It’s that time again, when many of us take inventory of the past year and make resolutions for the coming year—for example, to do better, work smarter, become more efficient, or waste less time. For some of you, focusing on aspirations for the coming year may be part of a formalized process of establishing annual goals and targets, strategic planning, or simply making next year’s “to-do” list. Regardless of how the process is done or what it’s called, the fundamental purpose of annual resolutions is the same: to plan for a better, brighter, more successful future. 
In the spirit of the season, we offer our “wish list” of resolutions for all the HR directors in hopes of enhancing the quality of work-life balance for all of you.
Resolution 1: Teach your managers to manage
Workplaces are busy. Managers and supervisors may feel as if there already isn’t enough time to do the things that absolutely have to be done. Mandatory training may cause managers to grumble or, worse yet, argue that any benefits of training are outweighed by the work that piles up in their absence.
The fact is, what a manager says and does, the company says and does. A company is its management staff. Saying and doing the right thing prevents lawsuits, just like saying and doing the wrong thing creates all kinds of problems. Managers may be expected to have a broad working knowledge of company policies and procedures, performance standards, and documentation basics, and they need training just to retain this information. Failing to provide training for managers is foolish, shortsighted, and an avoidable and unnecessary liability risk.
Just as you wouldn’t expect an employee to perform a job he isn’t qualified for, you can’t expect managers to maintain competence in the broad range of required supervisory skills without regular training in consistent intervals.
Resolution 2: Document employee conduct
Consider establishing a progressive system for documenting or recording employee conduct issues. This is not the same as progressive discipline. The best reason to consider such a resolution is simple: Ignoring poor performance does nothing but reinforce the unacceptable behavior. Acknowledge a job well done, and watch enthusiasm and loyalty grow.
Here’s the problem: Almost no one likes to confront problem employee behavior, and that’s a hurdle that has resulted in unnecessary inertia in many businesses. The resistance to dealing with employee conduct will be easier to overcome if the benefits to the manager and the business are understood. The single most compelling benefit is that dealing with employee performance issues contemporaneously makes a manager’s job a whole lot less stressful and more productive in the long run.
Creating a progressive system to document employee conduct isn’t rocket science. Chances are, most businesses already have the information needed to get started. The foundation for the process is the job description, which identifies essential job functions. From the job description, you should then develop forms that memorialize employee coaching, warnings, and all other disciplinary actions; performance reviews; accolades, awards, and promotions; and so forth. Using a well-drafted and progressive set of forms allows you to maintain a record of employee performance issues. A well-documented history supporting objective employment decisions can be the best defense for any employer facing a discrimination claim. Resolve to develop a set of forms that will serve as a road map to guide and direct both you and the employee.
If you still aren’t convinced, consider this: If an employer doesn’t believe an ongoing performance problem is serious enough to document, no one else will, including members of a jury.
Resolution 3: Take time off
It seems like everyone you talk to these days is swamped, crazy busy, overwhelmed. The problem is, most of us are crazy busy. As a result, employees work more and more hours than ever and take less time off. Working harder and longer doesn’t increase productivity, and it’s a recipe for employee burnout.
A study conducted by Marketplace reported that most American workers have nine unused vacation days each year. Women who don’t take vacations are much more likely to suffer from depression and have a 50 percent higher risk of developing heart disease. For male workers, the risk of death from heart attack goes up one-third. The cost of stress-related health care is estimated at $344 billon annually.
Resolution 3 is simple: Offer employees vacation time, and encourage them to take it. It may seem counterintuitive, but the best way to get things done may be to spend more time doing less.
Good luck, have fun, and Happy New Year!
Leslie Bakken Oliver is an attorney with Vogel Law Firm, practicing in the firm’s Bismark, North Dakota, office. She may be contacted at loliver@vogellaw.com.