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About Coast river business journal. (Astoria, OR) 2006-current | View Entire Issue (April 11, 2018)
BUSINESS BOOKWORM T COAST RIVER BUSINESS JOURNAL BUSINESS FEATURES he meeting went well. TERRI Everybody was there on time, dis- SCHLICHENMEYER cussions were lively, ideas presented, FOR THE and you wrapped up with a good feeling. It COAST RIVER was a productive meeting and it went well — BUSINESS JOURNAL or, as you’ll see in “That’s What She Said” by Joanne Lipman, it went well for some of your team. News Flash: “Men Aren’t can also forget “diversity training” because the Enemy.” it doesn’t work (at best) and backfires (at That’s the first thing worst). We can interview, hire, and train with Joanne Lipman wants you to neutral décor, remove the word “bossy” from know. Issues with the gender the lexicon, and hire “invisible women.” gap — whether in work We can learn to complement one another’s or wages - are not men’s skills. And because studies show that mixed- “fault.” It’s just that women Joanne sex teams are more productive, we can be have discussed those issues Lipman mindful that “the best thing you can do is hire amongst themselves for gen- erations, but “What we don’t women.” do is talk to men about it.” In an atmosphere where It’s time, she suggests, to #metoo is a thing and EOE fix that. seems like a call of urgen- cy, “That’s What She Said” Men, Lipman says, would generally love to might be the timeliest book see more equality in the you read. workplace, but they don’t It might also be the know how to achieve it. most important one. They walk on eggshells, But first, go back and avoid giving feedback, feel read the “news flash,” “terrified that they’ll screw above. Author Joanne Lipman absolutely is not up,” and become paralyzed laying blame anywhere in by tears. Women, on the other this book; if nothing, any hand, spend their “whole blame can go on the brains careers trying to fit in of all employees, collec- tively. Indeed, Lipman with men.” It shows in shows how biology and their appearances, mode neurology sets us on the of dress, speech patterns, path to both irritation and work scheduling, and in “That’s What She Said: What Men understanding, which reluctance to speak up for Need to Know (And Women explains how we got themselves or to participate Need to Tell Them) About Work- where we are and why, fully in meetings. ing Together” The problem, says Lip- no finger-pointing. That, by Joanne Lipman man, began in the sandbox: the studies and stats she c.2018, Wm. Morrow boys play competitively, includes, her own experi- $28.99 297 pages ences in male-dominated while girls play collabora- tively. On the playground, workplaces, and plenty of “little boys don’t listen to girls” or they talk examples serve to highlight the solutions she over them, which can carry into the work- offers and the future she envisions. place decades later. So men do that --- and This is a book for every employee and the don’t even realize they’re doing it. managers who oversee them. It’s something And then there’s this thing called “uncon- to read, from CEO down; it’s useful, and it scious bias,” which begins in childhood, is has a happy ending. “That’s What She Said” felt by nearly everyone, and can’t be changed will help, in every work-gender situation you may meet. -- although we can change how we act. We Human Resources Q&A: Job descriptions This column is sponsored by the Lower Columbia Human Resource Management Association. LCHRMA represents a gath- ering of Human Resources professionals. LCHRMA hosts a monthly luncheon and training that covers many aspects of employ- ment law and human resources. • April 25, 26: Greg Sammis, Vital Smarts; “Crucial Accountability” 8 a.m. to 4:30 p.m. both days at Clatsop Community College Columbia Hall Rm. 219, Astoria. • May 2: Jennifer Bouman-Steagall, Red Kite Rising; “Professional Development” 11:30 a.m. to 1 p.m. at Fort George Brew- ery, 1483 Duane Street Astoria. Register online at www.lchrma.org Questions and Answers: Q. What is a written job description? A. A written statement of a specific job. Every employee must have a written job de- scription based on fundamental job duties. The job description should also include skills necessary for the performance of the job, re- sponsibilities associated with the position, as well as the purpose, scope and working conditions of the job. A good job description should also include job title, the designated supervisor, and the work location (unless this changes frequently). Q. How often should Human Resources review and amend a person’s job descrip- tion? A. As often as the job duties change. As soon as an employee takes on new respon- sibilities different from their previous tasks, Human Resources should review and amend the job description. Always review for main- taining proper classifications and required skills and responsibilities. Avoid terms such as “essential function” of a job since this could lock your company into a legal obli- gation. Instead clearly state the requirements of the job. Q. When an employee’s responsibility does not change from year to year how of- ten should I review a job description? A. At least every two years to be assured that the job description is consistent with new administrative rules and/or state statutes. All job descriptions should contain a general dis- claimer such as “This job description is not designed to include all responsibilities, du- ties, assignments. 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