The employee handbook is the primary formal communication tool between management and employees, yet seldom do managers review this document as a tool to promote goodwill, establish high standards that contribute to an ideal work environment, or instill pride in the organization. What can be done to create a more positive tone in this employee communication tool without lessening its effectiveness?

Here are some guidelines for reviewing, updating, or writing from scratch your employee handbook with employee retention and positive employee relations as a cornerstone.

1. Use the handbook as a means of communicating why your organization is a great place to work. It is not enough to state your policies and expectations. Frame these standards in light of your goal of creating an optimal workplace. State that you have high expectations because you want to have a culture in which employees are truly valued.

2. Eliminate dictatorial and paternalistic language. Too many employee handbooks sound like the grist for Scott Adams’ cartoons, including wording such as “employees must,” and “all employees are required to,” instead of stating, “it is the policy at XYZ to . . .” or “you should” or “you may.”

To quickly evaluate your employee handbook, do a word check for the words “must,” “require,” “required,” “employees,” and determine in each case how the language can be modified.

3. Break long, difficult-to-read paragraphs into small, bite-size parcels that are easier to understand and follow. Provide sub-heads and bullet point key ideas to make the information easier to reference and digest. Provide examples and mini-cases for hard-to- understand policies such as vacation policies.

4. Explain the positive intentions of management to create an ideal workplace. Clearly state your positive motives, which may include the following:

• To provide a fair and equitable environment
• To help all employees succeed
• To follow federal, state, and local laws and ordinances (especially when these appear restrictive, in the case of some Wage and Hour guidelines)
• To create a safe and healthy workplace
• To eliminate harassment in the workplace so that all employees can work optimally
• To become an “Employer of First Choice”

5. Use “you” language when referring to positive intentions; use “employees” when discussing negative outcomes. For example, your might write:

• You'll want to keep your educational record with HR updated.
• Employees who don’t update their educational records risk not being considered for promotions or special projects.

The word “you” is one of the most powerful, positive words in the English language. Use it to create a warmer, user-friendly tone in your handbook.

6. Use an employee retention task force or committee to review the updated handbook. The members of this task force or committee can identify language that seems dictatorial, policies that are unclear, procedures that are not consistent with current policy, and inaccurate information. They can evaluate tone, determine management intentions, and check if this document is one that engenders feelings of pride and commitment.

In a changing labor market, employers must use all their communication tools to create a more positive work environment and let employees know that they are valued. In addition, the employee handbook, as a formal, documented tool for communicating with all employees, should be reviewed and updated so that it can send the right message to the organization’s valued employees.

• Bait and Switch, Barbara Ehrenreich
• Never Eat Alone, Keith Ferrazzi and Tahl Raz
• What Are Old People For? Bill Thomas
• Finishing Well, Bob Buford

Email your recent favorites to me at cathy@cathyfyock.com.

“The young may know the rules, but we know the exceptions.” –Anon.

“Experience enables you to recognize a mistake when you make it again.” –Franklin P. Jones

“I may not be totally perfect, but parts of me are excellent.” --Ashleigh Brilliant

“Be wiser than other people if you can, but do not tell them so.” --Lord Chesterfield

Sep 19 Job Transition Ministry, Louisville, KY

Sep 28 “Five Reasons Not to Retire,” AARP Work Resource Group, Louisville, KY

Oct 3 Job Transition Ministry, Louisville, KY

Oct 4 – 5 “How Dare You Presume I’d Rather Be Young,” and “Business Responses to an Aging Workforce: Are You Ready?” KY SHRM Conference, Louisville, KY

Oct 9 – 11 HR Generalist Certificate Program, New York City, NY

Oct 12 “Career Action Planning,” AARP Work Resource Group, Louisville, KY

Oct 17 Job Transition Ministry, Louisville, KY

Oct 19 Gerontology class presentation, University of Louisville, Louisville, KY

Oct 26 HR Book Club, “Never Eat Alone,” WorkShop, Louisville, KY

Oct 30 – Nov 1 HR Generalist Certificate Program, Chicago, IL

Future Dates for the SHRM HR Generalist Certificate Program ‘06

Nov 13 – 15 Washington, DC

Cathy Fyock, CSP, SPHR, is an employment strategist—helping organizations develop strategies to recruit and retain top talent in an aging and changing marketplace. For nearly 20 years she has combined her knowledge of work-force issues and her talents as a speaker to provide innovative and inspirational learning events. She has helped organizations attract top talent, reduce turnover, and improve productivity in a volatile labor market.

Praise for Cathy’s programs

"Cathy Fyock developed a three-day selection course for us at Bridgestone/Firestone, and has been instrumental in delivering the pilot course and subsequent train-the-trainer courses for our zone management. Cathy has impressed us by combining our own ideas about what was needed in the training, and her own experience in this field. As a result, she has created an exciting course that specifically addresses our needs and is helping us to select better candidates, which we believe will ultimately result in more productive and loyal employees. We highly recommend Cathy as an instructional designer, as an employment strategist, and as an effective trainer."