Why Do Companies Punish Whistleblowers?

You spot your company doing something illegal. You document the problem and take it to your manager and Human Resources department and they should support you, protect you and make sure the problem is fixed. But sometimes they don't. Here's why.

Why Do Companies Punish Whistleblowers?

Managers: Stop the Shuffling and Just Fire the Person

Dear Evil HR Lady,

I recently accepted a brand new position as regional director. There was a previous director who provided management for a portion of my current region. I have now been tasked with finding a new title and job duties for the previous director. HR is really pushing for this person to retire as he has been employed for many years and one of the reasons they created the new position was to remove him from management. There was a very lucrative retirement package offered, but he declined.

I created a new position based on the organization's needs. The previous director will assume this new position including a rather large pay cut. My dilemma is that I know this person is not going to be able to meet the new job requirements (I based the job on department needs, not on the current skill level of the previous director). I have tried everything but to directly ask for retirement. Do I have any other options? I am afraid I am going to end up going down the disciplinary action road with ultimate termination since the company has a very quick disciplinary process of three strikes and you're out.

I hate being put into this position to start with but know I need to deal with it. Any suggestions would be greatly appreciated.

Managers: Stop the Shuffling and Just Fire the Person

There's Something Interesting Going On at the Academy of Management for Practitioners

It's nearly time for the annual bash at the Academy of Management.  For those readers not familiar with this annual event, it is probably the biggest and most important event on the academic management calendar.  However, very few practitioners attend, which is a great shame because if you attend the rights sessions it really does deliver some excellent, well researched ideas of great value that you are unlikely to get from going to much more expensive practitioner events.  As an example from the last two years, there were ground-breaking sessions on employee engagement and management consulting, which went far beyond the usual fare at SHRM/CIPD events.

One of the reasons guess that practitioners don't go is because of the divide between academics and industry.  Many of the sessions at the AOM display this in spades, especially those following the traditional hypothesis testing approach of old and safe ideas (nothing new here), which get wrapped up in statistical proofs and arguments that few people understand.  However, when you get good academic work aimed at theory generation or providing solid evidence on management fads, there is nothing so practical (as good theory!).

With this in mind, two practitioners with an academic backrgound are putting on a symposium with some practically minded HR academics (including this one) to help bridge this gap.  If you can't attend, please do follow the blog for the event.  You can participate from afar and help us in our quest to become more relevant while remaining rigorous.

Do I Need a LinkedIn Profile?

Dear Evil HR Lady,

I have a middle-managerial position in a big international IT company and I am considering changing companies. Does not having a LinkedIn profile In makes me less attractive for HR personnel? I really have a strong education, expertise in my realm, a long and successful career and can provide good references from top managers of all the companies. I mean i have nothing to hide and I consider myself to be quite competitive but i do not have that LinkedIn profile.

Reasons: I personally find Linkedin to be a very biased tool. From my practice the worse the employee is, the more connections and recommendations they have in Linkedin - that's just frustrating for me. i personally know some very low-performers who were in fact fired after working less than a year. However they all have very shiny profiles in linkedin with LOTS of buzz words, connections and even recommendations, which are granted by the similar people (i also happen to know them personally). That makes Linkedin for me a very poor tool for reflecting real persons' qualities and i have abandoned *my* profile a long time ago after i noticed how many connection/recommendation requests I got regularly from either non-performers or even complete strangers - people just seem to hunt for them nowadays. Similarly i do not have any accounts in social networks like Facebook or Twitter - it's just against my nature to spend time on such activities...

But on the other hand - literally everyone now seem to have Linkedin profile so i ponder whether being "not in the same boat" actually makes *me* look worse or suspicious for my potential new employer? Could you enlighten me on perception of social networks' public profiles by HR specialists nowadays?

Do I need a LinkedIn Profile?

Unemployed? Try Brushing up on Your Math Skills

You need a job. Try getting one that requires unpopular skills. Because sometimes it really is about what know.

Unemployed? Try Brushing up on Your Math Skills.

Why Don't Companies Fire Micro-Managers?

Do you have any opinion on why companies don't reprimand micro-managers? As a matter of fact they seem to get promoted. Also, do you know how to filter for this type of behavior to in candidates considered for promotion?

Finally, why is it that HR don't usually filter for this behavior?

So, why don't companies fire micro-managers?

My Micro-Managing Boss and I Share an Office

Dear Evil HR Lady,

I need your advice. I work for a small non-profit performing arts company. I am in an entry level position. My problem is that I share an office with another associate and our manager. 3 people + 1 small space = lots of frustration. My boss tends to micromanage, asking several times a day "what are you working on?" even just after she's assigned me a project. Her mood tends to set the tone for our office - if she's sighing a lot, we'd better shut up and fast, even if we are supposed to be on the phone. Her tense moods permeate our office in such a way that co-workers from other departments will ask if everything is okay. It's that palpable.

Her particular ticks and quirks abound, but my question is, how do I deal? I've been here for a year and enjoy many of my other colleagues. I want to improve our working environment. Is there a polite, non-threatening way to tell her to chill out/calm down/give me a little space? I constantly feel like I'm under a microscope and it doesn't help that she rarely takes breaks or vacations: she is always at work. I want a chance to work independently and sort out an issue, but in this environment I feel totally stifled. What can I do or say towards improvement? Is there a whole new way of approaching my work that will alleviate this frustration?

How can I handle my micro-managing boss?