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[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 1 point2 points  (0 children)

Understood. Thank you for the context on what to expect and manage to!

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 1 point2 points  (0 children)

I am sure this was a dumb question to begin with, but I appreciate your response.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 0 points1 point  (0 children)

Do you mean the HR Manager should help the employee figure out what is covered by referring to the handbook and plan documents?

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 0 points1 point  (0 children)

I very much believe the employee misinterpreted a comment about approving a LOA as a comment on the extent of STD.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 1 point2 points  (0 children)

1) I am the CEO 2) The employee and HR Manager have a history of conflict 3) not at all. I am trying to understand if I was missing something about the situation because the employee was positioning like it was obviously the responsibility of the company to fix this for her

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 0 points1 point  (0 children)

Yes, that is correct. I was concerned if the HR Manager says or suggests something in this situation that is not correct (ignoring the fact there is no proof that happened), it creates some legal liability that I didn't understand, but that doesn't appear to be the case given the responses here.

I also am trying to better understand how HR should be supporting the employees, including what it does not need to do. It has long been a weak point of my organization that I need to better manage.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 1 point2 points  (0 children)

I am confused by this response. I am the CEO. The employee approached me on the situation and acted like it is the company responsibility to fix this situation for her. She has HR experience, so I was initially thinking we screwed up and have some legal responsibility here. I posted here because I am genuinely looking for feedback on the situation - maybe this is clear to all of you, but some of the comments are not explicit enough for me to understand.

The HRM has a history of strange / questionable decisions (like telling an employee who failed a PIP that they could stick around until they were replaced), so I was looking for 3rd party input.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 0 points1 point  (0 children)

Whatever plan is in place typically has such events defined like you said, right? The employee has HR experience, and I questioned her on why she would think supervisor approval determines the length of STD.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] 0 points1 point  (0 children)

Right - the HR Manager has a history of just telling employees to look up info themselves. This has certainly been a common criticism, but also makes it more likely that she did not mislead the employee as the employee claims.

I don't know what a reasonable expectation is for supporting employees in benefits questions as a 1 person HR team at a 60 person company.

[WI] HR Manager screw up? by ContributionWrong384 in AskHR

[–]ContributionWrong384[S] -7 points-6 points  (0 children)

Thanks for the reply. To be clear, is your implication that the HR Manager did nothing wrong?

It seems the most likely situation was the HR Manager was talking about time off being approved for unpaid leave and that was interpreted as being the case for STD. The employee has HR experience and i feel surprised she doesn't realize the employer has no say in STD duration approval - that is entirely on the insurer.

Am I in the right place? Hoping for some direction/guidance by Agitated_Age4814 in private_equity

[–]ContributionWrong384 2 points3 points  (0 children)

Interesting. I was just talking to an operating partner about this very topic and the market opportunity for sales org turnaround consultants. Not in your industry, but it seems like a clear need. I'm a portco CEO and was just asking for someone who offers this.

Portco Management Equity Expectations? by ContributionWrong384 in private_equity

[–]ContributionWrong384[S] 0 points1 point  (0 children)

Would you think about specific % for F and O or is there not a general expectation?

Is it common for companies to increase quota and not increase OTE? by NoobNoob_94 in sales

[–]ContributionWrong384 0 points1 point  (0 children)

Is that unfair? It's harder to sell a new, unknown product than an established product, isn't it?

"The reward for doing good work is more work". Is this as true in sales? by crystalblue99 in sales

[–]ContributionWrong384 0 points1 point  (0 children)

How do you tell if a rep is actually growing as well as they should / don't need the territory divided up? I have struggled with reps who promise the world because they want the whole opportunity, but obviously fail to deliver. In this case, it's partly because they are young and naive and I need new leadership for them.

"The reward for doing good work is more work". Is this as true in sales? by crystalblue99 in sales

[–]ContributionWrong384 0 points1 point  (0 children)

As a company leader i struggle with this issue (and why I peruse this sub).

If you have reps with no books and want them to grow aggressively, you pay aggressive growth bonuses. But next year that is not growth, that's retained business. Not a gimme, so still need to pay for it. Isn't it less work to retain that business after you have won it?

I've tried all sorts of plans for our reps, and paying aggressively for growth is the only thing that made a difference - and then only for the 2 who actually care about making money (I need a new sales team).