Mailbox - Letter to the Editor

Workforce, Dec, 2000

Welcome to the Real World

You answered a question from Dale about his position in relation to the CFO ("Dear Workforce," September 2000). Your answer was insubstantial and unrealistic (no offense). The writer is an HR manager in a company of 45 people. In an ideal world, your response and suggestions would be accurate. However, in the real world, most companies hire an HR person when they get to 100 employees or when they get sued. It is extremely common for the HR manager and even an HR director to report to CFO at a company that size. Having them report to the CFO says they see HR as an administrative function rolled up with payroll and not as a critical role. The manager can begin make inroads by presenting hard dollar figures about turnover or sensitive employee issues and see if he can be moved to the COO or CEO. However, it has been my experience that it doesn't happen until companies exceed 100 employees at least.

Lisa M Rivera, SPHR

HelpSmallHR.com

Lost Resources

Two separate articles in your October 2000 issue ("HR Online" and "Screen and Glean") highlight a costly behavior in today's HR management: companies are neglecting their former employees.

"HR Online" does a great job of examining the retention benefits of investing in online communication channels to employees. The stronger the relationship established, the more committed the workforce will be to the employer. However, at the time of the exit, the relationship formed is abruptly ended. The employer cuts off all ties with their employees, without any channel to communicate with this valuable population.

Similarly, in "Screen and Glean," Sallie Moniot Lilienthal emphasizes the importance of exit information. However, one factor that strongly affects the quality of the information is emotional nature of the process. Unfortunately, almost all companies lack a channel through which they can communicate with their former employees past the immediate point of exit.

The learning from the two articles should be that companies should stop ignoring their former employees and begin exploring their options to attain value from this untapped source.

Cem Sertoglu

SelectMinds.com

New York, New York

Brinksmanship

Patrick Kiger's story about "Retention On The Brink" (November 2000) was right on target. Once employees get the whiff of a rumor that a company is in trouble, a lot of them will jump ship. Taking the proactive approach with the key players is an excellent idea. A good way to motivate is to understand how employees perceive their "fit" in the new organization and how their roles play out in terms of company goals.

The best way to acquire that information is to ask them. Find out:

* What work they find most challenging

* What work they get the most satisfaction from

* What roadblocks frustrate them

* What resources would make their work easier

When employees know that they're more than "just a number," it can motivate them to stay.

Denise O'Berry, Owner

The Small Business Edge

Tampa, Florida