There are indiscretions, and then there are extravagant and deplorable practices. Here are five outdated or harmful human resources practices that must be eradicated.
1. The Annual Survey
Has your rude manager suddenly become wonderful? It is perhaps a sign that the annual survey is fast approaching! “The objective of these surveys is to take the pulse of the field. We ask employees questions about the organization, its practices and their bosses, for example. The problem is that the results are skewed: managers change their ways around the time of the survey! It's not a very efficient system for organizations, besides being administratively heavy,” says Mario Côté, CHRP and Vice President of DOF Network, a human resources consulting and management firm.
2. Performance Evaluations
Instead of motivating, assessing annual performances often demobilizes employees, because it is mostly focused on their weaknesses. “This practice is extremely widespread in businesses. Yet it is often misdirected and ineffective,” says Côté. “In some US companies, this practice has been completely eradicated. It has instead been replaced with very simple questionnaires, 2 or 3 questions at the most, to open discussion with the supervisor. An attentive manager that regularly spends a few minutes with his or her employees boosts their motivation.”
3. Controlling Procedures
Some companies now require proof of death to give a day or two bereavement leave. Others completely block access to social media. Some even go so far as to calculate the time spent by their employees going to the bathroom! “When you hire an employee, it is because you trust them! Clear procedures with flexible policies are far preferable to an approach of absolute control. Overly rigid rules encourage delinquent acts because employees tend to circumvent the instruction,” says Côté.
4. Indiscriminate Recruitment
Even if a candidate has all the skills required for a position, their personality may still not mix well with the culture of the company. “Reading a resume is not enough: the candidate's personality must also match the culture of the organization and the team. For example, a very competitive person may not mesh well in a team that values collaboration, and this behaviour can lead to tension, conflict and a drop in performance,” states Côté. Therefore, companies must also consider the candidate’s motivations, personality and values.
5. Lack of Training for Temporary Managers
Temporary managers are often excellent employees promoted to a position of responsibility. However, they sometimes need to perform new skills within their new role. “We don’t often provide training to temporary managers because they are overwhelmed. But sometimes they are busy putting out their own fires!” says Côté. Establishing a training program for temporary managers can save a company a lot of time and money and help managers feel more competent.
“Today's practice should reflect confidence and respect towards employees. This is the best way to motivate them!” states Mario Côté. A good reason to put some practices to bed.