Why It’s Hard to be a Woman Boss

I’m in the process of writing a story about how women bosses are perceived in the workplace. Just about all the research I’ve uncovered reveals that female bosses tend to be less popular in the workplace than male bosses. The experts I’m interviewing have a number of theories as to why, and what HR can or should do about it. In the meantime, thought I’d share what consultant BJ Gallagher, a management consultant, author of “It’s Never Too Late to Be What You Might Have Been” (and a woman), has to say about the double standards that female manager-types face in the workplace:

HOW TO TELL A MALE BOSS FROM A FEMALE BOSS

~ A male boss is aggressive; a female boss is pushy.
~ A male boss is attentive to details; a female boss is picky.
~ A male boss doesn’t suffer fools gladly; she’s a bitch.
~ He knows how to follow through; she doesn’t know when to quit.
~ He stands firm; she’s inflexible.
~ He’s a good leader; she’s bossy.
~ He’s ambitious; she’s driven.
~ He loses his temper occasionally; she can’t control her emotions.
~ He isn’t afraid to say what he thinks; she’s mouthy.
~ He’s a stern taskmaster; she’s hard to work for.
~ He’s a man of action; she’s impulsive.
~ He controls his emotions; she’s cold.
~ He’s a good team player; she just goes along with the crowd.
~ He thinks before he acts; she can’t make up her mind.
~ He thinks before he speaks; she second-guesses herself.
~ He tells it like it is; she’s tactless.
~ He’s authoritative; she’s caustic.
~ He makes things happen; she’s lucky.
~ He’s a ladies’ man; she’s a slut.

Biggest Nursing Strike in U.S. History

There’s never a good time to get sick, but today would be an especially bad day to get sick in the Twin Cities, as more than 12,000 nurses from the Minnesota Nurses Association stage a one-day walkout at 14 hospitals throughout the Minneapolis/St. Paul area.

The Star Tribune quoted one participating nurse, Laura Schuerman, who spoke on the need to protect the nurses’ retirement prospects:

An issue of primary concern for her, she said, was the hospitals seeking a one-third reduction in their contribution to the nurses’ pension fund.

“I do want to retire someday,” said Schuerman, who is 50 years old. “I work hard. I do a lot of lifting of patients. Can I do that at 65 or 70?”

So far this morning, comments on the Star Tribune‘s story seem to be divided pretty evenly between those voicing support for the unions and those against the walkout. Here’s hoping both sides can come to an agreement soon.

America: Now with More Quitters!

As a follow-up to yesterday’s post on positive figures being reported in the employment sector, new government data released today adds some more good news:

The government said Tuesday that the number of people quitting rose in April to nearly 2 million. That was the most in more than a year and an increase of nearly 12% since January. That compares with 1.75 million people who were laid off in April, the fewest since January 2007, before the recession.

During the depths of the recession, workers were hesitant to quit — and not only because jobs were scarce. Even if they found a new job, some feared that accepting it would leave them vulnerable to a layoff. At many companies, layoffs follow a simple formula: last hired, first fired.

Whether those quitters did so because they thought the economy was finally coming back around, or that a better fit could be found elsewhere, is anyone’s guess. But as we all know, when people quit, those positions must be filled, and I can almost hear the recruiters cheering the news now.

The News We’ve Been Waiting For?

In a possible sign that the economy may have turned the corner back onto Prosperity Avenue, the U.S. Labor Department’s figures on job openings are the highest since December 2008. According to the Associated Press:

The biggest increases in available jobs were in professional and business services, leisure and hospitality and education and health services. Government job openings fell by 36,000.

While the possibility of a double-dip recession is still a grim reality, here’s hoping the latest numbers from the government mean that we’ll soon be writing more stories about recruiting and hiring than about layoffs and outplacement.

Sports Talk

Here, in the Philadelphia area, where HRE is located, the office talk is all about the Flyers in the Stanley Cup Finals and the sliding Phillies, who haven’t seemed recently too much like the Fightin’ Phils of old.

But, many employers, according to Challenger, Gray & Christmas, will soon be hearing more chatter about the World Cup — even though Americans rank fairly low on the scale of soccer afficiandos throughout the world.

So, the U.S. productivity levels probably won’t plunge as much as for employers around the globe, since soccer is the world’s most popular sport. 

In this country, the biggest productivity punishers, according to Challenger Gray’s non-scientific poll, are March Madness; college football bowl games; the Olympics; and the playoffs and finals for the NFL, MLB and NHL.

And one more that transcends sports: Apple product announcements.

 
 

HR’s Balancing Act

One of the Web extras to our June 2 cover story on Ford’s turnaround offers a brief list of the qualities of courageous HR executives, as set forth by Johnny Taylor, former president of the Society for Human Resource Management in his book with Gary Stern, The Trouble with HR.

Among his key points are: Act as a leader, not a follower; possess the courage of your convictions; and adapt to a  changing business environment. Read the rest on HREOnline.

More succinctly: Hold firm and be creative, but don’t be stubbornly resistant to new facts on the ground.

Such courage, writes Tere Bettis, an HR VP with Coppermark Bank in Oklahoma City, Okla.,  is “not always supported by senior management. … The balancing act between recruiting, developing, and retaining the best of the best while maintaining the bottom line for the CFO is tricky.”

But having the courage of your convictions is required in these tough times. Senior leaders won’t respect the ideas of their HR leaders, if HR won’t respect themselves.

BP’s ‘Human Face’

BP seems to have a regular spot on the front page of the New York Times lately, thanks to the Gulf of Mexico disaster. In today’s edition, two front-page stories touch on BP and the oil leak, including one focused primarily on the verbal missteps of BP’s CEO, Tony Hayward.

Nicely titled “Another Torrent BP Works to Stem: Its CEO,” the story dissects some of the more memorable “gaffes” from Hayward, including one in which he said the spill is not going to cause big problems because the gulf “is a very big ocean” and “You know, I’d like my life back.” Responding to the latter, Hayward apologized to the families of the 11 men who died on the rig.

The story, for the most part, explores how Hayward’s comments have turned into something of a public-relations fiasco for BP. But I have to also believe they haven’t been much of a motivator for those BP employees (and contractors) who now face the monumental task of fixing the leak. Would imagine they’d be a lot better off were they to have a CEO at the helm who managed to not make news himself.

Ironically, just about the same time BP started making headlines, John Hofmeister’s book, Why We Hate the Oil Companies: Straight Talk from an Energy Insider, arrived in the mail. Hofmeister is one of the handful of HR leaders to be promoted to president of a major corporation, in this case Shell Oil Co. (2005-2008). Perhaps, had Hofmeister’s book come out in the fall, BP’s latest fiasco (remember, BP was hit just last October with the largest OSHA fine ever) might have received a paragraph or two in Hofmeister’s book, which explores the oil industry’s image-management problems.

“Best practices doesn’t just mean taking credit for the positive steps the industry has taken; it also requires public exposure by top executives, a human face on a complex organization, consumer empathy and engagement, obvious and intentional,” Hofmeister writes. “Twenty-first-century engagement demands a commitment to transparency.”

OK, I guess you can say Hayward is showing BP’s “human face.” But I suspect that’s not the kind of “human face” Hofmeister is referring to in his book. Nor is it the kind of face that’s going to inspire BP’s engineers to come up with a solution that works.

Banker Alleges Discrimination at Citibank

A steamy Friday morning brings us news of a steamy suit being filed against Citibank, alleging sexual discrimination against one of its ex-employees. The suit is being filed by Debrahlee Lorenzana, who formerly worked for Citibank:

Her bosses told her that “as a result of the shape of her figure, such clothes were purportedly ‘too distracting’ for her male colleagues and supervisors to bear,” she says.

[Her two male] managers gave her a list of clothing items she would not be allowed to wear: turtlenecks, pencil skirts,  and fitted suits. And three-inch heels.

Wage and Hour Division’s Aggressive Agenda

 The U.S. Department of Wage and Hour Division held a public stakeholders forum on May 21 to lay out its goals and regulatory agenda — and from the looks of the reports I found, employers better stay on their toes ’cause the feds they are a-watchin you, folks.

Noel Tripp, an attorney with one of the employment law firms I quoted in an April 5 news analysis — Jackson Lewis — was in attendance and filed this report. Reads more like a warning to me. At the very least, it seems clear the Department of Labor’s WHD is gearing up to enhance employees’ rights, but not necessarily bend over backwards to help employers do just that in the process.

According to a story posted by Roy Maurer of the Society for Human Resource Management, WHD Deputy Administrator Nancy Leppink started the forum by defending her agency’s March 24 decision to end its long-held practice of issuing opinion letters to employers’ specific questions about compliance (which my news analysis was about). Leppink told those in attendance the practice was dropped because the “cost benefit was not there.”

 Yet, in the same initial greeting, she touted WHD’s “ambitious agenda,” according to Maurer, and listed some of the agency’s more impressive accomplishments, including hiring 250 new investigators (with plans to hire 100 more in 2010) and starting the “We Can Help” campaign, aimed at reaching vulnerable workers who wouldn’t otherwise report violations and noncompliance (this last bit, ala Tripp).

Tripp also offers this parting shot: “Employers must recognize that the newly aggressive WHD is focusing on complance and [will] consider internal or external audits to review wage-and-hour compliance. Employers in traditional low-wage industries must take special notice of the WHD’s initatives.”

I would say ALL employers would be well-advised to open these links I’m providing here and read them very carefully. 

Google Not Sold on Employee Engagement

For an upcoming feature story in our July issue, I’m interviewing Google’s Prasad Setty, its director of people analytics and compensation. Setty and his boss, Google CHRO Laszlo Bock, both feel that the concept of employee engagement is of limited use, to say the least. “Engagement is one of those nebulous concepts that appeal to HR people but are very tough to get across to business people,” Setty told me.

Here’s what Bock had to say: “It’s impossible to define what ‘engagement’ means: Does it mean I like my work, my colleagues, my manager? Does it mean I live only for work? It’s such a general term.”

Setty and Bock both feel that focusing on employee engagement simply adds an unnecessary step to getting at what Google’s line managers and business leaders really care about: retention and innovation. That is, are the people that the company needs to keep planning on sticking around and are they being creative and innovative in their jobs?

At Google, Setty oversees Google’s employee survey, called “Googlegeist,” that’s designed to get the answers to those two questions. Focusing on engagement would simply be a waste of time, they say.

“You have to explain to managers why engagement matters–that there’s a link between engagement and productivity,” said Setty. “So why not just measure retention and productivity directly?”

I find Google’s stance noteworthy, especially considering the emphasis that the HR vendor community has placed on employee engagement within the last few years. You can’t throw a stick at an HR convention without hitting a consultant who wants to tell you all about his firm’s employee engagement tools, or how his product or service will ramp up your company’s employee engagement. Is it simply yet another HR trend that will come and go? If you consider Google a trendsetter, then the answer’s definitely yes.