Corporate Confidential: 50 Secrets Your Company Doesn't Want You to Know--And Wh

Description: Corporate Confidential by Cynthia Shapiro "A great resource for all levels of employees from new entrants to executives. Shapiros list of the most common mistakes managers can make, and how to avoid them, are a must-read for anyone interested in getting to the top--and staying there."--Tony Lee, editor-in-chief of Careerjournal.com and Collegejournal.com. FORMAT Paperback LANGUAGE English CONDITION Brand New Publisher Description Cynthia Shapiro is a former Human Resources executive whos pulling back the curtain on the way that companies really work. In Corporate Confidential, she unmasks startling truths and what you can do about them, including: * Theres no right to free speech in the workplace.*Age discrimination exists.* Why being too smart is not too smart.* Human Resources is not there to help you, but to protect the company from you.* And forty-five more! Cynthia Shapiro pulls no punches, giving readers an inside look at a secret world of hidden agendas they would never normally see. A world of insider information and insights that can save a career! Author Biography CYNTHIA SHAPIRO, a former Human Resources V.P., left her position because she grew disillusioned with how most corporations are forced to do business today. She is now a well-known employee advocate and workplace consultant for Fortune 100 and 500 firms, regularly lecturing and writing on the most critical topics affecting employees today. She lives in Southern California. Review "A business book that reads like a page-turner. What a concept. The authors startling and thought-provoking insights make this a must-read wake-up call for all employees who want to know the truth about how their promotability is decided. Read it and reap." --Sam Horn, author of Tongue Fu! and Take the Bully by the Horns "Corporate Confidential is a great resource for all levels, from new entrants to executives. Shapiros list of the most common mistakes managers can make, and how to avoid them, is a must-read for anyone interested in getting to the top--and staying there." --Tony Lee, editor in chief of The Wall Street Journals CareerJournal.com and CollegeJournal.com "What you dont know can hurt you, especially in Corporate America. This is the eye-opening book every employee needs to read." --Lewis Maltby, President of the National Workrights Institute "Corporate Confidential lifts the lid of the cauldron and lets employees see whats really going on inside their organizations whether they know it or not. But this book isnt just for employees. Smart executives and managers will treat this as a must-read for the good of their companies and their careers as well." --Tony Lee, editor in chief of The Wall Street Journals CareerJournal.com and CollegeJournal.com "a terrific book...a must-read for anyone intent on managing career risk." --Anne Fisher, Fortune Review Quote What you dont know can hurt you, especially in Corporate America. This is the eye-opening book every employee needs to read. Excerpt from Book Corporate Confidential Chapter One Are You Suffering from False Security? C an you tell if your job is in jeopardy? Would you know the signs? We all like to think we would, but thousands of employees are blindsided by layoffs, reorganizations, and downsizings every day. There are millions on unemployment right now who most likely never thought they would be the one left holding a pink slip. Your career is in danger right now, simply because you have no way of knowing what to look for, no way of finding the true agendas that determine whether you are seen as an asset or a risk. Do you know what opinions your company has of you right now? Those opinions are actively determining your job security. Those opinions are built on the secret agendas within your company. This chapter reveals the secret methods that can be used toremove unwanted workers such as cleaning-house layoffs, underhandedly managing an employee out, and even making an illegal firing appear legal. If a company wants you out, there is always a way they can maneuver around the law. This chapter will tell you what to look for, and how to save your job. You could be making career-threatening mistakes right now. What you dont realize is that your company will never tell you when youve made one of these mistakes for fear of legal exposure. Since an employee is much less likely to sue if he thinks the job loss was due to impersonal business factors out of his control, companies spin the rhetoric weve all heard: "Weve had to reorganize your department," "We just cant afford to keep you on right now," or "Weve decided to go in a different direction and are eliminating your position." Those lines are rarely the truth. The truth is, your company knows exactly why some employees are kept while others are let go, and now its your turn to learn those same secrets. First, you need to know what youre really up against. SECRET 1 The law cannot protect your job. M any employees mistakenly believe the law will provide them with protection from retaliatory or unfounded job loss. In many of todays workplaces, this is nothing but a false sense of security. With all their expensive attorneys and consultants, most companies have found many pathways and gray areas around an employees "legal rights." Companies have learned to protect themselves fiercely from those they feel are out of alignment with what they value. If unfavorable judgments and opinions are allowed to progress, they can take you from someone the company has interest in, to sentencing you tothe sidelines, all the way to full persona non grata. Yes, companies do have blacklists. One of a human-resource departments secret objectives is to remove these unwanted employees while legally protecting the company. And most are very good at it. There are ways a company can remove you so you never know what hit you or what you did that cost you your job! Companies dont say "youre fired" anymore; its too risky. The removal process is now much more subtle. You need to know what those subtleties are so you can tell when your career might be in jeopardy. Managing an employee out One of the preferred methods of removal is the one no one talks about: managing an employee out. It can provide the most protection for a company with the least amount of paperwork. The basic concept is simple: make the employees work life so difficult and unsatisfying he leaves on his own. If the company can get an undesirable employee to quit, they wont have to deal with the complexities, costs, and potential liabilities of firing him. No severance, no unemployment issues, little or no potential for liability. Most employees never see this one coming because in many companies it has become an art. The signs are always there, if you look for them. Too many employees keep their head in the sand because they dont want to believe their company could lose interest in them. Thats a good recipe for being blindsided with job loss. Here are just a few signs that you might be in the process of being managed out: DANGER SIGN 1: Youre feeling grossly ignored, overworked, underpaid, or set up to be unsuccessful. DANGER SIGN 2: Your boss doesnt seem to like you or pay attention to you the way he does to others. DANGER SIGN 3: Your office is moved to an undesirable location or you are regularly given the assignments no one else wants. DANGER SIGN 4: Youre being given impossible tasks with unrealistic deadlines. DANGER SIGN 5: Your boss surprises you with a scathing performance review. DANGER SIGN 6: The company brings in someone to "help" you with your work and you find yourself training her in the nuances of your position and tasks. DANGER SIGN 7: Your company moves you from department to department so you never have a chance to complete anything. I think you get the idea. Its every employees worst nightmare. Shawn, an assistant with high aspirations, had his desk moved into a busy hallway even though there were other offices and cubicle spaces available. When he complained he couldnt get any work done, he received a speech about being a team player. Do you really think an employee the company valued and wanted to keep would be relegated to a hallway? No. He was actually in the beginning stages of being managed out because he had expressed negative views about company policies. He was unable to get his work done, rightly felt the company didnt value him, got fed up, and left. Mission accomplished. The company didnt have to fire him, didnt have to deal with unemployment, and got rid of its negativity problem. Lisa, a member of a fast-paced and high-producing customer service team, had her salary frozen and workload increased to twice that of other department members. After struggling for several months, she finally approached her supervisor to question the heavy workload and seemingly unfair distribution of tasks. Instead of receiving the help she was hoping for, her boss questioned her "fit" with the position and ability to handle the job. He put it in writing. Its no surprise anemployee would find this extremely frustrating. After all, thats the point. What Lisa didnt know was that her company had decided to manage her out because she was a gossiper, sharing all of the latest dirt on both the company and its employees. Not surprisingly, her gossip made her boss and the company executives nervous. They saw her loose lips as a liability. After doing twice the work of others only to be rewarded with a poor review, Lisa finally quit. The company didnt have to deal with firing her, and they no longer had a gossip problem. An employee who finds herself managed out ends up disliking her boss, distrusting the company, and is usually left feeling betrayed and confused. But its a highly effective and relatively protected way to get rid of employees companies no longer wish to employ. The cold truth is, many companies would rather incur bad feelings than be faced with the possibility of a lawsuit, a messy firing, or keeping an employee they believe could become a liability. Yes, companies really do target people for removal, people they feel are negatively impacting the careful balance of success theyve worked hard to create. Making an illegal firing "legal" In some companies managing out can even include making an illegal firing appear legal. It involves setting up an employee with documentation that makes him look like a poor performer so he can be fired "for good cause." This is especially important when the true reason for the termination has nothing to do with performance. In most states, even those allowing "at-will" employment, companies will tend to generate defensive documentation. "At-will" employment is a policy originally designed to protect the employer and employee by allowing either side to terminate the working relationship at any time for any reason. But it wont keep an employee from filing a discrimination claim after the fact. What all this legal maneuvering means is, even though companiesin "at-will" states are allowed to terminate without a reason, most like to generate paperwork that shows performance-based reasoning behind their decision to terminate--just in case. The easiest way to do this is by having documentation that shows the employee had low review scores, underwent corrective HR counseling, and was unsuccessful in his work tasks. This will greatly help a companys case if a claim is filed. However, this can be all too easily achieved by setting up the employee for removal beforehand: holding the employee accountable for things that have been allowed to slide in the past, assigning projects and task that have little or no chance for success or completion, coupled with a poor review. Within a staggeringly short amount of time, no matter how good your work actually is, there is enough "documentation" to make you look as though you havent been doing your job. If all this hasnt caused you to quit, a company can now remove you in relative safety without having to worry about the potential for a lawsuit. These companies dont care if you think poorly of them, as long as you go away quietly. Legal restrictions are not going to stop some from protecting their interests. The myth of "performance improvement" Ma Details ISBN0312337361 Author Cynthia Shapiro Short Title CORPORATE CONFIDENTIAL Pages 224 Language English ISBN-10 0312337361 ISBN-13 9780312337360 Media Book Format Paperback DEWEY 650.13 Year 2005 Birth 1967 DOI 10.1604/9780312337360 Place of Publication New York Country of Publication United States AU Release Date 2005-09-01 NZ Release Date 2005-09-01 US Release Date 2005-09-01 UK Release Date 2005-09-01 Publisher St Martins Press Publication Date 2005-09-01 Imprint St Martins Press Audience General Subtitle 50 Secrets Your Company Doesnt Want You to Know--And What to Do about Them We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:7061485;

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