Recruit, Inspire & Retain
Ideas for "Marketing" and
Providing "Customer Service" to Current and Potential Employees
SPREAD IT AROUND! Pass this issue along to fellow
employees or customers so they too can benefit from the ideas on
recruiting, inspiring, training, & retaining. You can FORWARD this issue
or print it out.
“Unusual” Behavior in Job Interviews & What to Do About It!
I’d planned the January Recruiting article to be what’s in store for
2004, but I’m overwhelmed with new ideas and figure you are too. We’ll run
that article in February when we’re all calmer.
This month I noticed a lot of us are interviewing for positions that
became available with new budgets. Here are some real interview incidents (no
kidding) from a survey of HR staff in 100 major American corporations:
out on the floor to fill out the job application.”
wore a Walkman and said she could listen to me and the music at the same
balding candidate abruptly excused himself. Returned to office a few
minutes later, wearing a hairpiece.”
to see interviewer’s resume to see if the personnel executive was
qualified to judge the candidate.”
she hadn’t had lunch and proceeded to eat a hamburger and French fries
in the interviewer’s office – wiping the ketchup on her sleeve.”
that, if he were hired, he would demonstrate his loyalty by having the
corporate logo tattooed on his forearm.”
to phone his therapist for advice on answering specific interview
8. “When I
asked him about his hobbies, he stood up and started tap dancing around my
9. “At the
end of the interview, while I stood there dumbstruck, he went through my
purse, took out a brush, brushed his hair, and left.”
So, yours haven’t been quite this blatant? What to do with the unusual
behavior, that’s not that “unusual”?
Of course you can prevent many of these behaviors from happening in the
first place by using planning and preparing techniques!
If for whatever reason you just couldn't prevent the behavior and now you're
faced with a vague answer, too much information, etc. Remember, the objectives
of the interview (some very specific information and a certain feeling about
your organization). Uncomfortable, irritating, frustrating as some of these
behaviors are we need to dispense with them tactfully and quickly so we can
get information. Most of the people we interview will not be acting in these
ways on purpose (in order to make us uncomfortable, irritated or frustrated)
– though there are certainly days when it feels like they planned
Knowing what's causing the behavior is crucial to determining the response
that'll get us back on track quickly.
Vague - lots of words, little substance
Causes – Poor communicator
Don't have the information or didn't prepare enough to have it
Your Response – Ask specific questions by beginning with a paraphrase
of what they said (they'll know you were listening and listening behaviors
encourage poor communicators and people who aren't prepared)
Superficial - lots of words, no substance
Causes – In a hurry
Likes to talk/chit chat
Expressive Communication Style
Don't have the information
Your Response – Paraphrase what they said and ask another of the
specific questions you planned (it may be that they just don't have
information for that – if they really don't have any information to meet
your objectives thank them for giving the info they did and end the interview)
If the cause is that they're in a hurry comment on it and reschedule or
take a minute to re-plan what you can cover in the time they really have
Too Much Information - lots of words, lots of substance
Causes – Poor ability to organize the information they have
Analytical or Amiable Communication Style
Your Response – Paraphrase the minute you have the information you
need (many times people give more than you need because they need confirmation
from you that you understand). This will also help the poor organizer as will
following your Interview Planning & Conducting tool because your
organization will help them
Stop them from giving you information that will cause legal issue with
"don't need to know" information by saying that you want keep us on
track with the information relating to … and then restate the question or
ask the next. Or say that you know they're busy and want to keep to the time.
In this situation only - Never, never, never paraphrase what they said before
you stopped them that you didn't need to know
If there truly is a lot of information have the person give you as much of it
as possible before the interview in writing as part of prep
Too Little Information -few words, little substance
Causes – Nervous
Not telling the truth
Don't have the information or didn't prepare enough to give you information
Don't think they have the information
Your Response - Paraphrase what they said and ask another of the
specific questions you planned or use a different type of question to get the
If the cause is not telling the true see below
Avoiding the Truth – substance that's doubtful
Causes – Afraid the outcome of the interview won't be in their favor
if they tell the truth
Protecting someone else
Your Response - Accept that what they are saying is genuine, at least
Look for a pause and jump in. Letting them go on avoiding the truth will only
make it more uncomfortable when the real truth comes out. The less they avoid
it, the less chance they have to start telling things that are untrue, the
greater the possibility that you‘ll get the truth and continue the interview
amicably from then on.
Listen for the real message and paraphrase as though they'd said that message.
If their method of avoiding the truth is to tell what others did –
paraphrase what they said and restate the original question (if you just
restate the question or say "I don't want to hear what others did",
you'll be dealing with a person who's angry and avoiding the truth).
Anger - lots of words or too few words, substance is exaggerated
Causes – Not telling the truth so angry with themselves
Being treated in an accusatory manner or talked down to
Having to wait longer than expected
Being lied to
Your Response - Let them vent – never tell them to "calm
down" (they've practiced this speech, so let them deliver it) and while
they're venting (though exaggerated)
Use active listening – your listening behavior will keep them talking and
some of the words they use will be useful in figuring out what they really
trying to tell you
Match their intensity (anger is just negative excitement so be excited in a
more positive tone of voice and body language. If you act, it'll look like
this isn't important to you and they'll get angrier)
Ask questions – remember at first they'll have trouble answering anything
fact based since they don't have access to their Left brain. Ask with no
question mark (the voice goes up at the end questions which tends to fan the
flames) and use their Communication Style (ex. for a Driver - "We can be
more 'productive' if I know…")
Excerpts from Interviewing
Techniques for Managers, pp. 157-161
a recruitment, inspiration, training, or retention idea or question? Ask by
clicking the question mark, and we’ll post your idea or question (and the
answer) in Answers & Ideas
on Recruiting, Inspiring, Training, & Retaining Great Employees at
What Calendar Are You Using in 2004?
you ever notice how many calendars you have to choose from each January 1? (I
feel like George Carlin.)
us which one(s) you finally decided to use and we’ll print it in the
February issue. PLUS send you a cool
Carolyn B. Thompson
is using two. George W. Bushisms: The Accidental Wit & Wisdom of
our 43rd President. She’s also using The Golden Retriever
Debbie Daw (our fantastic computer trainer) received several but went back to
Outlook anyway (she says she likes to print it out her way!).
about you? E-mail the name of your calendar and (optionally) why you chose it.
|| PowerPoint screen show that features
40 humorous posters that are pre-set to work on
“auto-pilot”. Makes a great “WELCOME” message or enhancement to
your session break. Runs about 5 minutes, and is set to
automatically recycle. You can add in your own slides. (a great
place to slip in your objectives!)
Get your PowerPoint screen show here!
BUY PACKS of inspirational posters.
(Do a Product Search for POSTERS, then look for Training Room
* Specialty Coffee Retailer magazine interviewed
President, Carolyn B. Thompson , for an article titled, “Evolution of a
Coffeehouse: Employee Recruitment and Retention”. Read the December 2003
article at http://www.retailmerchandising.net/coffee/2003/0312/0312evo.asp
* After guessing the Christmas Carols from the
December issue, Jodi Lenkaitis, Learning Specialist, Sauer-Danfoss, asks: “I
would like to use a few of the “Name that Christmas Carol” activity you have
in your newsletter as an icebreaker. I’m also using this to do a couple of
little contests as to who can get the most amongst a bunch of us (across the
company – this is a great little contest for those who have virtual teams) who
facilitate training or meetings...and I’m going to give away little
Christmas-themed prizes to the winners. I think I’ll even use a few of these
What To Do To Celebrate
February 2—Inspire Employees to Excellence Day
year, inspire them by giving them a method and the time to review what’s
great about them/their work and set their annual goals/plans.
bullet below represents one idea. You may want to send these out in
e-mail or post to an employee bulletin board or even do it together in an
existing meeting or individual appointment. Feel free to call us for ideas
list of those who have had an influence on your life. Why? How has their
influence helped you?
what you did at work yesterday. Suppose a visitor who had never met you
or even heard of you was watching you and saw only that work. What would
his impression of you be? What image of you would be created in his
mind? If someone asked him to describe you based on your work, what
words would he use? Tomorrow, approach each task at work with these
questions in mine. At the end of the day, write the answers and see what
they tell you about yourself and your work. Write down some positive
things your work reveals about you. Then write down some additional
things you would like your work to tell others about you — and set
yourself a goal of making that happen.
||Make a list of
your favorite customers and why you like working with them. What can you
do for them & others to serve these wonderful people even better?
||Make a list of
things that are interesting about your job and your organization. Make a
list of things that aren’t. What can you do to work on more
interesting things? What can you do to reduce the time it takes to do
the less interesting ones—or make them more interesting?
||Make a list of
all the things you do that help the organization achieve its mission
and vision. Make a list of all the things you do that don’t contribute
to the vision and mission. Talk to your boss or team about eliminating
the things that don’t contribute.
||Write a letter
to yourself from your supervisor telling you (very specifically) all the
things you did really well in 2003 and what you need to work on in 2004.
those who use the Bible as a guide–after writing your goals look
for a Bible verse that guides/supports/inspires you to achieve each.
those into all those inspirational quotes like the ones we put up in
training rooms–do the same as last bullet, but using quotes.
Now Discover Your Strengths,
by Marcus Buckingham
Preferred Futuring: Envision the Future You Want & Unleash the Energy to
Get There, by
|Both available by
or calling 800-469-3560. 10% off by typing “RIR” in Special
Instructions. Or e-mail email@example.com.
Helping Learners Become Self-Directed
Based on the Situational Leadership model of
Hersey and Blanchard, the Staged Self-Directed Learning Model proposes that
learners advance through stages of increasing self-direction and that trainers
can help or hinder that development. Good training matches the learner’s
stage of self-direction and helps the learner advance toward greater
self-direction. Specific methods are proposed for helping learners at each
stage, although many different training styles are good when appropriately
applied. Several pedagogical difficulties are explained as mismatches between
trainer style and learner stage, especially the mismatch between a learner
needing direction and a non-directive trainer.
The basic assumption of research done by Dr. Gerald Grow is that there are 4
stages of trainers and 4 stages of learners and there must be a match between
trainer and learner. Dr. Grow outlines 2 severe mismatches:
- When a Stage 1 Trainer (Expert) works with a
Level 4 Learner (Self-Motivator). This causes the learner to resent the
- When a Stage 4 Trainer (Delegator) works with
a Level 1 Learner (Dependent). This causes the learner to resent freedom
they are not ready for.
There Are 4 Types of Trainers:
Stage 1 Trainer – Authority Expert
Tell, impart, transmit, give,
propound, convey, expound, transfer, direct, fill, inform, coach, input,
Stage 2 Trainer – Salesperson, Motivator
mold, produce, instruct, reinforce, prepare, direct, demonstrate, push,
motivate, inspire, shape, drive, persuade, sell, train.
Stage 3 Trainer
Lead, guide, initiate, help, show, point the way,
explore, facilitate, discuss, share, participate, offer, suggest,
negotiate, collaborate, validate.
Stage 4 Training – Delegator
Cultivate, encourage, nurture, develop, foster, enable, bring out,
mentor, plant, challenge, advise.
|There Are 4 Types of Learners:
Stage 1 Learner – The Dependent Learner
“Trainer is responsible for motivating and developing ability of
learners. Learners believe they have little motivation or ability to
complete the task.”
Stage 2 Learner – The Moderate
“Trainer is responsible for training and coaching specific steps of
self-motivation and involving learner in process of improving his or
her ability. Learners believe they have some ability but need help in
acquiring skill and in maintaining motivation.”
Stage 3 Learner – The Intermediate
“Learners are responsible for using acquired ability to solve
problems and for maintaining motivation and enthusiasm for assignment
with encouragement from the trainer. Learners believe they have
ability and motivation as long as supportive environment is available.”
Stage 4 Learner – Self-motivator believes:
“Learners are responsible for own motivation and using their ability
to solve problems; believe they have motivation and ability to do
work.” Because Stage 4 learners have a high degree of
self-motivation, trainers use fewer motivational strategies with them.
from Dr. Gerald Grow, Ph.D., Florida A&M University
Many trainers in mismatches
with their learners tend to move down a stage. This rarely produces a
Instead work with the learner
to move up ˝ a stage:
learner awareness of their role in learning.
learner make some decisions about what is to be learned and how it has been
easiest for them to learn and use what they learned.
a trainer, free yourself of constant correcting of learner’s errors.
learners self monitor and self evaluate.
situated learning. Bring real-life situations to the training.
Be Ruthless About Rooting Out Dishonesty
The fastest way to lose your honest, ethical
employees? Let the dishonest ones stay and keep using dishonest, unethical
Think about how your organization does business.
How far along are you on the slippery slope? Would most people in your
organization agree that it is perfectly acceptable to present your products
and services to customers in the best possible light? Would they then agree
that it is OK not to disclose shortcomings or defects to customers? Would
perhaps they go on to agree that it is acceptable to hide information about
your products’ shortcomings? Once they have agreed to that, would they
consider it acceptable to lie to customers about your products and services?
And if they have taken that step, would they think twice about lying to people
inside the company?
I am reluctant to recommend ruthlessness under
any circumstance except when it comes to ethical behavior. The power of
influence is so strong that leaders need to be ruthless about rooting out
dishonesty and deception in the way that the organization deals with its
customers, clients, regulators, suppliers, employees, and vendors. Leaders
who tolerate anything less will pay a heavy price, because employees tend to
ascend or tumble to the level of their leaders.
Research shows that fundamental values are set at
about our early 20s. We can change our behaviors, our attitudes, and our
beliefs, but we don’t change our fundamental values after the early 20s. So
to build an organization that retains people with a strong set of ethical
values, leaders have to start with the recruitment and selection process.
Organizations need to recruit people with strong
values that are ethical and that fit with the values of the culture.
Of course, that assumes that the company knows
what its values are, and that they are ethical.
from “Creating an Ethical Environment” by Robert B. Cialdini in Spring
2003 Leader to Leader.
INC. site on your
Windows taskbar! Right click blank area of taskbar, select Toolbars/New
Toolbar, in new Toolbar box, enter
a recruitment, inspiration, training, or retention idea or question? Ask
by clicking the question mark, and we’ll post your idea or question (and
the answer) in Answers
& Ideas on Recruiting, Inspiring, Training, & Retaining Great
TO DO THIS MONTH/CONFERENCES TO
WAYS TO VOLUNTEER
or call 800-469-3560 for ideas on how to use these days to recruit, inspire,
train, & retain your employees & members:>
and Reference Books Month
13—Blame Someone Else Day
19—Maintenance Day (honors janitors & building maintenance)
24—TV Game Show Day
29—National Puzzle Day
January 18-20, 2004
Meeting Professionals International Professional Educational Conference, San Antonio, TX,
January 31-February 3, 2004
International Association of Convention & Visitor Bureaus Professional Development Institute, Kissimmee, FL,
FEBRUARY 2, 2004
Inspire Your Employees to Excellence Day! Sponsored by CBT Recruitment & Retention Consultants, a division of Training Systems, Inc. Check out the
Workforce on "Inspiring Your Employees to Excellence Day"
article at www.trainingsys.com.
Wear Red Day for Women, sponsored by the
American Heart Association. Wear red and AHA’s free red dress pin. Visit http://www.americanheart.org/goredforwomen
for more info.
February 9-11, 2004
American Society of Association Executives Management & Technology Conference, Baltimore, MD,
February 23-25, 2004
The 2004 Outsourcing World Summit, Disney’s Yacht & Beach Club Resorts,
Lake Buena Vista, FL, http://www.CorbetAsociates.com/special_invitation
March 1-3, 2004
Training Magazine’s 27th Annual International Training & Online Learning Conference and Expo, Georgia World Congress Center, Atlanta, GA,
March 7-9, 2004
8th National HIPAA Summit, Baltimore Marriott Waterfront Hotel, Baltimore, MD,
March 8-10, 2004
SHRM Employment Law & Legislative Conference, Capital Hilton, Washington, D.C.,
March 22-24, 2004
SHRM Global Forum’s 27th Annual Conference & Exposition, Sheraton Bal Harbour Beach Resort, FL,
March 27-31, 2004
International Association of Conference Centers Annual Conference, Grapevine, TX,
March 28-30, 2004
Meeting Professionals International Professional Education Conference, Edinburgh, Scotland,
April 19-21, 2004
Employment Management Associations 35th Annual Conference & Exposition,
Washington, D.C., http://www.shrm.org
Recycle your Christmas Tree!
Support your local animal shelter! Recycle your inkjet, laser, fax toner cartridges.
http://www.cashforcritters.com provides pre-paid mailing envelopes.
Recycle your old computer! http://www.sharetechnology.org
Did you get too much stuff for Christmas? http://www.whatgoesaround.org
– dedicated to the proposition that we all have more stuff than we need, has a “give to charity” registry. When someone wants to give you a gift, they can go to the site, look up your “give to charity list” and make a donation the point-and-click way.
Get FREE access to great recruiting, inspiring, training & retaining tips,
ideas & resources where you can:
articles for your newsletter!
Purchase books, tapes & fun
incentives to help you & your employees be the best!
tips each month on Recruiting, Inspiring, Training, & Retaining great
links to great managing and training websites!
our famous inspirational quote posters!
answers to your employee recruiting, inspiring, retaining, & training
questions from our experts!
All rights reserved.
Recruit, Inspire & Retain
Remember, you can get issues you missed at our Website. For older (pre-1997) issues, call 800-469-3560 or send an e-mail
Recruit, Inspire & Retain
An ideal way to introduce new ideas or stimulate learning with the employees
in your organization. Article reprints can also serve as a powerful
promotional or sales tool - include them with your brochures, newsletters &
media kits. For complete information on article reprints or copyright
permission, call 1-800-469-3560 or e-mail
**YOU HAVE UNIQUE, VALUABLE KNOWLEDGE FOR OTHERS
We’d love to print your articles on recruiting, inspiring, training and
E-mail your article to
back next month with more great tips, ideas, success stories, and
information to help you recruit, inspire, train, & retain great employees!
Recruit, Inspire &
Retain contains links to web sites
operated by organizations other than
These links are for your convenience and we assume no responsibility
for the content or operations of those sites.
Recruit, Inspire &
Retain is a
free e-zine of TRAINING
Visit us at http://www.trainingsys.com