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Introvert Tells All
Regarding your August career column, if you Google the word
“introverted,” you’ll find many definitions that all echo the same sentiment:
Introverts tend to be focused more on
internal thoughts, feelings and moods
rather than external stimulation.
I, too, am a one-person HR department and very much an introvert. But I
am not reserved or soft-spoken, nor do
I avoid small talk. In fact, throughout
my 30-plus years in HR, people have
been shocked when I told them that I
am an introvert. I can chit-chat with
the best of them, make presentations
to large groups, happily work in teams,
answer impromptu questions, etc.
But what does separate me from
extroverts is that, when I am through
with the workday, I am DONE.
I don’t want to spend time with other
people, attend after-hours activities or
engage in conversations with strangers
on the way home. My weekends are
most sublime when I spend them with
my husband or alone for long periods of
time. The hours after work and on the
weekend are when I recharge for the
next week “on stage.”
Being an introvert just means I
need quiet, private time to recharge my
battery. I think introversion has gotten
a bad rap by extroverts who don’t
understand the difference between
being introverted and being shy. They
are very different things.
Vickie Brunet, SHRM-SCP
Should Staff Have Access
to Their Personnel Files?
Thanks for your article advising HR professionals whose employees
request access to their personnel
files (“Ask a SHRM HR Knowledge
Advisor,” August 2017). Many of my
clients have opted for transparency,
with some offering employees a pass-word-protected portal to view their file,
make updates and request changes if
they don’t have edit rights.
Mistakes happen and, in one
instance, an employee’s record that
included negative comments was accidentally mixed up during a scan. If
left undetected, it would have had an
adverse effect on her career in that firm.
Best practices in performance management are to include the employee in the
evaluation process all year long. That
gives people the chance to improve and
ensures there are no surprises when permanent records are saved.
Donald J. Olson
HR Should Shape
an Ethical Culture
Regarding your article on reducing unethical behavior among CEOs
(“Standing Tall,” August 2017), I think
HR should try to shape an ethical
culture through recommendations
and leading by example. Ultimately,
however, the end result is out of their
Standards without accountability are just suggestions. (I stole that
from Geoff Woods at The ONE Thing
team.) I think ethics should be organic
and rooted in the vision and direction of the company, as opposed to dry
artificial constraints. Anything that a
CEO is doing needs to be adding value
somehow. The ethics are no different.
R egarding your August cover story, let’s be honest: The salaried, 5-day
workweek is a life-draining, 20th
century anachronism. It’s supposed to
be 40 hours, but many employers are
bent on squeezing 50-60 hours a week
Many employees never get to see their
kids grow up. They watch their marriages and families disintegrate. And
their reward is deteriorating mental,
spiritual and physical health.
Until we resolve to give people more
of their lives back to them, expect more
of the same.
Lather. Rinse. Repeat.
The chart on p. 45 of the August feature “The Other Bellwethers” should
have stated that D.C. requires 16
weeks of medical leave and 16 weeks
of family leave in a 24-month period,
not just 16 weeks of leave. We regret