaluating the presence of these soft skills isn’t easy for employers but as a specialist in I/O psychology, this is an area where I can help improve hiring processes.

If you’re interested in other aspects of future-proofing your career and/or your business read this article. Among other things, it explains how professionals are no longer immune to being replaced by technology.

If you’re an employee who wants to stay relevant, or, if you’re an employer/hiring manager who wants to choose future staff wisely I invite you to connect with me privately. I offer a free 15 to 20-minute initial consultation by phone. Or, if you prefer, you can contact me by email, or via direct message on Twitter, Facebook, or LinkedIn.

More than career coaching, it’s career psychology®.

I/O Advisory Services – Building Resilient Careers and Organizations.

Insider Threats And Data Breaches: They’re Not Always What You Think …

There’s something you should know before you invest your entire IT and information security budget on technical solutions – if a smart thief wanted to steal your intellectual property and/or your client’s confidential information (e.g., credit, financial, and contact information taken during the Equifax data breach), they’d act like a gangster and walk in the front door and take it.

Why? When it comes to protecting what’s worth stealing, it’s your employees, not your computers, that are the weakest link.

Employees are within the human resources (HR) wheelhouse, so this is a topic of great importance to me. Some years ago, I worked in an organization that invested a lot of effort to keep its intellectual property and confidential employee information protected. This was done in two ways: (1) careful hiring and HR processes and (2) technical measures including firewalls, information security protocols, etc. Both approaches were necessary. It hasn’t become a popular concept, as yet, but it’s easy to argue that cybersecurity alone is not enough.

Many of us have heard of Edward Snowdon, the former NSA Subcontractor who disclosed an immense volume of confidential information to journalists and online sources. After working in an organization that shares some similarities with the NSA, I think it’s safe to say that the presence of sophisticated technical measures was not enough to prevent the intentional disclosure of confidential information. In fact, this scenario is an example of an Insider Threat.

“Insider threats can be defined as risks posed by rogue employees who deliberately cause harm, or by those who may be negligent in the workplace.

Security Hinges on its People, FrontLine Security Magazine, October 2017).

 

 

If insider threats are a real problem why isn’t it better known?

 

analog insider threats

Not all data breaches are external or digital …

Most of us have heard about data breaches that have occurred in organizations that have much bigger security budgets than ours. For example, the NSA and Equifax breaches that I just mentioned. Plus, there have been big breaches at Yahoo, Home Depot, Target, and others. I’ve done extensive research on this topic and one thing is crystal clear: 75% of these data breaches originate inside organizations. Often, we don’t hear about the causes of those breaches because they make the organization look terrible. It has a negative impact on the public’s trust and confidence in the organization’s ability to protect corporate information, including clients’ and/or customers’ personal information. When an organization experiences a security breach, their current and future clients, strategic partners/affiliates, and members of the general public are likely to see the organization as irresponsible. Negative financial consequences usually follow. Approximately 60% of smaller companies are bankrupt within 6 months of a major security breach, so it’s no wonder this is kept quiet.

How can HR, based on I/O psychology help?

I’m addressing this topic because I understand that HR has an important role to play in preventing these insider threats. One problem is that most organizations don’t recognize that HR can make valuable contributions to the risk management process. Another problem is that the C-suite and the IT/information security folks don’t necessarily recognize the role that HR could be playing to keep confidential intellectual property and client information from leaking out of the organization. For example, many organizations don’t address workplace bullying as proactively or completely as they could. They haven’t understood the link between malicious insider threats that are inspired by anger or a desire for revenge that comes from being severely mistreated at work. The consequences of ongoing suffering in toxic workplaces are even more severe when essential government services and critical infrastructure are at risk. So, if the threat of lost productivity and lawsuits aren’t a big enough justification for improving HR policies and practices, the likelihood of insider threats should catch the attention of key decision-makers.

no wonder this is kept quiet.

 

How can HR, based on I/O psychology help?

I’m addressing this topic because I understand that HR has an important role to play in preventing these insider threats. One problem is that most organizations don’t recognize that HR can make valuable contributions to the risk management process. Another problem is that the C-suite and the IT/information security folks don’t necessarily recognize the role that HR could be playing to keep confidential intellectual property and client information from leaking out of the organization. For example, many organizations don’t address workplace bullying as proactively or completely as they could. They haven’t understood the link between malicious insider threats that are inspired by anger or a desire for revenge that comes from being severely mistreated at work. The consequences of ongoing suffering in toxic workplaces are even more severe when essential government services and critical infrastructure are at risk. So, if the threat of lost productivity and lawsuits aren’t a big enough justification for improving HR policies and practices, the likelihood of insider threats should catch the attention of key decision-makers.

If you’d like to learn more about how psychology and HR can help prevent insider threats, listen to Episode 27 of The Insider Threat Podcast where I speak to host Steve Higdon about this topic. Note – since the time that this article was published, I was an invited guest on Scott Wright and Tom Eston’s Shared Security Podcast and we spoke about different aspects of this issue.

Have a sensitive career or HR-related concern? I invite you to contact me by email, phone, or via direct message on Twitter, Facebook, or LinkedIn if you’d like to discuss any of these topics in more detail.

More than career coaching, it’s career psychology®.

I/O Advisory Services – Building Resilient Careers.

What Do HR And Psychology Have To Do With Cyber Threats?

Where is the Real Threat?

In the internet world festooned with apps we know it’s important to use strong passwords to secure our own email, social media accounts, and electronic devices. On the corporate side, another important consideration is the role that humans play in cyber threats. People with access to big data, personal information, intellectual property (IP), and critical infrastructure (e.g., power supplies, water treatment, hospitals, railways) can sometimes be the weak link in the chain.

HR as Part of Risk Management

For a while, I’ve been thinking about cyber crimes and cyber security and how to adapt what I learned and applied when I worked in a very secure (Top Secret) environment. In that workplace, we were extremely careful about how people were hired. Also important was how they were treated after being hired. I call my adaptation of those processes and policies “HR as Part of Risk Management.” I’ll admit that this may not be a stylish title but it does address something that most approaches to risk management are missing.

Employees: Often the Weakest Link 

Ominous Dark Buildings

Traditionally, risk management includes “human factors” but to date, relatively little attention has been paid to this source of risk. Normally, 90% of our collective efforts have focused on technical or IT-related interventions to protect us from cyber threats. Yes, these are important. However, to focus on them and not address the human element, psychology or employees’ behaviour is like locking the

front door but leaving the back door open. The fact is that sometimes security breaches reported as cyber attacks are caused by actions that take place inside the organization. As Dermot Williams, the CEO of  IT security firm Threatscape says, “when it comes to organizations, often the employees who are the weakest link.”

Although I have a lot more to say on this topic, for now, I’ll share an article that I wrote called Is Cyber Security Alone Ever Enough?, published in FrontLine Security in October 2016. Take a few minutes and read.

In the meantime, if you have HR or career-related matters that you’d like to discuss, please contact me by email, phone, or via direct message on Twitter, Facebook, or LinkedIn if you’d like to discuss any of these topics in more detail.

More than career coaching, it’s career psychology®.

I/O Advisory Services – Building Resilient Careers.

What Is HR & Why you need it!

Human Resources (HR) is defined as: “The division of a company that is focus on activities relating to employees. These activities normally include recruiting and hiring of new employees, orientation and training of current employees, employee benefits, and retention. Formerly called personnel.”[1] To break that down further HR is a company’s best friend; helping to make sure the employees and the employers are protected and everything is taken care of and in accordance with the law and regulations. With the constant updating of both laws and regulations it can be hard to know if you are in accordance, by having an HR professional you won`t ever have to second guess as they are up to date and informed about all the changes and how to make you and your business compliant.

HR is a key player, in helping to make sure employees are trained fully, and that your retention rate is higher than your turnover rate. Many companies don`t understand why they have to keep hiring new employees; with The Staff Room and TSR Canada,  you don’t have that worry because of the careful recruitment process they go through to ensure you have the right employee for the job. Here at The Staff Room our recruitment process ensures the employer is getting a top quality candidate for the position.  When we receive a resume, we examine it to select and highlight certain skills and previous work experience the candidate has had in the past. This enables us to organize each candidate into various job categories to ensure we are matching their skills with job positions we have available and that are right for both the employer and the candidate.

After the recruitment process, comes the law and regulation side; with new legislations coming into effect, such as CASL[2] and the AODA[3], many companies are unsure if they are compliant or not. Here at The Staff Room and TSR Canada, we pride ourselves on being informed and helping to inform others; always ready to answer questions and help you and your business be compliant with new and changing legislation, laws and regulations. CASL and AODA can greatly affect your company if you are not compliant; including hefty fines of $50,000/day for the AODA, which can drastically affect companies, their employees and their day-to-day business. That is why companies like us, The Staff Room & TSR Canada, exist; to help make sure your company is compliant and is aware of the changes in legislation.

HR can be intimidating, especially if you have more questions than answers. That’s why companies like us, The Staff Room & TSR Canada, exist! We exist to help you and your company succeed and grow; we have the answers to your questions and the solutions to your problems.   We are dedicated to providing a continuous stream of human resource services and consulting solutions that will equip individuals, teams and organizations to do their best and to flourish.  What sets us apart from other HR companies if our focus on local business. We recognize that all aspects of human resources is just as much about the people as it is about lows and regulations.

If you still have questions, we are here with the answers! Contact us today for your FREE 30 minutes consultation and see the difference that we can make and how we can help you and your business.  We can be reached at: 289-842-7181 or info@the-staffroom.com

 

 

[1] http://www.businessdictionary.com/definition/human-resources.html

[2] http://fightspam.gc.ca/eic/site/030.nsf/eng/home

[3] https://www.ontario.ca/laws/statute/05a11

Dr. Helen Ofosu: Small Business Woman of the month of September 2016

Dr. Helen Ofosu Career Coach Outplacement Specialist Hiring Consultant

Dr. Helen Ofosu has over 15 years of experience in HR and Career Coaching in the public and private sectors. Part of what sets her apart is her foundation in Industrial / Organizational (I/O) psychology which is also known as work or business psychology. She brings her knowledge, sensitivity, and special brand of humour to her career consultations, outplacement, business clients, and speaking engagements. She helps her clients make the most of their skills, experience, values, and interests to build a satisfying and resilient career.  She’s also skilled at developing hiring processes that allow employers to understand what job candidates can actually do rather than relying only on what candidates say during interviews. This approach is based on competencies and behaviourally-based assessments.

Our Q & A with Helen:

*What inspires you?
Technology has leveled the playing field in many respects, but access to timely and
strategic HR advice on an as-needed basis saves companiesa lot of money and prevents many problems.

I am inspired to provide enterprise quality consulting services to small and medium sized businesses who would not have access to this level of service otherwise.
 
I understand that there are many coaching options available. In my experience, when the stakes are high, it’s essential to work with a coach who understands complex circumstances and can find an effective way forward. My MA and PhD training have given me the tools that are helpful when there’s no obvious solution to the problems at hand. I’m motivated to offer more than career coaching, it’s career psychology
.

*As a small business owner, what achievements make you most proud?
I love watching talented clients thrive when their success and professional fulfillment had been elusive in the past. This is true of businesses who had been held back personnel-related matters and it’s true of professionals and aspiring professionals who had been under-employed and unsatisfied in the past.

*What advice would you give to other aspiring small business owners?
Always honour your obligations; do what you said you’d do to the best of your ability on the timeline and budget that you agreed to. When you consistently demonstrate that you’re reliable and can deliver the expected results, you’re bound to succeed.
*What new things can we look forward to from your business in the upcoming year?
(1) This year, watch for me to work with more franchise (business) owners to help them expand with fewer setbacks.
(2) A very pro-active service called “Right-Placement” as a better alternative to Outplacement
(3) Details on both will be available in my quarterly HR and Career Coaching Newsletter
Contact Helen:
Facebook, LinkedIn, Twitter, Website

6 things to consider before hiring an agency

CHuntly

When you are running a small business, it can feel overwhelming to try to “wear all the hats” to get things done. You have to be the new business development and sales manager, the accountant, product development, HR (even if you’re a solopreneur, you still have to take care of yourself!), marketing director, operations director, etc. You get the picture. It can be overwhelming to stay on top of everything while ensuring your business is growing at a rate you are happy with.

Perhaps you have thought about hiring someone, but you can’t necessarily cover a full monthly salary cost. You could consider an intern, but they may not have the experience necessary to get you to where you need to be. One option you may not have considered is hiring an agency to take care of your marketing efforts.

Maybe you aren’t ready to work with an agency to take your marketing off your to do list, but if you are, here are six things to look for in an agency.

  1. Chemistry: Sometimes you will have the option to “date before getting married” if you have a smaller project you want to work on before signing a longer-term commitment. This isn’t always the case, but either way you want to make sure that you have a good fit with the agency. They should uphold the same business values and ethical standards that you do as they are representing your brand.
  2. Budget transparency: It can be easy to take a “budget” at face value, but make sure you clarify all that is included in the budget. One of the biggest issues to cover is whether you are working on an hourly basis or with a set fee. If you are working hourly, you may be surprised when you get your bill at the end of the month as it might be higher than what was quoted. Negotiating a set fee will ensure you don’t pay for any overages in hours worked.
  3. Nothing is guaranteed: Be wary of any agency that will “guarantee” you specific results such as “We’ll get you TV coverage” or “We’ll guarantee you xx number of media hits” or even “We’ll guarantee you 50,000 followers within the first month.” I have worked with many clients who have been attracted by these guarantees only to find that they are empty. The key is finding an agency who is as invested in your success as they are their own. It should be more like a partnership than two separate entities.
  4. Know what success looks like: Work with your agency to determine how you will know when your campaign has been successful. Every industry has certain metrics they track, and they all mean different things for brands.
  5. Check their track record: A great agency will be able to put you in touch with current and former clients who will sing their praises. At the very least, they should be able to provide you with case studies of clients who have similar goals to your own. Just because an agency has a lot of clients listed on their site doesn’t mean they are the best at what they do.
  6. Know your account team: Don’t be afraid to ask who will be working on your account. It is common in a lot of agencies to sign a contract and then have the interns working on the bulk of the work to create higher profit margins for the agency. If you are concerned about this, just ask. Again, this is your brand, and you deserve to know who will be representing you to your audiences.

Candace Huntly is the Founder and Principal at SongBird Marketing Communications, an award-winning agency working to take organizational and individual brands to the next level. With a passion for all things related to creativity and strategy, she specializes in business intelligence, marketing & branding, content strategy & development, media & influencer relations, and social media. Basically, if you need to put your brand, product, or cause in the public eye, she will find a way to do it, while making the approach unique to you.

Connect with Candace

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