communication – Page 12

October 3, 2003June 12, 2019

Starbucks is Pleasing Employees and Pouring Profits

There’s something comforting and classy about Starbucks. It’s not just the enticing aromas and blues tunes wafting through the air, the handsome surroundings or the likelihood of running into a friend or neighbor. It’s more the way the baristas (never called “counter help”) greet people, perhaps offering a blueberry scone sample, or remembering a customer’s preference for nonfat soy latte with extra foam.

Starbucks attracts a near-cult following, serving 25 million drinks a week at nearly 7,000 locations worldwide. In a four-week period ending in August, the company–which is growing by three to four stores a day–reported net revenues of $335 million, an increase of 26 percent over the same period last year. The Seattle-based coffee empire was among the top 10 on Fortune’s most recent “America’s Most Admired Companies” list. The magazine also rated it the most admired food-services company in 2001 and 2002. Business Week named founder Howard Schultz one of the country’s top 25 managers in 2001.

Since Starbucks began with a single store in 1971, its overriding philosophy has been this: “Leave no one behind.” With that in mind, new employees get 24 hours of in-store training, steeping themselves in information about coffee and how to meet, greet and serve customers. Full health-care benefits (medical, dental, vision and alternative services) are offered to all employees, including part-timers who work at least 240 hours per calendar quarter. The EAP is available to all employees. Employees share in the company’s growth via “Bean Stock” (stock options) of up to 14 percent of their gross pay, and a stock-investment plan allows them to buy shares of Starbucks common stock at a discount (85 percent of fair market value) through payroll deductions. The company also matches employees’ contributions to their “Future Roast” 401(k) plans, adding from 25 to 150 percent of the first 4 percent of pay, depending on length of service.

As a result of such measures, Starbucks employees have an 82 percent job-satisfaction rate, according to a Hewitt Associates Starbucks Partner View Survey. This compares to a 50 percent satisfaction rate for all employers and 74 percent for Hewitt’s “Best Place to Work” employers. Though the company won’t release specific numbers, it also claims that its turnover is lower than that of most fast-food establishments. But it’s not just the benefits that attract employees. Another company survey found that the top two reasons why people work for Starbucks are “the opportunity to work with an enthusiastic team” and “to work in a place where I feel I have value.”

Omollo Gaya, who grew up on a coffee farm in Kenya and immigrated to San Diego to attend college, was drawn inside a Starbucks store seven years ago by the heady aroma. He bought a pound of coffee, struck up a conversation with the employee behind the counter, and was impressed by the barista’s knowledge. As he sipped his brew, “something clicked,” Gaya says. After researching Starbucks, he applied for a job and spent the next four years in a San Diego store before being promoted to his current position as one of eight coffee tasters at company headquarters. After six years, Gaya exercised his Bean Stock options, which netted about $25,000 after payment of the exercise price, to build a new four-bedroom house for his widowed mother on 15 acres in her home village.

“The health benefits, the 401(k) and the stock options really surprised me, and confirmed what this company is all about,” Gaya says. “From my first day on the job, I got a lot of satisfaction when I offered a cup of coffee to customers and saw the smile on their faces, when I answered their questions about coffee, and when I saw their enthusiasm when they returned with a friend or colleague. My love for coffee started when I was 5 years old, but I never thought it would come to mean so much to me. Buying a home for my mother is the highlight of my being with Starbucks.”

Maintaining that kind of feel-good atmosphere in a small mom-and-pop company is one thing. The question is how Starbucks manages to keep the spirit flowing with 11,000 full-time and 60,000 part-time employees in North America, and an additional 7,400 workers globally. “Staying ‘small’ while we grow is one of our biggest challenges,” says Dave Pace, executive vice president of partner resources (the company’s term for human resources). “It sounds clichéd, but we do it by taking our mission statement seriously. Almost all companies have a mission, but at Starbucks, we use it as our guiding principle and hold it up as a filter for decision-making.”

Providing a great work environment and treating employees with respect is number one on Starbucks’ six-point mission statement. The list also includes a commitment to diversity; excellence in purchasing, roasting and delivering coffee; keeping customers satisfied; contributing to communities and the environment; and, of course, achieving profitability.

Starbucks encourages its employees, who are called partners, to keep in mind its mission statement, monitor management decisions, and submit comments and questions if they encounter anything that runs counter to any of the six points. Employees submit about 200 such Mission Review queries a month, and a two-person team considers and responds to each one. As a result of one such review request, Starbucks extended its military-reserve policy to protect the jobs, salaries and health-care benefits of employees who were called into action after September 11 and again during the Iraq war.

The company also encourages community involvement by donating $10 for each hour that an employee volunteers to a nonprofit or charitable organization. Profits from sales of the company’s logo-emblazoned “coffee gear” are channeled into clubs and services for employees, which include everything from running groups and bowling leagues to quilting and book clubs. Employees can donate an amount of their choice to a voluntary “CUP (Caring Unites Partners) fund,” which is used to provide grants to fellow employees who fall on hard times. And every year, as part of its Earthwatch program, the company selects a few employees to travel to coffee-producing parts of the world, where they learn firsthand about environmental and conservation issues from the growers. Last year two were selected; this year five are going.

“People come to Starbucks to socialize and interact, so our partners do much more than just make coffee,” Pace says. “They are the ones who create that environment in our stores and make this a place that people feel good about. So they feel empowered and know they are making a contribution. This is a company where we look out for each other and look out for the community. And when people see us responding to them, they feel like this company really ‘gets it.’ ”

Workforce Management, October 2003, pp. 58-59 — Subscribe Now!

November 9, 2001July 22, 2019

Relocations That Move Into Legal Quagmires

Relocation isn’t normally associated with litigation. Yet the issue isn’t as cut-and-dried as many HR professionals think. Something as seemingly simple as a corporate move can trigger any number of legal difficulties. Robert W. Sikkel, a partner in theHolland, Michigan, office of Warner, Norcross & Judd LLP, offers the dos and don’ts of employee relocation.

To begin with, how much control does an employer have over whether an employee relocates?: That’s a common question: Can you force or require an employee to relocate?The answer is almost always no. It can’t be required. Occasionally you’ll havean employee who is hired with the understanding that he or she will be moved around the country as part of training or the business practice. You see thata lot in retail with managers and assistant managers. And while it would be understood that the employee should take the relocation, there’s no way youcan physically force them. But most of the time, when the relocation comes,the employee has not necessarily anticipated it or agreed to it up front. Therefore,an employer needs to present the relocation as if it is the employee’s (only)option to remain employed by the company.

How do you present this relocation ultimatum?: Typically it would be approached conversationally with the individual. The opportunity to relocate would be presented. Employers should also think about the alternative. If the employee declines the relocation, then be prepared to address the status of that individual. It likely means the employee loses his or her current position. So HR might then offer some severance pay, and typically also ask for a waiver of claims in exchange for the severance pay. So the employee should be presented with a good-faith option to either stay with the employer and accept the relocation, or — you need to fill in the blank as to what the other choice is.

So if the employee refuses the relocation, HR should have that person sign a waiver?: If the employee doesn’t take the relocation and instead accepts some sort of severance package, that all needs to be documented, and the release must bein accordance with applicable state and federal laws today.

How else should an employer protect itself from an employee who loses his position because of his refusal to relocate?: That comes up in the area of forced relocation. For example, the employee declines a move to Montana. The employee’s position at the company is then forfeited.The legal question at that point is, what has just happened? The typical model is: when an employee leaves a company, he or she either quits or is fired. The employer might say, “I did not terminate this employee. I offered this employee another alternative, and this employee said no. This employee quit.”The employee says he didn’t quit. By requiring him to take a position miles away in a different state, the company created a circumstance where — while he wasn’t specifically fired — constructively that’s what has happened.

And what’s the significance of the employee’s termination claim?: The significance of that is, No. 1, an employer should recognize that simply terminating the employment after offering relocation doesn’t automatically mean the employee quit. And it does not alleviate the potential for challenges like constructive discharge. Most times, this kind of claim will arise when someone’s pay or benefits have been so significantly reduced that, although they’re still employed, it’s not with the same function, status, or pay. That’s the most common pattern. But asking someone to uproot and relocate could give rise to the same thing.

If the employer is choosing specific employees to relocate, does a company have to be aware of their race and gender?: If it turns out that all the employees who have to move to Toledo are women or people of color, that’s grounds for a disparate-impact claim. Absolutely,it happens all the time. If, during a relocation, some employees are being allowed to stay in the office, while others are being relocated, that should really be assessed. Who is getting the option to stay and who isn’t? Look at all the protected categories — race, age, gender — to make sure these people aren’t the ones being forced to relocate.

If an employee does accept a transfer, what are the company’s legal responsibilities as far as paying for or assisting in the relocation?: There are no state or federal requirements as far as what you must offer on relocation. It’s left to employers and their policies and their practices exclusively– including any prior contractual arrangements with the employee.

What about in a merger or takeover situation, in which your employees are being required to move to a new city — what’s the responsibility then?: Generally you’d work that out during the merger as to which of the policies would be applicable. You’ll see that a lot, where you have a collision of policies dealing with things like severance pay. Usually the merger agreement itself will dictate it.

What if an employee relocates, but then must be let go after the move occurs?: Those are common areas of challenge, where the employee relocates and in a short period of time their employment is terminated at the other end. Managers need to be careful not to overcommit to the job security of the employee post-relocation.So the first step would be to avoid verbal overcommitment. Second, avoid any written overcommitment in any transfer or relocation letters. So make sure there aren’t contractual commitments made to the employee. This is true even if your company has an at-will employment policy. We’re seeing areas where misrepresentation can legally negate even at-will employment policies. So the greatest caution to an employer on transfer is not to overcommit.

What if the company relocates an employee and that person quits soon after the move?: That’s a question we’ve been receiving a lot in the last nine months, as the economy has changed. If an employee quits after the company spends thousands on their relocation, can the employer recoup those expenses? More and more employers are developing or contemplating arrangements to address that issue. They deal with time period: If you stay in this position for at least a year, I’ll forgive the relocation expenses. If you stay for three years, for every year worked,I’ll forgive a third of it. This is normally for the employee-driven move or the recruitment of new employees. A year ago, employers weren’t thinking about this — they were just happy to fill positions. As the market is changing and employers view the cost of relocation as potential risk, they’ll address that now.

The information contained here is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion.

Workforce, November 2001, pp. 70-71 — Subscribe Now!

June 23, 2000January 13, 2020

I’m Important, You’re Important, We’re All Important

When I spent two years interviewing people about their work and workplaces, the concept of “self-worth” came up time and again. “I don’t feel important.” “I’m a worker bee.” “I’m just not valued.”

Worth emerged as such a dominant theme that it’s on my list of the 22 keys to a meaningful workplace.

No, worth can’t be measured like ROI or turnover. But it sure as heck can be increased. Below are some thought-provoking ideas and reminders for nurturing a stronger sense of self-worth among employees in your workplace. I hope you’ll print the list and use it to stir conversation, discovery, and action.

1. Those hallway “hellos” really do matter. Make them count.

2. Someone somewhere in your organization has the answer to that problem you’ve been struggling with. Turn off your computer, and surf the sea of knowledge that surrounds you.

3. We’re obsessed with knowledge, skills, and abilities. Shouldn’t we also tap into our deep interests?

4. Internal competition always produces at least one loser, which is one too many. Especially when we’re the loser.

5. The fancy award dinners and wall plaques aren’t essential. This is: “thank you.”

6. Let’s have a month when everyone is named employee of the month.

7. Co-creation may be the most time-intensive, frustrating, exhausting, and surest way to foster true empowerment and a deep sense of worth.

8. People are moved by compelling missions–not by run-on mission statements.

9. Plenty of organizations have complaint departments, complaint forms, and complaint-resolution personnel. Will someone please create a compliment department?

10. Who should have easy access to all customer input? Easy answer: everyone.

11. Employee attitude surveys are an exercise in tree-killing unless they’re used to generate rich dialogue and focused action. Save a tree: Just say no to employee surveys that are destined for a dusty shelf.

12. Okay, it’s a cliché, but it’s so true: Respect takes years to nurture, but it can be destroyed in seconds.

13. Can you cite one example of a performance evaluation that truly informs, inspires, and energizes?

14. Few people expect high pay. Everyone expects fair pay.

15. For years, we’ve used terms like boss, subordinate, my people, your people, and upper-level. Should we be surprised that some employees feel like second-class workplace citizens?

16. Space matters. If some people are jammed into tiny cubicles while others get cavernous offices, what kind of message is being sent?

17. If you don’t think Dilbert is funny, you need to worry.

18. If you think you’re turning into Dilbert, you really need to worry.

19. If your workplace is a Dilbertesque universe, engage in random acts of positive change management. Focus on the one positive thing you can do instead of the 100 things you can’t do.

20. If you’re unwilling to do a thing about it, stop off at the local office-supply store, buy some resumé paper, and get busy. A better situation awaits–but only if you seek it out and seize it.

Other columns by Tom Terez:

April 20, 2000June 29, 2023

Sample Performance Review for Non-exempt Employees

This form must be written in ink or typewritten

PERFORMANCE REVIEW AND EVALUATION

Name:
Position:

Location:
Department:

This review covers the period from __________to __________

The performance review and evaluation process requires the supervisor to do the following:

1. Clearly establish the areas of responsibility for the job.
2. Establish expectations, standards or objectives for the work to be done during the next review period.
3. Periodically review progress with the subordinate concerning how well expectations were met. Maintain on-going documentation of performance.
4. Annually review and evaluate performance.

The key to this process is clear communication between the supervisor and subordinate.

The objective of the entire process is to ensure that all employees understand:

1. What they are to do;
2. What the standards are by which they will be measured;
3. How they are progressing; and
4. What their evaluation is at the end of the review period.

Document the employee’s performance and select a rating (1-4, defined at the bottom of this document) for factors listed below:

Quality of Work — Consider the accuracy, thoroughness, and neatness of work performed.

_____________________________

Productivity — Consider the amount and timelines of satisfactory work completed and whether the employee consistently meets established or reasonable deadlines.

_____________________________

Interpersonal Skills — Consider the employee’s ability to work cooperatively with others, resolve conflict, and help others. Also consider customer relations, telephone technique, etc.

_____________________________

Dependability — Consider the reliability and consistency of the employee’s work. Also, consider the employee’s attendance record.

_____________________________

Initiative — Consider the exercise of independent judgment and innovation within the employee’s limits of authority and the amount of supervision required.

_____________________________

Job Knowledge — Consider the extent to which the employee understands and applies his/her knowledge of the techniques, methods, and skills involved in the job.

_____________________________

PERFORMANCE RATING DEFINITIONS

CLEARLY OUTSTANDING: Clearly exceeds, by a significant degree, most of the major requirements of the job, while maintaining fully satisfactory performance in the remaining duties. Performance results are clearly outstanding. Employee regularly assumes additional responsibilities beyond those which are required. This rating usually including the top 10% of the workforce.

ABOVE EXPECTATIONS:

Usually exceeds, by a significant degree, some of the major requirements of the job while maintaining fully satisfactory performance in the remaining duties. Employee often assumes additional responsibilities beyond those which are required.

MEETS EXPECTATIONS:

Consistently meets and occasionally exceeds the requirements of the job. Performance results are satisfactory in all aspects of the job.

NEEDS IMPROVEMENT:

Usually meets most of the job requirements; but improvement is needed in one or more phases of the job. Results are less than normally expected. When this rating is a warning that the employee’s job is in jeopardy if performance continues at the current level, Human Resources will be involved in preparing an Improvement Plan.

Discuss any other factors which relate to the employee’s work performance, such as significant accomplishments, critical incidents, or necessary improvements:

_____________________________

Overall Evaluation — Select one overall rating which best describes the employee’s performance throughout the review period considering the ratings and commentary throughout the above document.

Clearly Outstanding
Above Expectations
Meets Expectations
Needs Improvement

INDIVIDUAL DEVELOPMENT

What are this employee’s strongest skills and abilities?

_____________________________

What development action(s) will be needed to maintain or improve current performance? Also, what action(s) will help prepare the employee for future job assignments?

Development Objective

Action/Anticipated

Completion Date

Appraised by
Date

Reviewed by
Date

Employee Comments:

_____________________________

Employee:
Date

(Employee signature does not necessarily signify agreement with the evaluation, but that the evaluation has been discussed with the supervisor.)

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion.

April 19, 2000June 29, 2023

Sample performance appraisal for exempt employees

Performance Appraisal for Exempt Employees

Name: _______________
Position: _______________
Location: _______________
Supervisor: _______________
Reviewer: _______________
Period Ending: _______________

PERFORMANCE RATINGS:

Exceptional
Above Expectations
Meets Expectations
Needs Improvement
N/A — Not applicable

PERFORMANCE RATING	DEFINITION

Exceptional:	Consistent performance substantially exceeding normal expectations for total job.

Above Expectations:	Frequently exceeds normal performance expectations for key job tasks.

Meets Expectations:	Meets normal job requirements in accordance with established standards and may exceed requirements for some job tasks.

Needs Improvement:	Overall performance acceptable but improvement needed in one or more significant aspects of job.

All evaluations must be supported with specific comments, and all “Overall Evaluations” (see below) of Exceptional and Above Expectations must include specific examples to support the ratings given. When Needs Improvement is the performance rating, attach a written plan to improve performance to this review and enter the Next Review Date in the space provided.

PERFORMANCE RESULTS: Achieves expected quality and quantity of output. Places greatest effort on most important aspects of job. Does work on-time, on-budget without sacrificing performance goals or standards.

RATING:

COOPERATION/TEAMWORK: Willingly accepts assignments. Able to work on or with teams to cooperatively reach goals.

RATING:

INITIATIVE: Self-starter who willingly puts forth effort and time and performs tasks with a minimum of supervision. Begins to solve problems within scope of responsibility as soon as they are apparent. Advises supervisor of current or anticipated problems. Able to apply job knowledge to produce innovations in work process or product.

RATING:

ORGANIZING AND PLANNING: Resolves conflicting priorities and schedules with peers and other staff. Performs effectively under pressure and deadlines. Effectively uses time and resources to accomplish work. Will shaft strategy, make decisions, obtain the aid of others to achieve objectives.

RATING:

COMMUNICATION: Verbal and written communications are clear, concise and accurate. Appropriately documents work so others can find work in progress and historical information about the job.

RATING:

INTERPERSONAL SKILLS: Interacts productively with others in formal and informal groups both within and outside the company; is receptive to differing ideas and adjusts to the different work styles of others.

RATING:

For Supervisors, Managers, and/or
Sales Related positions include the following:

SUPERVISION AND LEADERSHIP: Effectively leads and develops staff. Effectively directs staff and provides ongoing feedback. Accurately evaluates performance, matches abilities and job requirements, establishes an effective working relationship, and acts as a positive model for others. Assures a positive working environment in compliance with company standards.

RATING:

SALES/MARKETING: Obtains new work (e.g. listings, corporate accounts, etc.) from both existing clients and new clients. Makes marketing suggestions and effectively implements existing marketing programs.

RATING:

OTHER (Define and rate another significant performance factor if appropriate)

RATING:

PERFORMANCE PLAN FOR NEXT PERIOD (Include expected accomplishments and measurement criteria)

DEVELOPMENT NEEDS (Areas of knowledge or skill to develop that will improve job performance)

Plan for how Supervisor will specifically assist employee to maintain or improve performance:

OVERALL EVALUATION:

EXCEPTIONAL
ABOVE EXPECTATION
MEETS EXPECTATIONS

NEEDS IMPROVEMENT (Requires written improvement plan of maximum 6 months)

Next Review Date and/or Other Actions:

SUPERVISOR’S OR EMPLOYEE COMMENTS (If needed, attach additional sheet)

(Employee’s signature indicates that evaluation has been discussed with the supervisor. It does not necessarily signify agreement).

Signatures:

Immediate Supervisor:
Date:

Reviewer’s Manager:
Date:

Employee:
Date:

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion.

April 14, 2000June 29, 2022

Sample Communication Policy

Following is a sample communication policy in the workplace. The purpose of such a policy should be to facilitate better communication, paving the way for better business. Keep this basic principle in mind as you adjust the policy to coincide with your business’ values.

Also read: How to use technology in your internal communications strategy

Sample Communication Policy

At Make Your Business Better, Inc., courtesy, tact and consideration should guide each employee in relationships with fellow workers and the public. It is mandatory that each employee in this organization show maximum respect to every other person in the organization and other contacts in a business context. The purpose of communication should be to help others and to make our business run as effectively as possible, thereby gaining the respect of our colleagues and customers.

Courtesy, friendliness, and a spirit of helpfulness are important and guide the company’s dealings with employees and customers.

Differences of opinion should be handled privately and discreetly. Gossip and backbiting are to be avoided. Communicate directly with the person or persons involved to resolve differences.

Conservative criticism — that which will improve business by clarifying or instructing — should be welcomed when delivered with respect and tact. Destructive criticism — that which is designed to harm business or another person — is not to be practiced.

Employees should strive to maintain a civil work atmosphere at all times and refrain from shouting, yelling, using vulgarities or swearing at co-workers or customers.
The standard of Make Your Business Better, Inc. is a work environment free from disparaging remarks about religion, ethnicity, sexual preferences, appearance and other non-work related matters. Each employee has the responsibility to foster an understanding of others’ differences in order to create an environment where those differences contribute to a better organization.Inappropriate remarks based on any of the following are not tolerated and such behavior will result in immediate termination of employment: race, religion, ethnic origin, physical attributes, mental or physical disability, color, ancestry, marital status, pregnancy, medical condition, citizenship and/or age.Inappropriate remarks include those that treat a group of people in a uniform way, assign a behavior in a disparaging way, imply inferiority of a group, are supposedly funny at someone else’s expense, and/or cause embarrassment or distress to others based on comments about a particular group of people.

The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion.

Comment below or email editors@workforce.com.

February 28, 2000September 19, 2019

Employees’ Top Training Needs

Do you ever wonder whether your training needs are similar to your competitors’? Do you want some ideas on where to focus your training?

Leadership development is the No. 1 training need of employees, according to a survey of over 200 organizations nationwide. In a tight labor market, organizations have become more interested in developing employees they already have on board, and providing them with the training they need to take on additional responsibility, such as training in interpersonal skills, communication skills, managing change, and teamwork.

The Top 10 training needs of today’s employees are:

Leadership development (selected by 65% of respondents).
Interpersonal skills training (59%).
Communication skills training (53%).
Managing change (52%).
Teamwork (52%).
Management skills training (51%).
Problem solving (45%).
Customer service (41%).
Retaining employees (40%).
Creativity and innovation (36%).

You can bet your competitors will be working to satisfy these needs. Try to do the same if you want to keep up with the Joneses.

SOURCE: Manchester Inc., Jacksonville, Florida, February 2000.

November 1, 1998February 17, 2019

Six Types of Employee Attitudes

Shell Oil Co. hired a top survey research firm to study 1,123 Americans this summer on their attitudes about work. The results showed that people generally fit into one of six categories:

Fulfillment Seekers
Do you want to make the world a better place? You’re probably a Fulfillment Seeker. A large majority of Fulfillment Seekers believe a good job is one that “allows me to use my talents and make a difference,” rather than one that provides a good income and benefits. Most say they have a career as opposed to a job, and a substantial majority say they are team players rather than leaders.

Fulfillment Seekers are mostly white, married and satisfied with their jobs. You’ll find these teachers, nurses and public defenders in a variety of “rooms”: classrooms, emergency rooms and courtrooms.

High Achievers
To pass muster as a High Achiever, plan on laying out a career path; a large majority of achievers say they have followed a career plan since a young age.

Their planning apparently pays off—The High Achievers group is the highest income group, with nearly a quarter earning more than $75,000, and the group with the highest educational achievement. Most are leaders who take initiative, and a majority hold managerial positions and are male. Look for these lawyers, surgeons and architects in operating rooms and law offices.

Clock Punchers
Put on a happy face? Forget about it. Clock Punchers are the least satisfied of any group surveyed, with nearly all of them saying they have a job rather than a career. An overwhelming majority say they ended up in their jobs largely by chance, and nearly three-quarters say they would make different career choices if they could do it all over again. Clock Punchers are predominately female, have the lowest household income (35 percent below $30,000) and are the least educated—half have a high school diploma or less, and fewer than 1 in 5 has earned a four-year college degree. These cashiers, waitresses and hospital orderlies aren’t happy campers.

The High Achievers group is the highest income group, with nearly a quarter earning more than $75,000, and the group with the highest educational achievement.

Risk Takers
Risk Takers have something in common with bank robbers: They both go where the money is. Members of this group are far more willing than others to take risks for the opportunity for great financial success.

They are also the only group that likes to move from employer to employer in search of the best job. This group is young (45 percent are under the age of 35) and largely male. Risk Takers are fairly well-educated and have good incomes (more than 4 in 10 have household incomes above $50,000). Show them the dough: These are software entrepreneurs and car salespeople.

Ladder Climbers
Ladder Climbers aren’t going anywhere—except up. These are “company people” who prefer the stability of staying with one employer for a long time.

A substantial majority prefer a stable income over the chance of great financial success and consider themselves to be leaders rather than team players. Company loyalty matters—4 in 9 say they would change cities to stay with their current employer. They are the opposite of Fullfillment Seekers.

Paycheck Cashers
Planning on a career as a Paycheck Casher? Enjoy the cubicle. Most Paycheck Cashers prefer jobs that provide good income and benefits over ones that allow them to use their talents and make a difference.

Members of the Paycheck Cashers group are young (46 percent are under 35), male and confused: Although a majority say they will take risks for a chance at achieving great financial success, an even larger number want the security of staying with one employer for a long time.

Most work in blue-collar or non-professional white-collar jobs, do not have a college degree, and prefer working in a large company or agency. This group also has the largest representation of minorities: 18 percent African-American, 10 percent Hispanic and 3 percent Asian.

Workforce Extra, November 1998, p. 10.

February 1, 1996June 29, 2023

Personal Style vs. Professional Appearance

human resources, people moves, promotion

The Dilemma:
Does image matter? Carla, an accounting supervisor, is looking for a promotion to middle management. She’s a 10-year employee and is competent as both a supervisor and as a number cruncher. There’s one potential problem. Although her skills warrant her promotion, her personal style perhaps doesn’t. She wears cutesy barrettes to hold back her waist-length hair, wears heavy makeup and generally wears youthful clothing (she’s 40). Would you recommend her for management without reservation? If you do have reservations, what course of action would you take?

Readers Respond:
Personal style, including interpersonal skills, appearance and demeanor, should be part of an employee’s overall performance appraisal. Each organization/type of business has its own set of standards, including customer service, profitability, quality and quantity of work produced, and professionalism. Professionalism takes on its own definition from industry to industry, and this is the area in which company culture (including professional image) is defined.

This employee should have been receiving feedback throughout her career with this firm, which should have included appearance. During career-goals conversations with her manager, goals should have been mutually established between the employee and her manager. The manager should have been counseling the employee with regard to the importance of a polished, professional image in the organization and that she has good potential for promotion if she achieves the standards which are set.
Donna Bernardi Paul
VP, Human Resources
Trammell Crow Company
Washington, D.C.

Carla should be promoted without reservation as soon as an appropriate position arises. However, she should also be counseled on personal presentation skills. While it is an unfortunate fact, it is a fact nevertheless, that image does matter. To be taken seriously by senior management, it’s usually necessary to present oneself in a polished, professional manner. I think that subordinates would also take more seriously a boss who’s professional in all areas, including self-presentation.

Carla should attend seminars on the subject and, as her human resources representative, I would also counsel her personally. However, the counseling must be done with great care, so that it’s in no way sexist. We can’t tell a woman to wear makeup or dresses-rather we can dis-cuss with her what professional attire includes. And this has nothing to do with whether Carla is attractive, but rather whether she’s presenting what she does have in the best light.

While it indeed would be unfair to expect everyone to be gorgeous, it isn’t unfair to expect everyone who aspires to higher levels in an organization to be presentable and professional, at least in the context of the organization’s culture.
Liz Bligan
Manager, Employment, No. America
The West Company Inc.
Lionville, Pennsylvania

I would not have a problem recommending Carla for the promotion. In fact, given that she’s in the accounting field typically dominated by males, I would be relieved that she doesn’t dress in the stereotypical masculine business-type suits. I also feel she has enough confidence in herself, and in her skills and abilities to dress to please herself.

Welcome to the ’90s. I see many more women in management today dressing in more modern styles and colors, but still in good taste. However, “good taste” to me may not mean the same as to someone else. Although the proverbial glass ceiling still exists, women today are comfortable dressing in a more feminine style rather than the blue suits and white blouses of yesteryear.
Jeanie Gaines
Human Resources Manager
Brockway Standard Inc.
Dallas

In the first place, this situation doesn’t occur at all if dress code guidelines are specified in the employee handbook. But yes, image does matter, COMPANY image, that is. Always has, always will, and I wouldn’t recommend her for management without reservations. My course of action would be to inform Carla of my intention to recommend her for promotion to middle management based on her experience, performance and value to the company. But with additional responsibility comes additional obligation to the organization, and the obligation in this instance is to look like a member of the management team. Is this image discrimination? I hope so. The fact of the matter is simple: Dress for success, not Halloween.
Paul Carroza
Human Resources Administrator
Peak Electronics Inc.
West Haven, Connecticut

Carla is viewed as both a competent supervisor and accountant. So, I believe her personal appearance has not adversely affected her performance. Therefore, she should be recommended for the job.

If there have been situations in the past when Carla’s appearance has affected her ability to do the job, she might not be recommended. For example, suppose Carla’s co-workers haven’t taken her seriously and the supervisor has heard the co-workers cite her appearance as the reason. When these situations occurred, Carla’s supervisor should have talked with her about what has happened. The supervisor might say, “Carla, during the meeting today I noticed that you had a hard time gaining control of the group. What do you think might have caused that?”

Together, they should look for ways to improve her performance, which may include addressing her personal style. If successful, this would make Carla a better candidate for future promotion.
Katy Klenk-Theroux
Regional Human Resources Manager
PageNet
E. Brunswick, NJ

If Carla is looking for a promotion, then she must have had a mentor. A good mentor would have guided her in the right direction before now. The image she is projecting is no different from someone who is a throw back from the sixties or an employee with bad personal hygiene, who may possess the same skills.

To be fair to Carla, I would take the time to make sure she understood what the company is looking for when promoting employees into management. If Carla is management material she will accept any feedback in a positive way. If she’s defiant and reacts in a negative way, do her and the company a favor and leave her where she is.
Bill Ervin
Director Labor Relations
Liggett Group Inc.
Durham, North Carolina

There’s no question in my mind as to the proper way of handling this situation. I would recommend Carla for promotion without reservation.

Carla has been a successful supervisor and is a skilled, capable worker who obviously has proven herself over the 10 years she has been with the company. We must judge her on her ability to perform in the new role and can’t let personal dress and style bias our recommendation. If image is important in this company and she must regularly relate to clients, the issue of dress and style should be addressed as part of her orientation training in the new position.

If the company had a strong management development program, this situation (if it was a problem) would not have gotten to this point without being handled. The larger problem is what upper management will think of me for recommending her, and do I let that bias my recommendation?
Wayne Fullerton
VP & Managing Principle
Right Associates
Charlotte, NC

As an employer representative at the Marriott Foundation’s Bridges… From School to Work program in San Francisco, I have been successful at finding part-time employment for high school seniors with disabilities. My goal is to help break the initial stereotype employers have of people with disabilities, as well as to assist primarily inner-city youth with employment. I have had many challenges assisting youth whose dress styles differ from mainstream corporate culture’s dress code. I have learn-ed that an individual’s drive to succeed is the most important factor in successful hiring and promotion.

If Carla were one of my employment placements and I learned that she had the opportunity to be promoted but that her personal appearance stood in the way of her promotion, I would have a meeting with Carla. I would communicate the opportunity of promotion with its prerequisite requirements of a change of dress code clearly and directly to Carla.

I would say: Carla, you have an opportunity presented to you at the moment. Your supervisor has seen your outstanding performance and is willing to recommend your promotion to middle management, however, she feels that you do not put forth a professional appearance that matches such a promotion. The professional appearance that she’s looking for involves wearing business suits and getting your hair styled in a professional manner. If you’re willing to adopt a professional appearance, much like that of the other middle managers, you can probably get the promotion. On the other hand, if you decide not to change your personal appearance, your supervisor is more than happy with your performance and your current position is certainly stable. You have a choice. It’s important for you to consider this and to come to your own conclusion as to what is more important to you, a promotion or the preservation of your individual style.

Robert Mollard
Employer Representative
Bridges… From School to Work
San Francisco

As director of human resources, I would meet with Carla’s manager and talk with him or her about a development plan for Carla that emphasizes areas needing improvement, including a section on image. I would encourage her manager to be sensitive in this area and talk about perception and the professional image needed for the promotion. If possible, we would offer seminars in professional dress and image as there are probably many employees who could benefit-and approach this sensitive area as an educational and development opportunity.

Her manager would need to follow up with her and be very positive about improvements. Many times, with sensitive issues, managers avoid situations such as these because they’re fearful of offending the employee, when, in actuality, many employees just don’t realize how they’re being perceived. Managers should view this opportunity as a way not to possibly offend employees, but as a perfect opportunity to further develop and help their employees.
Donna Eagle
Director of Human Resources
Judd’s Inc.
Strasburg, Virginia

Yes, I would recommend Carla for management. Yes, I have reservations regarding her professional image. And, yes, I have a recommended course of action. As the person making the decision to promote her, I would:

Discuss the role and responsibilities of the new promotion, highlighting that middle managers interface with a wider range of people.
Identify and discuss the strengths that Carla brings to the new role.
Identify and discuss areas of professional development to ensure Carla’s continued success. While Carla may have identified areas that she plans to develop, I would discuss the area of professional image. To address this potentially delicate subject, I would provide Carla with the following facts:
- 93% of communication consists of nonverbal expressions that include professional image, facial expressions, body movement, voice inflection, body position and eye contact
- 7% of communication is verbal expression inclusive of the spoken and written word
- For mid managers, the management skills mix for technical skills, communication skills and conceptual skills is 27%, 42% and 31%.

The new role provides Carla with the responsibility to communicate and interact with others. I would recommend a professional communication coach to advise Carla on ways to achieve the standard of performance. Advice for professional development is typically better received and used from an outside expert than from a manager or peer. Carla and I would meet with the outside coach to define our objectives for Car-la’s development.

In addition, I would lend Carla my copy of Victoria Seitz’s book, “Your Executive Image: The Art of Self-packaging for Men and Women.” I would remember to explain to Carla that self packaging is a form of communication intended to remove barriers. I would tell Carla that she must be congratulated for her proven track record and tangible skills. Coupled with a highly polished professional style, she has the opportunity to continue her professional development and advancement.

I would invite Carla to continue to discuss this topic and other areas of development on an ongoing basis. On a semi-regular basis, I would acknowledge, reinforce and encourage the de-sired professional image. As the promoting manager, one needs to remember to capitalize on Carla’s strong points and track record while building awareness of concrete ways to enhance professional image and success.
Sharon A. Wulf
President
Enterprise Systems
Framingham, Massachusetts

How Would You Respond to This Dilemma?
You are the director of HR for a high-end department store headquartered in Los Angeles. Your current focus is to hire a new assistant buyer. This person will be in frequent communication with the offices of designers in Europe and New York and will assist the sportswear buyer in determining trends and choosing merchandise. Marie is your top candidate by far, but you have reservations. In her favor, she has a degree in fashion design, speaks French and Italian and has worked for two of Beverly Hills’ trendiest boutiques. But on the flip side, she grew up in a tough neighborhood and although impeccably dressed, you’ve noticed a few small tattoos on one hand-possibly a sign of gang membership.

You’re aware that your in-house recruiters have given her the thumbs-up after the standard background check. Should you accept Marie’s embarrassed explanation that the markings are from a time long ago when belonging to the neighborhood gang seemed like her only alternative? Or should you give in to your fears and continue searching for someone else?

Personnel Journal, February 1996, Vol. 75, No. 1, pp. 95-97.