Category: Management Tools

  • Employee Workplace Survey Results

    A recent employee survey we conducted among our readership leads to interesting results!

    Question: Employees in our organization willingly accept change.
    Answer:
    • 60% agree
    • 20% disagree
    • 20% strongly disagree.
    Seems as if many are change resistant…but read on.
    Question: Employees are willing to take on new tasks as needed.
    Answer: 100% agree! (Frankly I’m surprised at this one, based on the response to question one).

    Question: Employees will help out others when the need arises.
    Answer:
    • 80% agree
    • 20% disagree.
    There will always be the few that only care to complete their own workload…perhaps you need to help them see and understand the organization’s big picture.

    Question: Employees proactively identify future challenges and opportunities.
    Answer: Mixed!
    • 40% agree
    • 20% strongly agree
    • 20% disagree
    • 20% strongly disagree
    -Sounds as if there’s too much “go with the flow” in general.

    Question: Employees here keep going when the going gets tough.
    Answer: 80% agree, 20% disagree. This is a positive note for sure!
    Question: Employees here adapt to tough situations.
    Answer:
    • 40% agree
    • 40% are neutral (neither agree nor disagree)
    • 20% strongly disagree

    Is YOUR team tough enough? What can you do to change this? Call us at (888)848-3006 to discuss an addition or upgrade to your bench strength.
    We’ll have six more questions and answers next month.

  • References: There’s No Reason NOT To Give One

    References: There’s No Reason NOT to Give One

    By Stuart Rudner, Employment Lawyer and Mediator at Rudner Law

    As I stated in my recent Canadian HR Law blog post, in the vast majority of cases, there is no reason not to provide substantive references for former employees. Similarly, there is absolutely no good reason for the increasingly common policy of not providing anything more than confirmation of employment.

    For years, this has been a topic of debate, with the majority of employment lawyers encouraging employers to provide. At one session of the “HR Law for HR Professionals” course that I founded, the discussion evolved into a debate between myself and the two other employment lawyers WHO were present on one side, and virtually the entire class of HR Professionals on the other.

    I have written about this topic before — see Providing employment references just makes sense as an example. I understand that the concern driving the “no references” policy is one of perceived potential liability. However, this fear is largely baseless and does not support a blanket policy prohibiting positive or negative commentary regarding former employees.

    Don’t be afraid to say something negative, as long as it’s true

    With respect to negative commentary in a reference check, there is widespread fear of claims of defamation, along with other potential claims if the reference costs the individual a job. However, as long as the organization providing the reference is acting honestly and in good faith, they will not be subject to liability, even if they divide a negative reference.

    I have been saying this for years, and in the recent court decision in Papp v Stokes et al, the Ontario Superior Court of Justice confirmed that:

    • truth is a defence to an allegation of defamation
    • individuals/organizations providing a reference enjoy a qualified privilege which also provides protection so long as he acted in good faith.

    As the Court wrote:

    “There is no issue here that that the words spoken by Ernest Stokes to Amanda Ho were defamatory, in the sense that they would tend to lower Adam Papp’s reputation in the eyes of a reasonable person; (2) that the words in fact referred to Adam Papp; and (3) that the words were published, meaning that they were communicated to at least one person other than the plaintiff.

    “These elements having been established, the onus then shifts to Ernest Stokes to advance a defence in order to escape liability.

    “Ernest Stokes raises the defence of justification – that the statements were substantially true.”

    “Ernest Stokes also raises the defence of qualified privilege. It is clear that words ‘published’ in the context of a reference check fall within the range of qualified privilege. This privilege can be defeated by proof of malice.

    “Counsel for Mr. Papp submit that even if Ernest Stokes had an honest belief in what he told Amanda Ho he demonstrated a reckless disregard for the truth as he did not bother to verify what he had been told about Adam Papp’s behaviour with Adam Papp himself.

    “I am not satisfied on a balance of probabilities that Ernest Stokes acted maliciously in what he said to Amanda Ho. It is clear that what Ms. Ho recorded of her conversation with Ernest Stokes is not a complete record. I am satisfied that what Ernest Stokes said to Amanda Ho he genuinely believed to be true.

    “I also find no basis upon which to conclude that Ernest Stokes was reckless. He did not accept at face value what he had been told by Aaron Stokes as he was aware of the differences between Aaron Stokes and Adam Papp. He took steps to verify what he had been told by speaking independently with Anthony Sturgeon and Rob Daniells. He also said what he could to Amanda Ho in respect of Mr. Papp’s positive qualities. I find no evidence to support the contention that Mr. Stokes acted with malice.

    “Having made these findings I am satisfied that Ernest Stokes has a complete defence to defamation, and there is no basis for punitive, exemplary or aggravated damages or damages on the basis of intentional infliction of mental suffering.”

    In other words, the reference provider should not be dishonest, vindictive, or otherwise act in bad faith and out of motivation to harm the subject of the reference check. However, as long as they’re acting on seeing in good faith, they will not be exposed to liability even if they say negative things.

    Liability for a positive reference is extremely unlikely

    Interestingly, I have also often been told that fear of liability arises out of providing good references. This theory seems to be that if you give a positive reference for the applicant, the potential employer relies on that to hire the person, and then subsequently finds that the individual is unsuitable, it might make a claim against the reference provider for misrepresentation.

    Such a claim has never succeeded in Canada. Again, however, reference providers should act in good faith. If their view is that the subject of the reference check was dishonest and untrustworthy, they should not suggest otherwise. That said, in most cases, employers can find some positive things to say about a former employee.

    For example, if the individual was a very hard worker, but did not get along with her colleagues, then any reference should comment positively on her work ethic. The reference provider should not say the person also had great social skills and was well-liked by all of her colleagues.

    Hopefully, the recent decision in Papp will bring this issue back into focus and confirm that even providing negative references, in and of itself, will not result in liability. The key for reference providers is to ensure they act honestly and in good faith. We also encourage employers to have clear policies that set out who is permitted to provide references, so they can control the information that is being disseminated. For any confusion on references, employers and employees are recommended to contact an employment lawyer.

    By Stuart Rudner

    Stuart Rudner is a leading Employment Lawyer and Mediator. He and his team at Rudner Law work with both employers and employees to provide them with the advice and representation they need. He is the author of You’re Fired! Just Cause for Dismissal in Canada, hundreds of articles and blog posts, and chapters in several other texts. He also teaches, chairs and speaks at conferences frequently, and is regularly consulted by the media for comment on Employment Law matters. In 2016, 2017 and 2018, Stuart was selected by his peers for inclusion in ‘The Best Lawyers in Canada’ in the area of Employment Law. He has also been named one of Canada’s Top Legal Social Media Influencers. He can be reached at [email protected] or 416.865.8501, and you can learn more about Rudner Law at www.rudnerlaw.ca.

  • Hiring and Keeping Your Best Retail Employees

    Hiring and Keeping Your Best Retail Employees

    Hiring and Keeping Your Best Retail Employees

    Hiring and retaining store level staff can be just as perplexing as hiring a store manager. Many feel no matter how much homework, it’s still a gamble or calculated risk. Here are a few ideas and suggestions to help you hire smarter and do what’s possible to retain the good performers.

    First, a few successful retailers known to us were good enough to offer some hiring tips they use successfully:

    • “We have a simple skills test that includes addition, subtraction, multiplication, and division. Also, we have a graphic of a ruler with arrows pointing to specific measurements. It’s true that 95% of our applicants cannot read a ruler.”
    • “We have them figure a 5% discount on a box of 50 pieces at a certain price, and calculate sales tax at 8% on the total. (We have computer registers, but they should understand the concept). Get creative, but be sure to test only what they will actually be required to do.”
    • “The last few years we have done well hiring the attitude, and training the skill. We have also done well asking the staff for their recommendations. Once an Associate told me “You’re not going to offer her a job, are you? She tried to hire me to go over to Lowe’s.”
    • “What we do is have the applicant fill out a basic application.  In addition to that, there is a small math test I give that basically lets me know if they can calculate BASIC math – you would be surprised at how many college kids don’t know how many feet are in a yard.  After the applications, I schedule interviews based on first impressions and what I see on their applications.  Then I reevaluate how the applicant is doing a couple of weeks after they start with us.”

     

    Although experience and knowledge is important, don’t let that have you overlook a good candidate from another retail segment. Many successful retailers locate great employees over a meal in a restaurant with a top-notch server. Tractor Supply does well in hiring store talent with a welding trade background as they understand the concept of some of the issues the hobby farmer customer is facing.

     

    Reference checks; when you speak to a reference they provide, here are a few questions you might ask:

    • Have you seen them under a stressful situation with a customer? How do they deal with and handle it?
    • Can you give me an example of a time they should brag about the customer service they provided?
    • Don’t ask about weaknesses; no one likes to admit they have any…instead, ask “Is there something skill or knowledge-wise that we can help them improve?”
    • Ask the reference if they know of someone else that knows your candidate and reach out to them; they should provide you with a completely unbiased opinion and commentary.

    That leads to the next part…training which leads to retention! In a recent online survey over half of the retail respondents said that a lack of training lead to their decision to leave their employer. That starts from the first day on the job; don’t shortcut the onboarding and learning process. Make sure they have the knowledge and tools to perform successfully and delight your customers. Formal training is available through organizations such as the North American Retail Hardware Association. The cost of training versus turnover is minimal and far less disruptive to both you and your customers.

    Give participants a certificate of achievement; it costs virtually nothing to create one and print off enough copies to hand out. People respond positively to recognition and it translates into loyalty. I recently saw an employee’s certificates of completion posted at the service desk where they worked.

    Empower your employees…let them make it right for your customer. It can be something minimal too; for instance, in our local travel plaza the cashiers can give a customer a free coffee at their discretion…simply to say, “have a good day”. Employees love to feel as if they have some control and assuming it’s not abused, makes them feel that they’re valued to the organization.

     

    Impromptu recognition; reward people when you catch them doing something well. It could be as simple as a “thanks.” Keep a few gift cards to local restaurants handy; an expression of thanks goes a long way towards how they treat customers and interact with their fellow employees. If you don’t want to give a cash reward and assuming you have enough staff on the floor, tell them to come in an hour late the next time they’re scheduled to work as a reward.

    Have a fun gathering, for instance, first thing before opening, bring in a boom box, play a tune like Bruno Mars 24k Magic…get everyone moving and in a good mood! I’ve witnessed this in a local store; the employees all started their day smiling. A corporate Target employee was noted for his dance “technique” at work.

     

    Want to read more? Here’s another article on staff development and retention: https://wolfgugler.com//getting-the-most-from-your-people-every-day/

    As Joe Scarlett, retired Chairman of Tractor Supply wrote in his TSC success book, “Work Hard, Have Fun, Make Money.”

    Wolf is President of Wolf Gugler Executive Search, celebrating their twentieth year in business as the leader in locating top talent for home improvement retailers and their suppliers throughout Canada the US and the Caribbean. He can be reached at (888)848-3006 or via email, [email protected]. Web site: www.wolfgugler.com.

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