Top 10 HR Mistakes Managers Make
#1. Making Unlawful Preemployment Inquiries
Inappropriate questions during interviews and other preemployment contacts are a primary source for claims of discrimination. The courts generally assume that if you asked a question, you intended to use the answer as a factor in your hiring decision. Therefore, any questions about or references to protected categories such as sex (including pregnancy, sexual orientation, and gender identity), age, race, national origin, or religion can later be used against you in court in a discrimination claim.
#2. Delivering “Dishonest” Evaluations
Example - I gave her a “good” rating even though her work is poor, because I think a “poor “rating would be demotivating”.
Many managers and supervisors avoid the discomfort of delivering a review that indicates poor performance and instead cop out with a “satisfactory” or “good” rating. As a result, many legitimate actions taken against an employee based on poor performance can be questioned because the performance reviews are positive.
#3. Too Vague in Discipline and Performance Write-ups
Example - “Your work could use improvement”. Followed by “I’m making a note here that we talked about your performance”. Will that later be interpreted as you told the employee how exceptional their performance was or how poor?
Again, because of the desire to avoid unpleasantness, managers and supervisors will often write something on performance evaluations like “needs improvement.” That’s too vague. Does it mean the employee did a great job, but there’s always room for a little improvement, or does it mean that the employee did a terrible job?
Even using judgment words like “lazy” are too vague. Offer documentation and give specific examples of the unacceptable behavior.
#4. Making Rash Disciplinary Decisions
“That’s it, I’ve had it, you’re fired”.
Ultimately, firing may be the appropriate thing to do, but instantly in anger isn’t the way to do it. First of all, an angry, public tirade gets those “I’m going to sue” juices flowing. Second, you should never fire without carefully reviewing the circumstances with HR and/or management. They are in a good position to evaluate the appropriateness of the punishment and its consistency with previous similar cases.
#5. Not Realizing the “Power” of the Supervisor
“Let’s go out for a drink after work, then maybe we’ll grab dinner”. “I’m hoping everyone will contribute generously to my charity”.
Inviting an employee out for a drink after work may seem like a simple gesture, but the subordinate may view it as a directive. Especially if the request is repeated, it can always be viewed as coercion or harassment.
Supervisors and managers are agents of the company, and when they engage in behavior that could be considered harassment, it’s especially egregious because of the power they have over their employees.
Another aspect of supervisors’ agent status is that if the supervisor knows, the company knows. The company can’t say, “We weren’t aware of the situation.”
#6. Trying to be Liked rather than Respected
There is nothing wrong with being liked, but there is a sweet spot between caring too much about what your team thinks about you and caring too little. Being liked and being respected aren’t mutually exclusive. Making the less-popular decisions, when done for the right reasons and with integrity, doesn’t make you unlikeable and will ultimately make employees like AND respect you.
#7. Being Inconsistent with treatment of employees and enforcement of standards
While differential treatment of employees is not illegal, unless connected with a protected class, it could lead to employment claims and increased turnover. If the differential treatment is caused by discrimination, it’s illegal. If the differential treatment is caused by a poor manager who selectively applies standards it’s demotivating.
#8. Taking Credit for wins and Blaming Others for losses
Organization wins are rarely the result of one person’s efforts and properly recognizing your team’s contributions is vital to engagement. Leaders who blame others when things go wrong are not taking accountability for their responsibilities as a manager. This lack of accountability can quickly erode trust and respect among team members.
#9. Ignoring employee complaints
Not taking complaints seriously can poison the organization’s culture, leading to disengaged employees, or worse yet, claims of discrimination. Employee complaints should be discussed with HR whenever possible.
#10. Ignoring Poor Performance
The impact on profitability can be huge in an organization that tolerates mediocrity or poor performance as productivity will inevitably suffer. Poor performers will also have a negative effect on others who need to pick up their slack or tolerate bad behaviors.
