Attention, business leaders! Transitioning from hands-on to the helm? Avoid sinking your ship! In this episode, we spotlight five catastrophic HR blunders even seasoned CEOs make. Discover how these missteps can cost you more than money, and unlock transformative strategies to elevate from "busy bee" to visionary leader. Elevate your game, safeguard your culture, and champion your business like never before. This isn’t just advice, it’s your roadmap.
Tune in. Step up. Transform.
Thanks for listening! Please follow, rate and review.
Produced and Recorded by Randall Hayes.
CONNECT WITH OUR HOSTS ON SOCIAL MEDIA
LaKeysha Cobbs-Hayes:
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https://www.instagram.com/lakeyshacobbshayes/
https://www.instagram.com/strategic_behavior/
Sonya Songer:
Website:
https://www.bossyhr.com/?fbclid=IwAR3gOrNMMOOkESANYrhNSCuhuAEiqbJubGKCgCZTgLeUiP1Sx5LitYO6uyQ
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https://www.instagram.com/onlybossyhr/
LaVonne Shields:
Website:
https://www.accountingstrong.com
Instagram:
https://www.instagram.com/theaccountingstrategist/
Acacia Smith:
Facebook:
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Instagram:
https://www.instagram.com/blck.mgmt/
https://www.instagram.com/modestwomen_ie/
Attention, business leaders! Transitioning from hands-on to the helm? Avoid sinking your ship! In this episode, we spotlight five catastrophic HR blunders even seasoned CEOs make. Discover how these missteps can cost you more than money, and unlock transformative strategies to elevate from "busy bee" to visionary leader. Elevate your game, safeguard your culture, and champion your business like never before. This isn’t just advice, it’s your roadmap.
Tune in. Step up. Transform.
Thanks for listening! Please follow, rate and review.
Produced and Recorded by Randall Hayes.
CONNECT WITH OUR HOSTS ON SOCIAL MEDIA
LaKeysha Cobbs-Hayes:
Instagram:
https://www.instagram.com/lakeyshacobbshayes/
https://www.instagram.com/strategic_behavior/
Sonya Songer:
Website:
https://www.bossyhr.com/?fbclid=IwAR3gOrNMMOOkESANYrhNSCuhuAEiqbJubGKCgCZTgLeUiP1Sx5LitYO6uyQ
Instagram:
https://www.instagram.com/onlybossyhr/
LaVonne Shields:
Website:
https://www.accountingstrong.com
Instagram:
https://www.instagram.com/theaccountingstrategist/
Acacia Smith:
Facebook:
https://www.facebook.com/groups/3396192067327920
Instagram:
https://www.instagram.com/blck.mgmt/
https://www.instagram.com/modestwomen_ie/
monthly(. Welcome to the True CEO Podcast, where we boldly uncover the secrets of leadership and guide CEOs to triumph in the realm of human resources. I'm your host, Sonya Songer, and it's an honor to have each visionary mind tuned in today. In this episode, we fearlessly shed light on the top five HR mistakes that CEOs must avoid, and this, of course, is in relation to new business owners. Brace yourself for a journey of enlightenment as we navigate the intricacies of HR management, empowering you to cultivate a thriving workforce. As always, we have our expert panel with us to discuss these topics, and that is going to be LaVonne Shields, our accounting expert. We also have LaKeysha Cobbs-Hayes, who is our overall CEO expert. We Acacia Smith. We have Acacia Smith, who is our marketing expert.
Sonya Songer:I've already introduced myself, Sonya Songer, and I'm the human resources expert, and this topic today is actually specific to my field. I will just get right into the topic then. The first mistake that I noticed that new business owners make is that they have a poor or non-existent hiring process. They tend to think especially the ones that come to me for consultation services they tend to think that, hey, I'm just going to hire some people and I'm like, hey, how are you going to do that? And they have them.
LaVonne Sheilds:I'm just going to tell them to show up and get a login Right, right, and if it's I got employees.
Sonya Songer:I'm just going to post an opening in the newspaper. People still read those Indeed, yeah, no they don't even. The newspaper. That's scary. They do still exist, FYI. They are online. I believe they are still in print as well, but as in physical print, but definitely there's not a lot of thought put into the process. They just think they're going to hire a workforce on and keep chugging along.
Acacia Smith:So things have changed?
Sonya Songer:Thank you for that. Yes, and point of fact, they have, and so I just want to point out that, not just knowing where to place your ads, knowing strategically where to place your ads and how to go about that process, what positions do you even need to hire for Everybody?
LaVonne Sheilds:Everybody just needs somebody to come in Right Exactly A warm body.
Sonya Songer:Oh, you know what you have a pulse. I like that. Yeah, I like that. I do my HR and do my accountant things.
LaVonne Sheilds:They handle my point. They do my company, they do the whole deal. That's something I want to know.
Acacia Smith:Those outlining those roles right In what you're saying. The hiring process how, from a, let's say, starting point, do we hire an employee? If we need everybody, when do we start?
Sonya Songer:Well, I mean, that's exactly where you start. Who do you need and what do you need them to do immediately? Because the first thing you should be doing is talking to your company's accountant.
LaVonne Sheilds:You can't afford that, you're fine.
Sonya Songer:Talk to whoever is helping you with your finances Got you, because what can you afford? If nobody is helping you with your finances, then I'm assuming you look at your bank statement every day. You look at your bank account every day.
Sonya Songer:What can you afford? And how do you know what you can afford? Start looking at other job boards and looking to see what positions are posted and what you feel that you need and what those other positions are paying, because you are not bringing anybody into your organization if you are not being competitive, so you might have to do many things on your own for a period of time. It really depends. Do you need somebody full-time or can you deal with somebody just?
LaVonne Sheilds:being part-time. I just by that I ask that question. This is also when you're determined in like what's the actual workload? Because the last thing you want to do is say, I got a full-time position and they just sitting there on TikTok all day.
Sonya Songer:Right, exactly.
LaKeysha Cobbs-Hayes:Don't be mad, I will be mad. So what type?
Acacia Smith:of assessments, would you say, to have for yourself as a business or your employees, to know what level you need?
LaKeysha Cobbs-Hayes:the work right.
Acacia Smith:Or they are capable to do that.
LaKeysha Cobbs-Hayes:So one of the things I actually coach on is because this kind of falls within the realm of HR, but also kind of CEO coaching, right? So what do I need to do first? First of all, I need to get all of the things off my plate that I don't like doing or I'm not really great at, and so that's where you start. You started saying, okay, I am, I'm the talent. So therefore, if I can't replace me being a talent, then I need somebody that needs to come in.
LaKeysha Cobbs-Hayes:Right, I need to have somebody come in that's going to be able to take over the things that I absolutely do not know. I do not know HR, I do not know accounting, I do not know, you know the intricacies of case management. So who can I hire to come in and take over the things that I don't know? That it take it off my plate to then move and be in this, you know, in the realm of okay, well, where can I operate in my best talent? So that that that's the first step is identifying. So there's not really an assessment. I mean, you can do the. You know the Roosevelt matrix to figure out. You know, what am I good at? What's urgent, you know what's not urgent, what's important versus not important, and then those things that are not important, not urgent, then those are the things that you absolutely need to delegate immediately off your plate so that you can handle the other stuff.
LaVonne Sheilds:That's also found in your business plan. When you truly do a business plan, you go to your operation section. You're identifying what are the, the SOPS, operating procedures for each area of your business, your marketing, your sales, your operations, your this and then that, let that's also going to let you know, okay, so your KPIs and then who's supposed to be doing that role and stuff. Who's supposed to be doing that role.
LaKeysha Cobbs-Hayes:So if you know that, you should be thinking about all that stuff.
LaVonne Sheilds:That's your job If you know you got a brick and mortar and it's someplace where people walk in that we know we need a receptionist. We need someone who's there to greet them, not as that person also doing all these other tasks or and what is, the things that we want them to have when they come in. Like you know, you don't want them sitting there popping gum on their phone, like hey, so you here to see this person.
LaKeysha Cobbs-Hayes:This person needs to be so fundamental and have so many different skills that you're able to offload at least three to four jobs to this one person. So you may have to pay a little extra to get that person, but that person needs to operate. And all of the skills that you do not have right, all of the office management stuff, all of the HR stuff, how who can I get to bring you in? So you know, I would always say that the first person to bring in your business, to be honest, is the HR, and it needs to be said you need to have somebody HR slash you know or office manager or office manager but they absolutely need to have HR experience.
Acacia Smith:I guess how. How do we address, you know, the, the, let's say we do the hiring right and to this space where this person, they might not be able to do all three jobs or I didn't make it. The expectation of what I'm asking are they didn't write, so where do you go with that? And the misclassification?
Sonya Songer:It's always going to be a learning career or is? It also it's ongoing. It's ongoing.
Sonya Songer:There's always going to be a learning career you can hire because you also need to remember this just like you are able to sell yourself, other people can do the same thing, so you always put their best foot forward in an interview process. People are not always going to be honest on their resumes, so you are going to go through this. Even the largest, best companies to work for go through this. That is why you have larger companies that have the money have a more involved and more extensive selection process, because you're always, always, always going to get to a point where you're there's just going to be bad people that you hire. You're going to make a bad hire.
Acacia Smith:It's going to happen.
Sonya Songer:It absolutely is going to happen and you move on and that's actually going to be one of the topics that we discuss as far as documentation but we'll get to that later but you, absolutely you get rid of that bad hire and you move on to the next hire and hopefully that's a better one.
LaKeysha Cobbs-Hayes:Pretty, cliche, but you know that old saying that you hire slow and fire fast, fire fast. If you fire quick, I mean fire higher fast, fire fast too, just doing both Fire fast, fire faster fire faster. If you've seen it this person is not a good fit within their 90 days and make sure that you have everything but make sure that you have a process.
Sonya Songer:I think that's the main point here is don't just go into this cold. You need to sit down and, whether it be with somebody or on your own, you need to put together an actual process once you determine those positions that you absolutely cannot live without, so that we'll free up your time to actually perform the strategic planning of the organization and move forward in, in and getting your company off the ground. Once you do that, then now you need to start looking at developing the job description for those roles, because you need to know how you're going to advertise for the person that you're looking for. So you need to develop that job description. You need to develop those interview questions. You need to.
Sonya Songer:There needs to be an actual process in place and if you don't know how to do those things.
LaKeysha Cobbs-Hayes:what you do is you just hire an HR consultant, somebody that works with you on a very hard time level that can come in and give you what you need. This person doesn't have to work more than five to 10 hours a week. They're usually anywhere between 85 to 175 to 250. It just depends on what you need done. So just know that if you can't hire and you don't have these skills, then you need to outsource these things. But you must have some kind of either consultant or you must have somebody on staff that knows how to do these things, because as a new CEO and new entrepreneur, you're not going to have the skill set, unless this was your background. As far as compliance and laws, oh, absolutely, because you don't know what to put on there.
LaKeysha Cobbs-Hayes:I mean, I can go, you know, take somebody's Indeed ad, but I mean, what does that do for me if I don't know exactly what I need in my business?
Acacia Smith:Right, I guess that goes into the next one, which is Miss classifying employees.
Sonya Songer:That is a big one, and so many companies get sued for, and or shut down within their first year of business for this faux pas. Yeah, see how I worked on it, yeah.
Acacia Smith:Yeah.
Sonya Songer:So but yeah, and when I say Miss classifying employees, I specifically mean when you are small, you just want to bring people on. That can help you Understandable. That does not mean that you can just make everybody a contractor so that you don't have to worry about payroll taxes and workers compensation.
Sonya Songer:Oh, they're going to get that right. So you are putting yourself in such a worse position by Miss classifying somebody because they can come back at any point in time and say, hey, they misclassified me and if they can prove that, which likely they can, you are now on the hook for back pay, back overtime, back taxes, back this, back that penalties my back hurt, your back hurt and potentially shutting down your organization before you even get it off the ground.
Sonya Songer:So it is so very important to realize that not everybody can be a contractor and not everybody is supposed to be a contractor. There are certain rules that you have to adhere to when you're looking at that, such as are you controlling their time? Are they utilizing your equipment to get their job done? You trained them specifically for the roles at the end Did you?
Sonya Songer:Exactly. So how much of their time is dedicated to you? Do they have their own business where they are doing the same task for other individuals? So there's a lot that goes into that test, and the government is not playing, because they want their money too.
Sonya Songer:So, the solution is to assume that the person is a W2 actual employee. Unless you actually get out the test rules and making sure that you can adhere to that and this person that you want to bring on can adhere to that, don't even try, just hire them on as a W2 employee.
Acacia Smith:This sounds like number one, but truly before you even do that you have to know what you're going to do, right.
LaVonne Sheilds:What your?
Sonya Songer:process is, but I mean these don't necessarily have to be in any particular order, so they're not like. This one is the highest.
Acacia Smith:I'm like the consequence and what you just said, though, is so detrimental to even the mentality of a business owner. I can speak as a creative getting into business. That can be a little intimidating. It should be, it should be, it should be, it should be.
LaKeysha Cobbs-Hayes:It's very important.
Acacia Smith:So what else is a solution here? A mistake that we can learn from in this process To correct that.
Sonya Songer:To correct the misclassification of employees. I mean, really, there's nothing. I don't know what else to tell. You Don't do it.
LaKeysha Cobbs-Hayes:There's nothing else to say Talk to a professional, right, talk to a professional, but ultimately, We've had it where at least a few different people come back and ask for their entire employee file and by law you have to give it to them. So I mean, if you're saying or don't disclose that that person was a 1099, you're not giving out the tax forms, You're not recording anywhere, you don't have hey Chex stubs. Oh my God.
Sonya Songer:Hours Worked, all of those things I mean it's it becomes so much cumbersome after the fact as opposed to if you had just done it right in the beginning.
LaKeysha Cobbs-Hayes:Did it write the first time, yeah, but and these lawyers? They don't care about your pockets.
Sonya Songer:They don't Just approve yourself, right, it ain't even worth it.
LaKeysha Cobbs-Hayes:It ain't worth it.
Sonya Songer:I mean so yeah, there's really no fix to that other than to say err on the side of caution and just bring the person on as an actual employee if you are unsure, until you get an HR person in place, or until you get a consultant in place that can tell you okay, this is the test, this is who you want to bring on. This person meets this and this criteria. However, they're still not meeting this final criteria, and the law says all of the criteria. So that means no, this is a W-2 employee. Or they can say, okay, boom, boom, boom, this person checks all the boxes. Great, here's a template for a W-9 contract. Make sure that you have them complete an actual W-9 form, sign the contract. Boom, boom, boom and here you go. But it is very important that if you don't understand the intricacies of that yourself, just bring the person on as a W-2 employee.
Acacia Smith:That was good. I like that.
Sonya Songer:Definitely safer.
LaVonne Sheilds:Just trying to go back into it. I'm just looking at him like we can't, you just as my tax person.
LaKeysha Cobbs-Hayes:You don't want to go back. You can't let me help me out. You can't go back in and change some stuff around.
LaVonne Sheilds:You can't have the orange is not in my color wheel, and so I may not go back. What is this? Don't break the law when you're breaking the law.
Acacia Smith:Don't break the law. Don't break the law when you're breaking the law.
LaKeysha Cobbs-Hayes:You're never spoken. I love it, don't break the law when you're breaking the law.
LaVonne Sheilds:You don't want to do this. An employee. That's such a tricky subject because people think one thing and they're using a different terminology. But then, when it's time to actually get the benefits or really work something, I was like oh no, you weren't an employee, but I need unemployment. Well, unemployment means that there was employment at some point Right right right? Therefore no. And then now you mad. And now this is the whole.
Sonya Songer:Thing.
LaVonne Sheilds:So, even as you as an employee coming into the situation, you should be clear hey, what are you controlling? What are my freedoms? What am I able to do? Because I want to make sure, hey, if I'm doing for you what I actually do for other people that I charge for, then, yes, let's have a conversation to see if I do qualify to be a contractor for you, but if not, if you're telling me the time I'm supposed to be there, you're giving me the resources. I'm supposed to be doing sounds like I'm an employee and we should move accordingly. So both sides of that needs to be educated on what's happening.
Acacia Smith:So that goes into that transition of after the third mistake, right?
Sonya Songer:So it does, which is why don't you have a handbook? Oh, because this, this should clearly spell out all of these things. Absolutely, you should have an employee handbook because you really want to make sure that you are putting out there what the values are of your organization, what the mission is of your organization, what the policies and procedures and expectations are of somebody that is employed with your organization, so that there are no misunderstandings, there are no mistakes, what and it shouldn't be just things about what your organization expects of your employees, right, but what can they expect of you? What are you providing to them? What type of training do you offer? What type of benefits do you offer? What holidays? You wanna have all of this spelled out from the beginning, so that there is no confusion once you do start bringing those employees in.
LaVonne Sheilds:I like holidays one. This is a big one too, yeah, the holiday one that can create a whole conversation.
Acacia Smith:Aren't we close?
LaVonne Sheilds:No, why.
Sonya Songer:Did you read your textbooks? Tell us Page 37, paragraph two.
LaKeysha Cobbs-Hayes:So it's like we get that question all the time and we're just like, hey, you know, even I asked the question when I first started. I was just like okay, well. She was like okay, keisha, well, how many do you wanna offer? What are the holidays? And I'm like what do you mean? Like you know, because I was coming from an employee mindset, and she was just like well, your holidays are what you want them to be. If you don't wanna have any holidays, often there's no holidays. Often I was just like okay, well, I don't want that.
LaVonne Sheilds:Right. So all of them and none of them. Right, all of them and none of them.
LaKeysha Cobbs-Hayes:So we don't wanna go to a train, let's have a happy media. Let's figure out something, because otherwise we're gonna have some unhappy employees. I'm muting the employees Discrimination, but it's always been a question of what goes in the handbook and how much are we paying for this and how much are we paying for that. And you know, do you want to have this? And we had this big old thing about.
Sonya Songer:you know, that's the grievance process.
Acacia Smith:My biggest thing is what's the training in this Like? Is there anything you absolutely have to train people on?
Sonya Songer:You absolutely should train. It's just a handbook If we wanna be real. There's nothing you have to do as an employee.
Acacia Smith:An employee put it in the handbook.
Sonya Songer:Other than no, I mean in general, you don't have to have a handbook, it is not a legal requirement.
Acacia Smith:What?
Sonya Songer:happens.
LaVonne Sheilds:Roll the dice and see what happens.
Acacia Smith:That is why it is one of the top five mistakes. Yeah, yeah, yeah Right.
Sonya Songer:That's why it's a top five mistake, because you don't wanna roll the dice and see what happens. Because if you don't have any of these policies or any of these issues written down to back yourself, well then now anybody that you employ can sue you. And well, they didn't tell me that I was expected to be at work on time every day. They didn't tell me that I had to do this in order to get paid. They didn't tell me this and that. So not only should you have an employee handbook, but it should be a part of your onboarding process to go over, if not the entire handbook, at least some of the more important aspects inside the handbook.
LaVonne Sheilds:You didn't tell me you want me to be on time and sober every day. Where is that in the handbook?
Sonya Songer:Where does it say that you should drug test me just because I showed up tripping over?
LaKeysha Cobbs-Hayes:everything.
Sonya Songer:Right here?
LaKeysha Cobbs-Hayes:Where does it say that Right here? Where does it say that you can go through my things?
Sonya Songer:before I leave just because I came in and my backpack looks empty, but now it's full of stuff it looks real bulky. You didn't say that I had to let you look through my stuff. We did.
LaVonne Sheilds:Yeah, no we did Page 47.
Sonya Songer:Paragraph 3. Paragraph 3, line 8. It most definitely is in there.
LaKeysha Cobbs-Hayes:I need you to adhere to that.
Sonya Songer:Right.
LaKeysha Cobbs-Hayes:But it also saves you as a CEO, because these are not things that you're typically thinking about. You're thinking about okay, I need to get this business started, especially as a new CEO. I need to get this business started and I'm thinking about bringing in the money, and I'm thinking about also bringing in the people, but then also you're not thinking about all of the other stuff that come along with bringing in the people In addition to your clients. You have client expectations, you have employee expectations. You should have expectations for everything that you do. I think, as a new business owner, it's hard to say, okay, well, what was I supposed to expect there?
LaKeysha Cobbs-Hayes:And oh, I have a family, that's tripping and they're asking us to do X, y and Z. Well, what does your parent agreement say? What does this say? What kind of you know that little sign that says we have the right to refuse service to anyone that is necessary?
Sonya Songer:You don't know what you don't know, and that's why it's so very important and I think this is a running theme throughout most of our podcast episodes is that this is not just a selling point for us. You truly need coaching and consultation. When you are a new business owner Period, you just do because you're not going to know everything. Unless you are a new business owner because you got rid of an old business, you already know the whole process. You know everything and you're just starting up another new business. That's different. If you have never done this before, you could have a doctorate in business management or what have you. But when you have not actually gone through the process yourself, there's always going to be things that you do not know, and you need to get that coaching and that consultation to make sure that you are crossing your T's and dotting your eyes and that you're not missing anything.
LaKeysha Cobbs-Hayes:No, get you a network.
Sonya Songer:Network. That was one of our episodes also, so I think a lot of what we've been discussing already kind of goes hand in hand with this. After not training your employees.
LaKeysha Cobbs-Hayes:What? Why gotta train them? They don't? I paid them to come in and do a job, they said they knew how to do it.
Sonya Songer:That's it, yeah. They said you gotta do a high-drift training. They said you gotta do a high-drift training and they should know how to do that. They said they knew how to do it. They said you gotta do it.
LaKeysha Cobbs-Hayes:They said they knew how to do it when they walked in the door.
Sonya Songer:So being a receptionist at a healthcare organization as opposed to being a receptionist at a record store or at a law firm vastly different things, somebody. What experience did the person that you hire have? So they're going to go based on that experience and that's how they're going to work for your business. If their experience was very strong reception experience, but at a law firm but you need them to now be a receptionist at your healthcare organization. Yes, some of those skills are absolutely transferable, hence you hired this person. How do you want it done at your organization, versus how they did it previously, or what they have in their mind how it should go? They're just going to come in and so now they're the CEO. They run your business how they want to, not how you want to run.
Sonya Songer:Oh okay, so then that would be why training is so very important.
LaKeysha Cobbs-Hayes:Coming in and telling me how I'm going to do what I'm going to do Check this out.
Sonya Songer:He's going to tell me what.
LaKeysha Cobbs-Hayes:I'm going to do with my business. The answer is no, right?
Sonya Songer:And I'm sure the answer is no for the rest of you, business owners too, and that is exactly why you should have a training process for each and every position that you bring in Again, whether you're training yourself, because you all, right now, all you're bringing in is that other person to offload some things to. Well, you were doing those things first, so how were you doing them and how do you want them done?
Acacia Smith:It goes back to or goes into the next one of the documentation right Of performance management so you can give somebody the plans and then measure or, you know, set some metrics for those things.
Sonya Songer:There should be metrics, there should be measurements, there should be documentation and human resources. If you did not document it, it did not happen, because any judge is going to say show me the proof. And if you don't have it and they don't have it well at least California. I can tell you in California yeah, if neither party has it, they're going to side with the employee, most likely.
Acacia Smith:So you're not doing your business.
Sonya Songer:Hey she, this person brought this charge against you. They can't prove their point, but you also can't prove your point either. Well then, I'm going to go with the person that brought the charge.
Acacia Smith:So so is there anything needed in that, like feedback is or we can just fire people? There should be.
Sonya Songer:You can. Most states in the United States are at employment states which means absolutely. You can fire anybody at any time, for any reason or for no reason, as long as it is not discriminatory. It's not discriminatory as long as that person is not in some sort of protective.
LaVonne Sheilds:And I just don't like you. I'm doing that right, I just I don't like you, so you don't I just don't like you. That is not illegal.
Acacia Smith:Oh, okay.
Sonya Songer:That is not illegal. Do you really want to test that? I Wouldn't, because they can find a reason to say that because she didn't like because I'm a woman. She didn't like me because I was over 40. She didn't like me because I'm black. She didn't like me because I'm Hispanic. She didn't. She didn't like me, or whatever.
LaVonne Sheilds:Yeah, for any other protected. He was in retrograde.
Acacia Smith:Virgo right, Although those are not protected classes.
Sonya Songer:So I don't like you because your Pisces is an actual legal reason to fire somebody. Oh, but don't do that.
Acacia Smith:Sometimes things make sense. That's all I'm gonna say.
Sonya Songer:So I mean because any good attorney worth their salt can spin that around to show that Exactly. So don't do anything right. But, at the end of the day, absolutely document every. You document the training that you gave that person when you onboarded them. You document that they signed off, that they got their employee handbook and they understand it. You document any feedback that you've given to that person, even if it is not Feedback that is necessary, of a disciplinary nature to start. All of it is is disciplinary when it comes to if that person ends up being terminated or separated from your Company at some point in time. So, hey, I had a coaching session with this person on this day. Well, document that coaching session send the email.
Sonya Songer:Send the follow-up email you had a verbal warning with this in person, person on this day. Again Follow-up email to follow up on the phone on the conversation that we had about your performance, in which you were late to work multiple times. We had this discussion and this was the outcome of that conversation and, going forward, the expectation is this, this and this. So Now you have that baseline of documentation to where now, if things escalate, this person still continues to be like you know, f Yo start time and come in whenever they feel like it. Now we have a written warning, but there's still also documentation.
Sonya Songer:A before I even took you to a written warning, so it doesn't look like I'm being just a mean, horrible employer. Yeah, we had a coaching session to where there was additional training provided, where we asked you hey, do we need to maybe adjust your start time because this doesn't seem to be working for you? Then we had another conversation after that because you Ignored your coaching and now we had a verbal warning and then now we moved into a written warning. So really, that written warning, if you want it to be your fight, I mean that written warning can be your final warning also. Yeah, even though it's your first written. Hey, we've had this conversation twice now. I think I'm done here. So you come, try me if you want to and come in late one more time.
Acacia Smith:Cuz getting to the end point. It kind of wraps around to the whole thing. Like you can say all this if you have all your Stuff together, if you have it all together Makes sense, don't?
Sonya Songer:um come at somebody like that and you don't got a handbook where they were supposed to know. Right, exactly, you didn't provide any training when they first started. You didn't have a full onboarding like Don't, don't come at somebody sideways, and and you don't have these other things, because you'll be opening up, opening yourself up to a world of trouble, but oh.
Sonya Songer:Yeah those are the the five major things that tend to lead to more trouble More often than not, for new business owners, so I definitely hope that this information was helpful to you and that you took away Some information about the things that you need to do in order to get prepared to move your business to the next level. As always, I am Sonia. I'm your HR strategist with bossy HR. You can find me on all platforms by just looking up bossy HR. However, except Instagram, at which point I'm only bossy HR on Instagram and Acacia where can they find you?
Acacia Smith:at BLC K MGMT. On Instagram you can find me at LaKeisha.
LaKeysha Cobbs-Hayes:Cops hay strategic underscore behavior, and you Know I might be at the snow.
LaVonne Sheilds:Children can find me at the accounting strategies across all platforms and, of course, to CEO podcast.
Sonya Songer:We are on all podcasting platforms.
LaKeysha Cobbs-Hayes:Absolutely.
Acacia Smith:Thanks guys, thank you.
LaKeysha Cobbs-Hayes:You.