DOL December Overtime Law! …4

To empower others, you must take their measurements regularly…


Post 4: “What a blind spot!” Josh lamented as he looked over the notes he’d made when interviewing key managers who led groups highly impacted by the December changes in the FLSA [Fair Labor Standards Act] of the Department of Labor.

“I know it; I’m embarrassed that neither of us thought about how employees would feel about these changes.” Sharon admitted.  “Comments from managers I talked to also confirm what you suggest about developing a change-management strategy that goes deeper than compensation changes.  We have to consider how this will affect our culture and employee reactions.  Your notes helped me combine our thoughts into some questions we may want to ask group leaders. Take a look:”

  •  Does your leadership culture currently ensure employees know the scope of work expected of them by prioritizing the documentation of performance expectations?
    • This may be seen through accurate job descriptions; clear, flexible goals at every organizational level; regular performance discussions.
  • Does your team culture encourage employees and their supervisors to accurately track and document the results of individual performance or just general completion and quality of projects?
  • Do you have employees who report to multiple leaders or who feel like they have multiple bosses?
    • The challenges of such relationships may be compounded if these employees are expected to manage overtime usage; they may feel caught between priorities.
  • What percent of your employees, who will move from salaried to hourly, are Millennials (16-35) or Generation X (35-51)?
    • Negative perceptions of these changes could jeopardize their motivations or satisfactions.
  • Is there a generation distinction between executive and manager levels or manager and front-line levels in your group?
    • Team alignment may need to be strengthened in order to ensure unity and maintain steady results during this change.
  • How much collaboration between hourly and salaried employees is natural in your teams?
    • The resulting perspectives may create silos or communication barriers between these groups.
  • How aligned are the goals of hourly and salaried employees in your department structure?
    • We should be cautious to avoid creating divided agendas or competing measures with our changes to compensation.

 Josh smiled.  “I think you’ve done our work for today; thanks!  These should prime the pump for other cultural perspectives the leaders need to surface.   What if we print these, review them in the leadership meeting, and solicit additions or significant concerns they need help with?”

“Sounds good; that should also shine the spotlight on any areas we need to be unified around as a company.”  Sharon said, “I think I’ll send out these questions before the meeting so they’ll have time to digest them.  Can you confirm they’ve put the DOL change on the agenda as a follow-up item?

“Yes, and I’ll give human resources a heads-up on this change-strategy item in case they want to hear the discussion, since they will likely be part of the support team.”

Reality: If you are not prepared to effectively help employees through the resistance they will face and feel during change, then you had better be prepared for the resulting drop in revenue and business results.

FOLLOW US & don’t miss the next PEPPERBOX blog:  Where do Sharon and Josh start with suggesting strategies be created to support employees through the launch of the DOL changes?

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