Tag Archives: Human Resources

Staying In Touch

April 2, 2020 Rachel Yoka Leave a comment

By Nicole Chinea, CAPP

The last couple of weeks have been an adjustment for the entire world. I realize that many of our parking community are considered essential personnel. Not only are they adjusting to a new way of life at home, but they are keeping operations afloat and meeting the needs of their community.

While transitioning to a totally new work/life structure myself, I received a text message from a fellow mom friend, with a photo of hospital beds lined up in a parking garage and note that she never thought our industries would meet like this.

I am sure that everyone has seen the news piece related to this photo, along with others circling the internet. Travel restrictions have changed the way I am able to support my clients when they need it the most. However, when I got this text message two things came to mind:

It was so thoughtful of my friend to think of me and my parking talk with everything going on right now.
People really do listen to my parking talk.

If you haven’t done so already, take a few minutes to reach out and check in on your neighbor, client, or a random contact from your phone. Parking has always been a people business and with the luxury of technology, we have the ability to keep it that way during our current circumstances. Stay well.

Nicole Chinea, CAPP, is senior project manager with WGI.

IPMI Blog, Resources

Working the Holidays

January 7, 2020 Kim Fernandez Leave a comment

By Jennifer Carroll, CAPP

How do you spend your holidays–the same way your team does?

The holidays are usually very busy or very slow for many of us. In my part of the parking world, most locations are 24/7/365. Sure, we inform all perspective employees that we are open holidays, but when it comes right down to it, working on holidays is not that fun even if you are lucky enough to get paid time and a half.

It could be a big morale booster if they saw “the boss” working on those holidays, too. I am not saying go work a double on Christmas, but maybe do a quick drive-by to cover a lunch break on Christmas Eve, maybe have a team lunch delivered on a holiday, or even cover a shift on Thanksgiving. There were a few big holidays I spent directing traffic, collecting money, or driving shuttle buses in rainy weather in the muddy overflow lot when all other lots were full.

I assure you that all of these will make an impact on your team members, probably more than you can imagine, and it could cost nothing but a bit of your time. I know I would love it if my boss did it. How about you?

Jennifer Carroll, CAPP, is regional director with REEF Parking.

IPMI Blog, Resources

A Conversation About Talent Acquisition

October 16, 2019 Kim Fernandez Leave a comment

By Vicki Pero, SPHR

Most people are familiar with the term “recruitment” and consider it a challenging (not the good kind of challenging) administrative task, especially when it comes to filling frontline positions. I prefer to describe these activities as talent acquisition, because the tactics associated with this approach are quite different.

In today’s hyper-competitive parking industry talent market, we all need to bring our A games to attract the best candidates, and the best way to do this is through talent acquisition. I recently sat down with The Parking Podcast to discuss this topic; below, I’ve highlighted the key differences between the two approaches in a bit more detail than what the host and I discussed. Compare what you see here to your own practices to ensure you’re getting the best results from your efforts.

Talent Acquisition: Active approach to reaching candidates. Given that career seekers are using up to 18 different resources to search, employers use a multi-faceted approach to attract applicants, including:

Company website and social media.
Internal referrals and networking.

Recruitment: Passive approach. Attracting applicants largely relies on pushing out job ads and responding to applicants who apply.

Want to learn more? Listen to this week’s episode of The Parking Podcast here.

Vicki Pero, SPHR, is principal of The Marlyn Group.

IPMI Blog, Resources

Correction and Encouragement

October 15, 2019 Kim Fernandez Leave a comment

By Tiffany R. Smith

How do you reprimand a good employee? As leaders, we know good employees do bad things. The conundrum comes in how you correct bad behavior while still encouraging good.

We all make mistakes but some cause more detriment than others. And when this occurs, what do you do? One thing is for sure: We don’t do anyone any favors by sweeping the mistake under the rug under the pretense of, “well, everyone makes mistakes.” We must address the mistakes our “good” and “bad” employees make. We have to address these errors through coaching.

I believe the first time a mistake or accident occurs, it should be followed with a verbal coaching session. Take the opportunity to sit with the employee, address the concern, discuss how things should have occurred, and talk about corrective action. The hope is that they understand and avoid repeating the same mistake. That said, it is very possible that the same mistake or a similar one may reoccur. At this point, I recommend a written counseling/coaching session–same steps as before, but now with written documentation of the shortcoming. If it occurs again, progressive discipline is warranted.

It is important for leaders to help our followers by addressing their shortcomings and giving them realistic, reachable goals to improve upon going forward.

Tiffany R. Smith is director of PARC with the Parking Authority of River City, Ky.

IPMI Blog, Resources

I Like Fun

October 4, 2019 Kim Fernandez Leave a comment

By Helen Sullivan, APR, Fellow PRSA

I recently got proposals from a few suppliers for a communications project. In the email the company representative sent me with the proposal was this line: “You will get the best results, the best client service, and have the most fun with us.” Well, I wasn’t looking for fun, but that certainly stopped me in my tracks. I like fun. I like working with suppliers that   are fun to work with (and talented and cost-effective, of course). I really appreciated this touch of unexpected humanity. Ultimately, and for many reasons, this is the firm I will choose to work with–now they better deliver on the fun part!

Seriously, it is a reminder of how important it is to be human–and perhaps, not always so serious. What a good reminder to sprinkle some extra fun into our work product, our work relationships, and our work life. Here’s some inspiration on making your workplace fun from the UK-based HR company, CIPHR. There’s a not very fun but fascinating treatise on fun in the workplace in the March 2019 issue   of Human Resource Management Review. A key point is this: “A theme that has been   echoed through the qualitative investigations is that fun in the workplace may not always be fun and   that whether fun in the workplace is ‘fun’ is context dependent. We contend that fun in the workplace is largely in the eye of the beholder.” True, that!

I think the takeaway is that orchestrated fun can be ineffective (possibly torturous for personnel with social phobias or those who prefer quiet) and can reduce work time, which can detract from fun and add to stress. I also think that companies must be   careful about scheduling “fun” activities that are conducted outside of regular business hours. That, too,   can be a burden to employees.

Okay, stop reading. As Urban Dictionary defines fun: “Clearly   something that you aren’t having if you’re searching it on here.” Pretty funny, right?

Helen Sullivan, APR, Fellow PRSA, is IPMI’s communications counsel.

Management & Human Resources, Parking & Mobility Article, Resources

The Business of Parking: Learning to C.O.P.E. with Culture

September 1, 2019 Rachel Yoka Leave a comment

Why do so many organizations and leaders get culture so horribly wrong?

By Julius E. Rhodes, SPHR

IN BUSINESS TODAY AND IN SOCIETY IN GENERAL, we are bombarded with the notion of culture. In our organizations it is widely believed that if you don’t get culture right, nothing else matters. We also hear that culture eats strategy for lunch.

Being from Illinois, I vividly remember what University of Illinois basketball coach Bruce Weber said after he was fired. He concluded that he focused too much on wins and losses and not enough on culture. Now head men’s basketball coach at Kansas State University, he has built a program in which culture is the hallmark of his efforts, and the results are paying off in a grand manner.

With all of this emphasis on culture, I only have one question: Why do so many organizations and leaders get culture so horribly wrong? Here’s my take:
Confusing Climate and Culture

First, I contend that many organizations confuse climate with culture. Think of an iceberg. There is much more to the iceberg beneath the surface of the water than there is above the water. Climate is what’s above the water level and is easily seen. However, we all know the saying “all that glitters isn’t gold.”

As it relates to culture, the vast majority of the work that needs to be done is beneath the surface. Foolishly, many people and organizations believe that if an issue isn’t being discussed, it doesn’t exist. Nothing could be further from the truth.

I strongly believe that if issues are not being discussed or have been driven underground, that suppression will eventually lead to an explosion. If we did the hard work of bringing those issues to the surface, the situation could be handled in a much more effective manner.

C.O.P.E.
This is where learning to C.O.P.E. with culture comes into play. When this acronym is properly implemented, it can support a well-functioning, welcoming, and inclusive culture where our organizational stakeholders feel valued and supported for their efforts.

C: We must strive to improve communication and civility among all stakeholders. When we do this, it provides the springboard for increased contributions on the part of all stakeholders.

O: We need to be open to opportunities that will allow ourselves and others to get better. This will take commitment and courage; culture isn’t a popularity contest, but its establishment is critical to our success.

P: This represents the need for stakeholders to understand the process and to actively practice and participate in sharing as a tool to increase organization dynamics.

E: This means we have to effectively engage everyone and execute with excellence. No single part of the organization is more important than the other, and we have to meet people where they are and bring them along to where we need them to be.

Culture is critical to our continued development and creates conditions for personal and professional growth.

Read the article here.

JULIUS E. RHODES, SPHR, is founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@mprgroup.info or 773.548.8037.

IPMI Blog, Resources

Stressing About Change? Try Breaking Down the Silos

August 30, 2019 Kim Fernandez Leave a comment

By Cindy Campbell

Fact: Organizational change is inevitable and constant. We’re daydreaming when we entertain the notion that one day soon the pace of change will slow and we’ll be able to catch up. (Hint: The keyword of that last sentence was daydreaming.) Changes in policy, practice, services, purpose, personnel—you name it, there’s always an element of change.

The perception of constant change can negatively affect an organization’s ability to work as a cohesive team. To protect ourselves, we sometimes break into smaller, safer working groups or “silos.” Silo mentality happens when units within an organization stop sharing information with others in the same organization. Unit silos are frequently the outcome of organizational growing pains. They inhibit communication, reduce trust, affect morale, and generally make it harder to get the job done.

Recognizing the presence of work silos is a critical step in improving the work environment, but let’s be clear: it’s only identifying the symptom. Addressing the root cause of work silos takes time but is well worth the effort. A common contributing factor could be poor communication practices. Not sure where to start? Try facilitating group discussions that address recent organizational changes. While it’s easy for the group to focus only on the challenges they’ve experienced, make sure you also encourage identification and discussion of the advantages of and opportunities presented by organizational change.

Intellectually, we know that not all change is bad, but when we perceive it as a constant, human nature tells us to resist it. If we perceive it as “change for change’s sake” or mistakenly label all change as bad, we do ourselves and our organizations a giant disservice and add unnecessary stress to both the work environment and our life outside the office.

Cindy Campbell is IPMI’s senior training and development specialist.

IPMI Blog, Resources

Correction vs. Encouragement

June 25, 2019 Kim Fernandez Leave a comment

By Jay Manno

Correction does much, but encouragement does more. – Johann Wolfgang von Goethe.

Knowing is not enough; we must apply. Willing is not enough; we must do. –Johann Wolfgang von Goethe.

Everyone has their own unique personality and style. Without education, correction, and leadership from others, we would all be disasters. While these things are imperative, I’ve found that I correct my ways out of humility and respect toward others and my advisors.

I know we can all relate: At some point in our careers, we have worked around people who are surrounded by negativity and are unable to be uplifting. Let’s not get into the debate about generations being too soft, how we were raised, how kids should be punished, or whether managers should be tough. From my own experience, I know an encouraging note, email, call, or conversation inspires me to do better every single time. A note of pure correction won’t have the same effect.

Have two conversations with your team. First, correct them sternly after a mistake and walk away. The second time, encourage them to improve from their mistakes and tell them they have all the skills and abilities to be successful. I’m curious which one will produce better results–in my experience, it’s the latter. Let’s lift each other up. Be inspiring to those who need inspiration and accept inspiration from those who offer, but always lift each other up.

Jay Manno is vice president, new market development, with Southland Printing.

Parking & Mobility Article, Resources

Where Do We Go from Here?

June 1, 2019 Rachel Yoka Leave a comment

By Julius E. Rhodes, SPHR

HUMAN RESOURCES (HR) has come a mighty long way, but we still need to do more. Most millennials are already a part of our workforce—in fact, millennials are the biggest segment of the U.S. labor force. The oldest members of Generation Z are starting their careers now, while baby boomers continue to make their retreat. We must keep in mind that our ability to be successful will require us to represent the interests of the people we serve. At the end of the day, it’s people that matter.

Designing a culture, addressing the climate, and being obsessive about ensuring organizational processes are all critical. I see the correlation between climate and culture as an iceberg: What is beneath the surface of the water is much more expansive than what we see above. Climate is what we see above the water level, but culture (beneath the water) will require us to do some very real and hard work.

Martin Luther King Jr. once famously said, “I can never be what I ought to be until you are what you ought to be, and you can never be what you ought to be until I am what I ought to be.”

Establishing Balance

What will it take to accomplish this feat? In a word, balance—between the instrumental approach to HR, which emphasizes the pure business objectives, and a humanistic approach, which is more broadly focused on concern for people and the business.

It doesn’t matter how we arrived where we are today. Whether you are a boomer, millennial, a member of Gen Z, or any other designation, we’re all in this together, and our ability to connect and support each other is essential to our success. We need to remember that while our age might place us in a certain demographic category, that category is not the be-all and end-all regarding how we see ourselves and how we identify and associate with others.

The common thinking is that millennials don’t save or aren’t loyal to an organization. The common thinking is that baby boomers aren’t tech savvy or that they lack creativity. I say hogwash—all we need to do is identify one millennial who is an astute investor or has designs on staying with a firm or one baby boomer who not only knows technology but was an early adopter, and the common thinking goes out the door.

If you are like me and many others, you certainly know people whose ability to relate and identify with other generations places them in a different realm than the one in which they were born.

Where we go from here depends on a few things. HR can lead the charge, but it cannot be solely responsible for its ultimate success. Success always requires a team effort. Here are the areas we must all rally around:

Engaging others, networking, and emotional intelligence.
Moving from employee to intrapreneur (someone who promotes innovative development and marketing).
Using your personal brand to influence others.

Emotional Intelligence

As we think about the future, we hear a lot of talk about augmented reality and artificial intelligence, but it is emotional intelligence that will drive our ability to develop effective networks and engage others. Without going into a technical dissertation, emotional

intelligence operates in two primary domains: self-competence and social competence. Self-competence means self-awareness and self-management. Social competence means social awareness and relationship management. Not only are these areas of self-discovery, but if we are able to master them, they will allow us to help move our team members from being employees to having a more vested interest in our operations.

Your Brand

I’ve spoken a great deal about personal branding and have written a book and workbook on the topic. Having a consistent personal brand is paramount to put people at ease and connect to us. A consistent personal brand will either bring people to you or push them away; no matter how good we believe we are, we all need advocates. Just because we are successful today doesn’t mean we will continue to be so tomorrow, especially if we lose sight of the most important aspect of our existence: the people we work with and through to accomplish our objectives.

Achieving the balance I spoke of earlier may well be the tipping point for HR and our organizations. If we are to continue to move forward and be the best, we must be that for each other and those we serve.

Read the article here.

JULIUS E. RHODES, SPHR, is founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@mprgroup.info or 773.548.8037.

IPMI Blog, Resources

Debunking Common HR Myths

April 10, 2019 Kim Fernandez Leave a comment

By Andi Campbell

A simple Google search using an HR buzz word or phrase such as talent management, LMS, social recruiting, ATS, or off-the-shelf content will yield thousands and thousands of articles, ideas, and sales pitches. If you’re like most people these days, you probably don’t have the time (or energy!) to navigate through all of that information.

When it comes to developing and executing effective people strategies that drive strong, measurable results, your plan doesn’t necessarily need to be fueled by the latest technology or concept. In fact, sometimes the most savvy and innovative ideas are too complicated for execution, and without assessing your company’s cultural readiness, a major investment (in time and/or money) could be a big mistake.

Narrow your focus to no more than one or two major initiatives each year that will really move the needle, and make sure they’re measurable. Are you trying to improve the recruiting process? Maybe it’s an applicant tracking system. Are you trying to measure effectiveness of training? Maybe it’s a learning management system. Are you trying to reach the millennial workforce? Maybe it’s social recruiting processes. The key is to clarify your desired outcome so you can narrow your search. Join us for our session, Debunking Common HR Myths, during the IPMI Conference & Expo in Anaheim, and we’ll share some actionable ideas you can immediately implement!

Andi Campbell is senior vice president, people and culture with LAZ Parking. She will present on this topic at the 2019 IPMI Conference & Expo, June 9-12 in Anaheim, Calif. For more information and to register, click here.