November 11, 2010 at 1:23 am #114913
I escorted a voluntary resignee today out of the federal government compound. The reason I’m still pondering over this is because I’m wondering if I did everything I could have to “rehabilitate” this employee and explain to them their options.
This employee quit due to a myriad of personal problems that have come to a head (in addition to conflicts that began to rise with his management).
But I can’t help but feel for the guy and all the issues he is having to deal with ON TOP of -now- unemployment— with no retirement or annuity to count on.
In the end I don’t think I ever want to see anyone leave under these instances. In my field, you get to know your customers very well and it’s very hard to separate professional responsibilities and personal values and considerations.
On our way out of the compound I handed him a pamphlet on counseling services from our servicing Employee Assistance Program that is available to him. I don’t think he’ll use it but if anything, I wanted our last conversation to be — there is help! you don’t have to go through this alone!
Any other HR folks experience anything like this?
November 12, 2010 at 6:50 pm #114929
This is not uncommon! Hopefullly the employee understands that he will not be eligible for unemployment benefits! ER in my opinion is one of the toughest parts of HR.
Worse yet is having to tell employees they are being laid off. Can’t say that ER issues ever truly get easier.
November 12, 2010 at 7:36 pm #114927
I just saw a post on the “Human in Human Services” – you and Terri may want to connect!
November 15, 2010 at 3:52 pm #114925
Not sure what this phrase means…’if I did everything I could have to “rehabilitate” this employee’…
November 15, 2010 at 6:42 pm #114923
Fred J BortzParticipant
You are exactly the right type of person who should work in the HR profession!
Far too often, human resource professionals (particularly those whose lives revolve around their profession) are much too linear in the way in which they think and, thus, interact with others; or are unwilling/able to see that not everything is black & white…& sadly (given their “calling”, can appear uncaring & unmoved.
So, continue doing what you do, as I suspect that those around you will benefit from your ability to empathize and your desire to equip.
November 15, 2010 at 6:54 pm #114921
There is a lovely little book I read once, by a Toronto oncologist by the name of Rob Buckman called “How to Break Bad News”. It is directed at health care professionals, but the principles are often applicable to the HR and management context. Indeed, someone should rewrite the book precisely for that context if they have not already done so.
What is clear from Nicole’s post is that such tough decisions wear on the HR professional too. Obviously not as much as the person who is the recipient of the bad news, but still…no one likes to give it.
I find that, a lot of times, many of the problems that result in such job-ending conflicts, have their roots much earlier, and the visibly feeble attempts made to remedy the situation, just ended up fertilizing those roots. Again, often this is because handing out “bad news” was done quite poorly.
Debra Shapiro at UNC/Chapel Hill has done lots of nice work on what makes a managerial explanation be perceived as adequate (and more likely to be perceived as “fair”). A google search with “debra shapiro managerial explanations” will turn up plenty.
For my part, I am a firm believer that people have a right to come to work happy, and leave happy. And if something about the work environment is not permitting that to happen, and is not easily changed, then maybe it is a better thing for the employee to work somewhere else. This says NOTHING about their competence or agreeableness. Hell, they may be the most misanthropic person on the planet, but they still deserve to be happy doing something in circumstances that allow them to be happy, even if it’s stuffing envelopes with the radio on from the quiet of their own apartment, where nobody will annoy them.
Sometimes you have to face these things like Prince Arjuna in the Bhagavad Gita. He was faced with leading a battle in a civil war in which he knew brother might slay brother, son might slay father, and father might slay son. What allowed him to commit to the task, and his duty, was the knowledge that all would be reborn again. My humblest of apologies for reducing the beauty of the Bhagavad Gita and its traditions to that puny synopsis, but the take home message is: these employees often WILL be “born again”, and often into circumstances that bring them more comfort. Perhaps not the sort of resolution to the conflict that they were hoping for, but revenge and vindication aren’t everything. And as so many have frequently attested, sometimes having a better next spouse/partner is perfectly adequate revenge on the previous one that made your life so miserable.
November 16, 2010 at 10:36 pm #114919
John-Jay M. SteinhardtParticipant
Dear Office of Human Services:
I have attached my resume four your review. Please note my 19 years of experiences in affirmative action while working for Indiana Protection and Advocacy Services (IP&AS). At IP&AS I was 504 and ADA Coordinator, I was also responsible to represent the disabled community in all education issues from K-12 and Collage under 504 & ADA. I also prepared cases and represented the disabled consumer in Social Security and Mental Health Court systems prior to formal court trials.
JOHN-JAY M. STEINHARDT ph: 518-265-3120 fx: 749-3120
680 Central Ave. Apt. 10H. Albany NY 12206
To utilize my skills as and expertise as an Disabilities Rights Advocate specialist.
Over 20 years in affirmative action case management social work administrative services.
Strong background in advocacy services, supervision and training.
Comprehensive knowledge of the Americans with Disabilities Act (ADA)including the Employment and Transportation sections.
Experienced in working with legal specialists, community service providers, criticize intervention programs, individual education programs, and negotiation strategies.
Served on multiple public committees to see that the disabled community’s rights were represented in program development and operations.
Education Indiana University At Indianapolis May1985:
Bachelor of General Studies: Major: Social Work & Psychology
BACHOLARS OF SOCIAL WORK LICENCE: INDIANA 1985
Disabilities Rights Consultant: Self Employed: 1/04-Present
ACDMHC:Mental Health Advocate: 1/04-6/03
NYS Child & Family Services: Administrator. 2/03-12/03
INDIANA PROTECTION & ADVOCAY: Case Manager 1/87-2/01
New Hope Rehab: Case Manager: 2/87-1/87
South West Rehab: Case Manager: 12/85-4-86
Wabash Valley Traumatic Brain Injury Resource Center: Night Supervisor 6/83-12/85
Indiana Epilepsy Services: Epilepsy Educator 6/79-12/85
CIVIL LIBERTIES UNION
DISABILITIES EDUCATIONS AND DEFENCE FUND
GREAT LAKES ADA RESOURCE CENTER
References furnished on request
November 18, 2010 at 5:41 pm #114917
I’m not your right audience, but I saw quite a few errors in this, and when I have been involved with hiring, I tend to mentally deduct points from someone that doesn’t give enough attention to detail to get their resume right.
November 19, 2010 at 6:49 pm #114915
Dear John Jay,
I work in HR but not in recruiting. Please search http://www.usajobs.opm.gov/ for jobs for which you may be qualified. Start out by looking for HR/Series 0201 jobs.. Look at 343 jobs too, and under disabilit*. Write a great resume detailing what you accomplished, and apply for many jobs. Don’t worry if you are disqualified for some, you may be qualified for others. Continually refine your resume and responses to questions they may ask you to best sell yourself.
Because some people take off for spelling errors, please spell check everything. I don’t see it as that important in most jobs.
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