Treat family members like all other employees

At some point, if you have children, they – or other family members – will wonder whether they should begin working in the family

business.

If an offspring or family member becomes an associate, you will have to ascertain whether it should be in a management position.

You must be careful in making your decision. The wrong move might lead to public embarrassment in front of people you have supervised for years.

For example, what if your relative does not display the work ethic you have shown?

In the workplace, you must be treated as a manager rather than a parent or a family member, particularly in front of other employees.

Fights at home or within the family might come into the office, causing an increase in stress and a decrease in staff morale and satisfaction.

In addition, it is hard to discipline a family member since the criticism is usually not taken as constructive. Analyzing a few key areas will assist you in reaching a sound decision.

Making a match

Before hiring a family member, ascertain that he or she has the education, experience and character that the job requires. Family members, like all employees, must fit into the team and the organization.

If your family members don’t meet all of the criteria, then do not hire them. To do so would set them up for failure, causing feelings of incompetence and personal humiliation.

Team members will lose respect for you as a manager, and you might lose self-confidence, which, as a business owner, you cannot afford.

If you do hire from within your family, the family member needs to learn the ropes and pay his dues with the company. Be sure that the other employees understand that your family member is equal to them in status.

Treat a family member just as you would any other staff member. Do not, however, make a family member work harder than everyone else just to prove that you are not showing favoritism. If you have plans to potentially promote a family member, keep that confidential until you are sure he will succeed as a leader.

Considering promotions

When it is time to decide whether family members should be promoted to supervisory roles, be absolutely sure they possesses the necessary knowledge, skills and abilities. Your employees will have been watching your relatives’ behavior under a microscope. They know if the technical skills are in place for management.

Family members will definitely start off on the wrong foot if subordinates must train them.

Ensure that your family member has the character traits necessary to be a leader. Technical competence does not guarantee good supervisory skills.

Ask yourself whether your family members are respected as individuals, and assess their maturity levels.

What about the strength of verbal, nonverbal and interpersonal communication skills?

Look for a confident, optimistic, positive attitude that has encouraged and inspired others.

Consider dependability and trustworthiness. Would your employees describe the family member in question as conscientious, self-motivated and quality-oriented? Can your family member work independently and handle stress? Are conflicts and problems considered opportunities to do something better? Is the family member able to resolve employee issues rapidly and effectively?

Do not promote if your family member fears conflict, displays a temper, appears indecisive at times or has instigated and escalated problems in the past. It is not time for a promotion if your family member is shown only surface respect because you are related, or if separating from peers and friends in order to lead them will cause a problem.

Due diligence

If you are unable to answer the above questions, consider career and personality testing for your family member, as well as the services of a career coach. An executive coach will be able to help with the development of management skills, and a therapist will be able to assist with character development.

Determining whether to hire or promote an offspring or other family member are major decisions. Conduct due diligence to guarantee success for both of you.

Lynne Haggerman is president/owner of Haggerman & Associates, a firm specializing in management training, retained search, outplacement and human resource consulting. She can be reached at lynne@haggermanandassociates.com.