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January 17, 2006
What a Year! A Look Back at the Weird and Wacky
Workplace Events of 2005
Whether it was a
squirrel-chasing library employee, “no whining” rules, or
CEOs behaving badly, there were plenty of outrageous
workplace events in 2005. Global outplacement firm
Challenger, Gray &
Christmas, recently compiled their selection of the
year’s most bizarre HR-related moments. In addition,
Fortune
Magazine came up with their list of strangest CEO
incidents. The following are some highlights from an
interesting year!
Wacky workplaces:
·
Would you like some cheese
with that whine or just a pink slip?
A German IT company required employees sign a no-whining
contract that has a strict “two moans and you’re out” rule.
·
Squirrels gone wild.
A library employee in Indiana was suspended for spending
too much time trying to rescue a squirrel trapped in her
employer’s ceiling. “I’m not running a squirrel condominium
here,” said the library’s executive director.
·
Heartless.
A heart disease foundation executive was accused of
embezzling more than $210,000 from the charity and using a
significant portion of the money to fly in “Lady Sage,” a
professional dominatrix for his use.
·
“Miller Time” is over.
A Racine, WI, man was fired in February from his job as a
forklift operator for that area’s distributor of Miller
Brewing Co. products. No reason was given for his dismissal,
but it occurred the same day a local paper published a
photograph of him drinking a competitor’s beer — a Bud
Light.
CEOs behaving badly:
·
Crash and burn.
Boeing CEO Harry Stonecipher was brought out of retirement
in order to help the company’s scandal-ridden image. Shortly
after, he found himself involved in a scandal of his own
when his extramarital affair with a Boeing executive was
exposed, revealing a violation of the ethics guidelines he
helped create.
·
Even after Labor Day? After
race car driver Danika Patrick had the best finish in the
Indy 500’s 89-year history, Formula One chief Bernie
Ecclestone called Patrick “super” and suggested that “women
should all be dressed in white like all other domestic
appliances.”
·
Did that include a tip?
A Savis Inc. employee rang up a $241,000 American Express
tab on his corporate card for one night at a Manhattan
topless club.
Feel free to share your
HR stories with us! We’ll share the funniest, strangest, and
most shocking with our readers in a future Astronology.
Why Are
Your Employees Leaving? Exit Interviews Reveal
the Truth Behind Employee Turnover
“I received a better offer.”
How many times have you heard this phrase? When
pressed for a reason, many employees say that
they are leaving their job for a larger
paycheck. While compensation most likely
figures into the decision, dollars are typically
not the only reason an employee will terminate
their relationship with an employer.
Oftentimes, employees leave due to a lack of
professional development, dissatisfaction with
supervisors or co-workers, or lack of career
advancement.
If predictions are correct, employers may be
hearing “I received a better offer” more often
in 2006. According to
Working in America: The Disgruntled Workforce
Survey,
77%
of the more than 1,000 workers polled in the
online survey are unhappy in their current
position and are either actively or passively
looking for a new job. The survey also revealed
that 46% of those polled would consider leaving
their current employer if the economy continues
to improve.
According to the
Society for Human Resource Management (SHRM),
each employee who leaves a company generates a
significant cost. Conservative estimates place
that cost at 50% of an employee’s salary. The
potential cost, however, can be up to 300% of an
employee’s annual salary. Besides the monetary
impact, it’s important to remember that every
time an employee resigns, they not only walk
away with their valuable skills and knowledge,
but also may leave unfinished projects and
lowered morale in their wake.
All is not lost for a company, however.
Employers have a chance to gain insights on ways
to improve their workplaces and lower turnover
by establishing an exit interview process for
departing employees.
“Employees who have resigned may be less
hesitant than current employees to speak the
truth on organizational issues. Plus, their
exposure to other organizations may provide them
with additional insights that could be valuable
to the company,” explained Jennifer C. Loftus,
SPHR, CCP, CBP, GRP, National Director, Astron
Solutions.
Still, ex-staffers may be uncomfortable with the
idea of giving honest feedback directly to
someone in their former organization for fear of
“burning bridges.” The outsourcing of the exit
interview process to a neutral, third party firm
allows former employees to remain completely
anonymous while freely sharing their opinions.
The interview questions, which focus on what
they liked/disliked about their jobs, reasons
for leaving, and suggestions for changes, can be
administered either via paper forms, the
Internet, Interactive Voice Response (IVR), or a
combination thereof. Once the responses are
gathered, employers can see what areas in their
workplace are in need of improvement or change,
and create a plan of action.
Follow through is the most crucial element of
the exit interview process. “If management
chooses not to address discoveries unearthed
during exit interviews, lower employee morale
may result. Employees and former employees often
keep in touch. Word can spread about the impact
of employee comments on organizational change.
Without some management action, time, money and
effort spent in gathering data may cause a
negative reaction from current employees,” added
Loftus. Even if management cannot institute
necessary changes right away, it is crucial that
issues are noted and addressed.
Although it is easy to simply dismiss former
employees, smart employers understand that
feedback can provide a wealth of vital
information imperative to overall organizational
success. Exit interviews put this information
within your grasp. Take hold of the facts
before the negative aspects of turnover take
hold of you.
Wonder what your fellow readers think about critical HR topics? Is your organization unique from or similar to others?
Click here to view the results of our past polls!
If you have a topic you would like addressed in Astronology, or some feedback on a past article, don't hesitate to tell us! Simply reply to this e-mail. See your question answered, or comments addressed, in an upcoming issue of Astronology.
Looking for a top-notch presenter for your human resource organization's meeting? Both Jennifer Loftus and Michael Maciekowich present highly-rated sessions on a variety of compensation and employee retention issues. For more information, send an e-mail to
info@astronsolutions.com.
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Copyright 2007, Astron Solutions, LLC
ISSN Number 1549-0467
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