Finding the Right Security

The adage is "You get what you pay for." That is definitely a truism is many situations. However, sometimes what's paid doesn't match the quality of what's received. There needs to be analysis and comparison before a decision is made. This is even more true as we move into increased use of the Internet and cyber strategies. Hacking of company files in order to access records is not something novel. The most recent incidents involved hospital records as well as retaliation for an entertainment company's planned release of a new movie.

Also important is what the budget is with regard to the type and amount of security that is used. Budget for a Fortune 1000 corporation is going to be vastly different from that for a medium-sized company. And a SOHO or start-up is going to need something but faces the challenge of affordability.

Types of Threats

Before we get into affordability, budget, and the size of the enterprise, we need to start with the first step. There needs to be an analysis of what is considered a threat (and therefore a vulnerability). Perhaps it isn't a threat at all because there are already prophylactics in place that have good integrity. Then again, maybe there aren't. Besides that, who knows what's lurking out there in the great cyber-unknown. Some authorities say there are five types of vulnerabilities while others say there are as many as eight. It's important to pay attention to when these opinions were made. Over time, new issues arise and require different strategies to address them. Regardless of how many types of weak spots there are, it's important to develop good security protocols and adhere to them. The Cadillac of protection will be useless if best practices for use are not followed.

Evaluation

Now that the types of threats are known, now that the frequency of exposure is appreciated, it's time to consider what attributes your existing protection offers and whether it needs to be enhanced in some way. Things to consider are:

• How reliable manufacturer is when it comes to providing support.
  
• How often the software is updated.
  
• What the reports and reviews have to say about the product.
  
• How effective it's proven to be.
  
• The size of your enterprise (number of employees, their locations, whether there are satellites in foreign countries).
  
• Whether or not a back-up system is used.
  
• There's this interesting thing called insurance against loss.
  
• Of course, what's the budget.
  

Comparison

Now that all these matters are in the checklist and they've been honestly considered, it's time to compare the attributes of what's on the market. Is a Cadillac really needed or will a Chevy be satisfactory?

Execution

The analysis is completed. Comparisons are done. More informed than before. It's time to make a choice of purchase a new program or upgrade. Whatever the case at this point, whether paid or free, you should be fully aware of what's at stake and what you've bargained for.

Be Safe

This is no longer the early days of the Internet. There are perils in cyberspace that threaten our security at home, in schools, and in business. The more we rely on electronic devices to do things for us, the more important security is to our welfare. Should we consider some form of protection for the new frontier - artificial intelligence and self-driving vehicles? We can talk about that on another day. Just make certain you're safe wherever you are and while doing what you need to do.

Errata (March 23, 2018): One resource provided talked about "Top 5 Best Free Anti Virus Software." After further investigation, it was discovered that none of the programs are free. One offers a free, limited period trial. Another offers free mobile device protection as part of its product. Finally, another program includes free cloud storage. All five products come with a fee and varying terms that accompany payment terms.

Resources:

• Hacking of Health Care Records Skyrockets, Tom Costello, NBC News (Feb.13.2016)
  
• Hospital network hacked, 4.5 million records stolen, Jose Pagliery, CNN Tech (August 18, 2014)
  
• After computer hack, L.A. hospital pays $17,000 in bitcoin ransom to get back medical records, Justin Wm. Moyer, The Washington Post (February 18, 2016)
  
• Texas Hospital hacked, affects nearly 30,000 patient records, Jessica Davis, Healthcare IT News (November 04, 2016)
  
• UCLA Health hacked, 4.5 million victims, Jose Pagliery, CNN Tech (July 17, 2015)
  
• Sony Hack Reveals Health Details on Employees, Children, Shannon Pettypiece, Bloomberg Technology (‎December‎ ‎11‎, ‎2014)
  
• Sony Pictures attacked again, 4.5 million records exposed, Chester Wisniewski, Naked Security (02 Jun 2011)
  

  Vulnerabilities
  

• Most Common Types of Network Security Breaches, M.S. Smith•edited by Jean Scheid, Bright Hub (updated: 3/28/2010)
  
• Security Breach Examples and Practices to Avoid Them, University of California Santa Cruz, Information Technology Services (revised November 2015)
  
• Common Types of Cybersecurity Attacks: A look inside the attacker's toolkit, Rapid 7
  
• The Top 5 Data Breach Vulnerabilities, Eric Basu, Forbes (Nov 5, 2015)
  
• Types of Cyber Security Breaches – What are the Most Common?, City Business Solutions (September 23, 2016)
  

  Top Anti-Virus Programs
  

• The Top 5 Antivirus Software of 2018, The Top 5 Antivirus
  
• The Best Antivirus Software of 2018, Natural Intelligence Ltd.
  
• Top 5 Best Free Anti Virus Software, Best Anti-Virus Providers
  
• Best Antivirus for Mac - March 2018, The Top 10 Sites, Inc.
  

You May Also Appreciate:

• Get The Consultant's Desk on Kindle
  
• PHR/SPHR Recertification Exam
  

SHRM Requirements

There are times when it's necessary to complete a proposal either for work or to be a presenter. In the talent management industry, there is an organization called Society for Human Resources Management, affectionately spoken of by its acronym, SHRM, and pronounced as "Sherm" (like the human companion for Mr. Peabody; but I digress).

SHRM sets standards for maintaining their certification of knowledge and expertise. Likewise, they set forth activities that show focused effort in developing meaningful, insightful content delivered by presenters. It's worthwhile to be acquainted with those standards. It helps in developing an accurate picture of the competency that can be presented. It's extremely useful in determining whether a presenter is qualified. This is in addition to their body of work either in writing or history of presenting and speaking.

Certification examiners and education providers can be found in many places. Not all are SHRM associations. In fact, there are some companies that are in the business of providing that education. They're global.

Recertification is focused on three categories of maintaining professional excellence:

• Advance Your Education
  
• Advance Your Organization
  
• Advance Your Profession
  

These areas are discussed in the SHRM BoCK (Body of Competency and Knowledge).

There are different types of presentations. For example, the most strenuous is the keynote. That's a solo performance. The speaker is expected to leave the audience inspired and motivated. There are other solo performances such as workshops and seminars. Those are focused on educating the audience. Some are also done by a panel or shared presentation. When it's a shared situation, even more skill is required because there needs to be coordination among the panelists. Strategically speaking, that can be very advantageous. It can also test one's EQ levels and abilities to negotiate. Focus on the outcome is the measure of excellence.

The point is these standards are useful both from the perspective of someone seeking a speaker or a trainer as well as for the one who is submitting a proposal and wants their content to qualify for SHRM credits (whether for certification, continuing education, or for recertification). They're also a useful reference point when interviewing and hiring.

What about knowledge and experience gained from being deep in the trenches and emerging with successful outcomes? What about sharing that knowledge and the strategies that gave rise to them? At the moment, I can't find that information. Needless to say, some awareness comes not from reading the book or sitting in the class but from actual execution and creativity with regard to developing solutions that fit the situation. Perhaps it also depends on how deep and wide the "trail of blood" is in getting there. I'll leave those answers to some of the ones who know more about applying credits from work (and not workplace) experience.

Meanwhile, it's wise to know what the standards are. It's prudent to make the effort to reach and even surpass those standards, no matter which industry is the focus. There's always a standard for excellence.

Resources:

• SHRM Body of Competency and Knowledge
  
• SHRM Certification: Qualifying Credit Activities
  
• Recertification Process Infographic
  
• SHRM Approved Recertification Providers
  

Sponsored Links:

• Talent Genius HR.com recertification classes
  
• PHR/SPHR Recertification
  

The Value of Undercover Boss

It's important for the boss to get a hands-on sense of how the business is operating and who's responsible for keeping the ship afloat. Some bosses simply don't have a sense of what the business is about until they (quite literally in some instances) get their hands dirty with the typical grind. That's why "Undercover Boss is so important to business executives.

There are far too many instances of executives who run a business by top-down orders and who don't try to find out what's actually happening on the floor or in the field that makes those orders unrealistic.

More importantly, those in the job market have an opportunity to do business and company research about opportunities either in that company or else in that industry. People have the ability to see more than the typical job out there waiting to be filled.

Developing Satisfying Performance Reviews

There are many instances when situations arise that toll one's knowledge of the most fundamental of good practices. Recently one of such circumstances presented itself. Although the players appear to be very capable, their handling of the situation showed some reminders are in order. They also showed that it's wise to make certain that your professionals from other countries have more than a passing appreciation of domestic employment laws and practices.

Please consider the strategies previously published in 2003 on HR.com.

Some managers think of performance appraisal meetings and recollections of torn Achilles' heels or root canals immediately surface. They're sort of "been there, don't want to go again" situations. The more it can be put off, the better. You may be in that state of mind right now.

Chances are you're trying to make one meeting do for everything. So you're preparing for the performance review, the salary review, and a few other matters, all in one sitting. There are definite things you want to praise. You probably have a few who could use some improvement. The prospect of all of this is giving you a new ulcer and you're putting the preparation as far off as possible. It doesn't have to be that bad. Before you get yourself as prepared for this meeting as you would to go to Antarctica for six months, reconsider the purpose of the performance review and isolate the meeting to just that – communicating about how the employee has been doing compared with their job description.

PREPARE FOR THE MEETING

As with any other meeting, prepare for it. Outline an agenda of what will be covered. This will help you to be the leader of the meeting so that you keep the conversation on track and both of you know what matters will be the focal points of the discussion. And as with any other meeting, make certain your employee has a copy of the agenda so they don't feel there's going to be a surprise attack of some sort. This will enable them to be as prepared for a discussion and stay focused.

The essentials of the discussion should start with the job description. Pull out a copy of the job or position description that was the basis of hiring or promoting your employee. Your conversation needs to cover an assessment of what they've been doing compared with what their "contract" says they are expected to do.

In addition to the job description, you'll want to discuss what you see that the employee has been doing well. People are people. No doubt there are areas that need improvement so feel free to discuss those. You'll also want to agree on the "how" and the "when" of the improvements. Finally, you want to leave time for discussing new work opportunities, where appropriate, so that the employee has some planned growth in their position.

SET A GOOD CLIMATE

Well, you now have a skeleton agenda. The next issue is having the meeting. At first blush, this may seem like a minor issue. However, this is a sensitive talk. It's a meeting about the very personal matter of how the employee is working and the caliber of their work. Plus the issues for review, there are some "climate" conditions that need attention.

Make certain that you schedule the meeting; don't send an emissary on your behalf. This should be a private meeting -- not in the middle of the office where everyone can share in the conversation. It should be free of interruptions. If you're expecting a conference call, schedule it for a good amount of time after the appraisal meeting so the appraisal doesn't become rushed. Have all of your phone calls held.

Finally, meet in a place other than your office -- some neutral area -- that is free of things that can cause barriers such as tables or desks.

SPEAK IN POSITIVE TERMS

Over-emphasis in this next area is not overkill. This conversation is a personal one. When a person feels they're being criticized or attacked, your meeting is not going to go well. The conversation will stop and what you'll have is, at best, a one-sided monologue with a half-hearted agreement in word. Think of this as a one-on-one coaching period and speak as though you are coaching. Use positive terms and sentences throughout your conversation.

ENCOURAGE SELF APPRAISAL

It's one thing for you to do an appraisal of the employee's work. But this is supposed to be a conversation and a time for feedback. What you want is feedback from the employee about how they perceive how they've been working. It's rare that the manager rates an employee's performance lower than the employee. Usually it's the other way around. The employee is more critical of their work.

Although this is supposed to be a conversation, encourage the employee to talk when you reach the appraisal of how they're performing compared with the talking points of the job description. Allow for self appraisal.

Once they have made their appraisal, this will be a prime time to talk about

• how you perceive their performance compared with their self appraisal
  
• areas for improvement
  
• steps to take to make changes
  
• whether they are ready for some new opportunities for growth

CONCLUDE WITH A MUTUAL AGREEMENT FOR ACTION

It's fine to have a meeting and get all of the talking points covered. But part of this performance appraisal covered areas for change. Talking about change is not commitment to it. Put in writing what the employee will do, what you will do to assist or support them in doing this and when it these things will be done. Then both of you need to sign this contract for action. If it needs modification, as with any other contract, they can be made by mutual consent of both of you via a signed writing that memorializes the changes.

REINFORCEMENT TOOLS

You've probably read enough material on performance reviews until you eyes have glazed over. It's one thing to read. It's quite another to actualize the reading. How about something that will help you practice doing an appraisal, complete with "bad move"-"good move" scenarios? The matters we've been discussing today, in addition to some other important considerations attendant to a successful performance review, are available on video.

In CRM Learning's "Discussing Performance," you can spend 20 minutes watching the supervisor and employee go through the bungled steps and then the "let's try this again" versions of a performance review. Interspersed with discussions about why the bungled and the better happened, this tape allows you to see and do from a safe perspective so that you have a performance presentation of the cause and effect relationships of words and acts. After each scenario, there is a very useful and brief discussion of why things went the way they did as you segue into the next phase. You're empowered with a conceptualization of how to have this meeting.

JUST PERFORMANCE, PLEASE

Performance reviews are actually very constructive periods of time; they're opportunities for growth for both you and the employee who's being reviewed. Leave the other issues for another time and conversation. And leave those old ways of the painful reviews as relics and sign posts of the past. Use these review and evaluation times only for the focused purpose of discussing performance.

ADDITIONAL RESOURCES:

Tools:

• Discussing Performance (training video with leader's
  guide, CDs and PowerPoint supplements) by CRM Learning, Inc.
  
• Overview: Legally Defensible Performance Appraisals
  
• Guidance Document: Uses, Abuses, and Legal Considerations
  
• Checklist During the Appraisal Interview
  
• The Secret to Effective, No-Hassle Performance Reviews.pdf from HR.com
  

Additional Reading:

• The Lowdown on Performance Reviews
  
• One Manager's Journey Beyond Performance Reviews
  
• Managing People - Performance Reviews, Legal Issues
  
• The Power of Positive Reviewing