Recruit, Inspire & Retain

February 2005

Ideas for "Marketing" and Providing "Customer Service" to Current and Potential Employees

Great Training for Great Employees
800-469-3560 FAX 815-469-0886


February 2 is ‘Inspire Your Employees to Excellence Day’! (see Fun Days to Celebrate for ideas)
bullet Job Ads That’ll Really Attract The Person You Want
bullet Who’s Wearing Fun Meters?
Everything I Need to Know, I Learned from Noah's Ark
bullet Cool Calls
bullet If You Work 20 Hours a Day Your Product/Service Will Be Garbage
bullet Learning & Training: The Year Ahead
bullet Chaplains — An Appealing Workplace Benefit
bullet Professional Development Conferences/Fun Days to Celebrate/Ways to Volunteer & Give
(Call 800-469-3560 or E-mail for ways to celebrate the listed special days of the month!)

Let TRAINING SYSTEMS, INC.  Show You How to Make Your 2005 Strategic Plan Happen!

The Key —
Help your staff plan how they'll work on goals/action steps in their daily work:

Click Here

Call 800-469-3560!

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We encourage you to use these articles in your own communications with staff and customers/members.

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Job Ads That’ll Really Attract The Person You Want

Whether your position opening is in the paper, a trade magazine, posted at a university, on a website, or sent out to applicants who contact you — make them:

1.         Descriptive of the position (of course)
2.         Sound like the organization culture (strategic, informal, fun, classic)
3.         Full of the benefits of the job tasks and organization

Here’s a great example we saw:

Are you an organized, detail-oriented person? Do you like your days filled with a variety of work that’s never boring? Do you enjoy talking with people and building working relationships? Do ads that start off with a bunch of questions like this drive you nuts? Then this job might be right for you! XXX Company, a leading Information technology consulting firm, is looking for an enthusiastic person to fill a Senior Accounting Assistant position in our corporate office.

The Senior Accounting Assistant will coordinate the invoicing function for assigned offices, ensuring that invoices are completely and consistently reviewed, prepared, and mailed. This will involve frequent contact with various levels and roles within our company. Our atmosphere is relaxed but also professional and you can expect to be surrounded by peers who will do what it takes to get the job done. Other duties are varied, but include running and distributing a number of regularly scheduled departmental reports, inputting daily cash receipts, and maintaining organized and complete invoicing files.

* An Associates Degree in Accounting
* 3 years experience in an accounting department with exposure to general ledger accounting principles ( or equivalent combination fo education and experience)
* Ability to calculate figures and amounts such as discounts, interest, percentages
* Ability to apply concepts such as fractions, percentages, ratios, and proportions to practical situations
* Demonstrated advanced level Microsoft Word and Microsoft Excel skills
* Must be able to multi-task in fast paced environment. Job requires attention to detail, accuracy, and ability to meet tight deadlines.
* MAS90 and Account4 experience is a plus

XXX Company is a successful and established information technology consulting firm with offices in nine major cities. Since 1978, we have been solving business problems with the effective use of technology and have built solid relationships with some of the country’s top companies, including XXX, XXX, & XXX. XXX Company feels that the key to our success has been our ability to attract and retain great people who best understand the principles we uphold.

Salary of $XXXX Comprehensive Medical, Dental, Life, and Disability insurance; Prescription drug plan; Vision Care assistance; Flexible Spending Accounts; 401(k); Tuition reimbursement; 10 paid holidays per year; 12 days vacation per year; Frequent company sponsored events; and much more (including free popcorn and a variety of delicious beverages).

NOW IS THE TIME! And we mean RIGHT NOW because the first 3 responses to this will get 1 FREE hour of job ad coaching by phone. Email or call 800-469-3560.

   Writing That Sells, by Kathleen Begley
  Writing Copy for Dummies, by Jonathan Kranz
Both available by e-mailing

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Recruitment, inspiration, training, and retention ideasHave 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


* Valley View School District support staff who wore them while learning how to assess & revise processes to make them consistent across the district.

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Everything I Need to Know, I Learned from Noah's Ark.

Noah's ArkONE: Don't miss the boat.

TWO: Remember that we are all in the same boat.

THREE: Plan ahead. It wasn't raining when Noah built the Ark.

FOUR: Stay fit. When you're 60 years old, someone may ask you to do something really big.

FIVE: Don't listen to critics; just get on with the job that needs to be done.

SIX: Build your future on high ground.

SEVEN: For safety's sake, travel in pairs.

EIGHT: Speed isn't always an advantage. The snails were on board with the cheetahs.

NINE: When you're stressed, float awhile.

TEN: Remember, the Ark was built by amateurs; the Titanic by professionals.

ELEVEN: No matter the storm, when you are with God, there's always a rainbow waiting.

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 Posters (30/pack).)

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Michele Newhouse, Covenant Professional Services, responded to a colleague seeking info on conference bookstore agreement letters: “Sorry to say that I don’t have any agreement letters to share on the bookstore...other than to tell you that TRAINING SYSTEMS ( can run an awesome bookstore for any event. I’ve worked as a helper for them in the past a couple of times...with the Christian Management Association conference. They’re real go-getters. If you want to contact them about running your store, they’ve got a standard contract. I’ve seen it before and though it was all very fair and nicely done. Hope this helps!”
Thanks, Michele, for the nice comments!


Mary Jo Burfeind, Blue Cross/Blue Shield of IL, TX, NM, telling a Referrals group about her experience with TRAINING SYSTEMS, INC.  services: “..TRAINING SYSTEMS, INC.  laid out a plan to meet our need for managers to be able to discover & describe performance needs. We learned a lot working with them!”
Thanks, Mary Jo!


Brad Butler, Merchants & Manufacturers Bank, telling a Referrals group about his experiences with TRAINING SYSTEMS, INC.  services: “I didn’t know what was wrong but we talked and talked and TRAINING SYSTEMS, INC. was able to help me discover that we needed to learn how to use the new product manuals.”
Thanks, Brad, we had riot with your staff!

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If You Work 20 Hours a Day Your Product/Service Will Be Garbage

In honor of February 2: Inspire Your Employees to Excellence Day, we’ll do a series of articles showcasing what organizations are doing to create that INSPIRATIONAL ENVIRONMENT. Read every month & copy – plagiarism is the highest form of flattery:


"I went to a dinner party recently where we played a parlor game," George Colony explains. "Everyone at the table was asked to choose one word to describe himself. I chose 'fun.' That choice might rub some people the wrong way, but I find that I've got to have fun at whatever I'm doing or my level of effectiveness goes down. I adore working. I'd pay to do what I do __ but I don't want to spend my whole life working. I love the other parts of my life too. I often remind people that the Declaration of Independence entitles us to life, liberty, and the pursuit of happiness. I've heard that Thomas Jefferson originally wanted it to read life, liberty, and the pursuit of wealth. But there has to be more to life than money."

How would you like to work for a guy like that?
Colony, is the chairman and CEO of Forrester Research Inc., one of the largest and perhaps the most-respected Internet research firms. Founded in 1983, the company's revenues have increased at a compounded rate of 52% since it went public in 1996. In its short but happy life, the company has played a significant role in shaping the strategies of hundreds of new-economy ventures as well as traditional companies that are now seeking to compete on the Internet. But I went to visit Forrester not to understand its business, but because I was interested in its reputation as a place where people loved to work. Specifically, I was curious about how a young, hard-charging, rapidly growing company could demand such high performance from its employees, still treat them humanely, and inspire their loyalty.

What makes Forrester distinctive, I discovered, is the culture that Colony and his team have managed to build. The company doesn't have especially progressive work-life programs, and they don't pay higher salaries or offer significantly stronger benefits than those of their competitors. More subtly, what Forrester does is address people's needs on multiple levels, but recognizing their complexity. The result is a company that feels both driven and laid-back, informal but highly focused, individualistic and collaborative. Call their approach post-conventional.

1. No One, Including Colony, Has a Separate Office.

Back in the early 1990s, everyone had an office, although there was one central room for computers. "That room was where we had the most fun," Colony explains. When Forrester launched its first Internet-research venture in 1994, Colony suggested forming a "pod" of 8 or 10 core people who would work together in one large room.

"Everyone screamed," he remembers. "They would only agree to the idea if I joined them, and no one believed that I would leave my plush office. One day I came in, put all of my stuff in boxes, and moved into the pod. That new environment lit the company on fire. We shared our tears and our fears, and at the end of the year, we danced on our desks to celebrate our success."

 If you want to talk to Colony or to any other top executive, you just walk up to his or her desk. "It creates a much higher bandwidth of communication, and it helps people form relationships faster," Colony argues. As Mary Modahl, vice president of marketing, puts it: "Credit is usually unfairly distributed in companies. The guys with the big offices are seen as the only ones responsible for the successes. By taking away the physical expressions of authority, people can speak up and be valued equally."

But while Forrester's culture encourages people to voice their opinions, decisions are not made by consensus, and people are clearly rewarded for their accomplishments. "Individual achievement is very important here," says Modahl. "So is personal accountability." Each employee sets goals quarterly and receives four performance reviews a year. Forrester also gives out plenty of awards. For example, a prize goes to the person who has the highest impact on the company as determined by a vote of all the employees.

Self-confidence is valued more than self-promotion at Forrester. "You need ego as fuel to give a speech in front of 3,000 industry people or to have your research read by 50,000 clients," says Colony. "At the same time, we've found that the creative process here is collaborative. Feedback is very hard-hitting and critical. Your skin has to be thick, so it's best to check your ego at the door."

2. Embrace Change and Preserve the Core

Forrester captures this paradox in something that it calls "proactive destruction." The notion is that companies must be willing to anticipate demand and to change rapidly, without sacrificing the core mission and values. "We're destroying and building at the same time," says Colony. "On one hand, we want to keep our core culture sacred and constant. On the other, if you are not a catalyst for change in this company, you probably won't last long. It may look chaotic to outsiders, but we're doing all of this in a very planned way with a long-term outlook."

Last year, for example, Forrester completely transformed its business model, changing the way that it delivered its current product to clients--moving largely into an electronic format--and introducing a series of new products. Despite all the tumult, the company not only managed to increase revenues from $61 million to $87 million compared to 1998, but also grew net profit from $7.5 million to $11 million.

Forrester struggles to balance short-term and long-term visions. "You can't just burn people out," says Modahl. "What we're trying to say is that when you have a high priority, sprint as fast as you can. When it's not urgent or critical, take a pause." Colony is even more direct: "Clients pay us for our thinking. The more balanced your life is and the more diverse your interests are, the better your thinking will be. If you work 20 hours a day, your product will be crap."

3. Get Big, Stay Small

Inspired by his prep-school headmaster who knew every student by name, Colony did the same with every Forrester employee until recently. This year, however, the company will hire 300 new employees, and open two new research offices. While Colony can no longer keep up, he still makes it a high priority to get to know people one-on-one. The first week that Mariko Zapf, came to work at a mid-level job at Forrester last year, she unexpectedly found herself sitting next to Colony on a bus ride to a company outing. "He introduced himself as George," Zapf says, "and for the next hour he just asked me questions about my family, what movies I liked, what books I read. I was blown away."

For Colony, the challenge is to maintain a sense of humanness and intimacy in the sort of large company that he has long avoided joining. "The pods are one way that we mitigate size," he says. "It's like being in a squad of 8 or 10 people in the military. You get so that you're willing to die for the guy next to you." Colony is also determined to keep the scale of Forrester's new research offices modest. "In The Tipping Point, Malcolm Gladwell writes that the human brain is wired to have no more than 150 relationships," Colony says. "That feels about right to me. It's probably not coincidental that we've designed each of our new research offices to have no more than 150 employees."

4. Break the Rules, Win the Game

Forrester is known internally as the land of the mavericks. "We want people who think in counterintuitive ways," Colony explains. "When I see someone who has done something unusual," says Modahl, "it suggests that she can think independently, isn't following a script in life, and won't be afraid to go against the pack. Three times out of 10 she'll be wrong, but that's okay as long as she's done the work."

If Colony is a visionary, he is also a pragmatist. He understands that the old rules don't work in the new economy and that the retention of valued employees is the key growth engine for today's companies. Forrester's turnover is under 20% -- unusually low in the dotcom world. "If we keep people for at least five or six years it's a big win for us," Colony says. "We're living in a world where every employee is a free agent. People can get money anywhere. Jobs are everywhere. Why do people stay in any one place? It comes down to a company's environment.

Adapted from Fast Company Magazine, 12/04

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Get more tips on inspiring great employees from TRAINING SYSTEMS.

301 Ways to Have Fun @ Work, by Dave Hemsath & Leslie Yerkes
Managing to Have Fun, by Matt Weinstein
Both available by emailing

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Learning & Training: The Year Ahead

Jack and Jill went up a hill,
to fetch a pail of water.
Jack fell down and broke his crown,
and Jill came tumbling after.

Ron Zamir, Allen Communications Learning Services, says: You may be wondering what nursery rhymes have to do with trends in learning and training. The fact is most of us in our industry misuse or even abuse trends. For the past five years, we have been bombarded with predictions and proclamations of new technology we should be implementing. As in the case of Jack and Jill, we are responsive and run up that hill to fetch a pail of water, or as the case may be, ROI, LMS, LCMS, or e-learning. We invest; we integrate; we change our ways, all the time hoping we won’t come tumbling down like poor Jack.

So, let's keep our "crowns" whole by focusing on 3 trends that have evolved over the past few years for our company and, we believe, for all:

1. Changing Learner and the Quality of Training

When asked to identify quality learning, I always ask people to remember good teachers they had in college or even high school. When were you engaged? When did you feel you were getting positive guidance out of a learning experience? It will come as no surprise that humor, relevance, interaction, and clarity of message are crucial in a learning experience.

Yet while some things may stay constant, our learners are changing. According to the Municipal Research & Services Center in Seattle, "For the first time in history, there will be four generations in the work force. In the next 20 years women and minorities will make up over two-thirds of the workforce." There are many, many, many implications for training. Let’s just take 1, the newest generation hitting the workforce. They want a more flexible workplace and may prefer flexibility to higher salary.

The use of gaming in training or "Nintendo meets Macromedia" is not that far in the future. While you might consider your 13 year old a serious gamer, the term "serious games" refers to using videogames for more than just entertainment. In fact, groups in the videogame industry, academics and business are pushing gaming into fields like advertising, advocacy, health, public policy and, of course, training and education.

Trainers need to face a reality that distributing Adobe Acrobat files and recorded PowerPoint presentations won't cut it with the new crop of young learners.

"Videogames can be a powerful way to instill real-world skills," says Geoffrey James in Business 2.0. "The U.S. Marine Corps has used Doom to teach battlefield tactics, and a recent survey revealed that doctors who play videogames made 37% fewer mistakes during laparoscopic surgery. It's no great leap, then, to conclude that the tools that make better soldiers and surgeons might also make better corporate staff."

To address the rising number of women and minorities the workplace, content has to be at the very least gender agnostic and in many cases bilingual.

2. The Effects of Technology and the Distributing of Learning

Chances are you've already Googled today. As a means to an end, technology has made information accessible. When developing our training programs, our ability to distribute the content to the learner at their point of need is crucial.

John Hubbell in December's Chief Learning Officer magazine says, "The performance needs of today and tomorrow require a more dynamic approach to pushing content to workers and making the connections available in real time to help employees find what they need to perform optimally."

The good news is that technology is both accessible to our learners and much cheaper. Software prices for Dreamweaver and Flash are in the hundreds to low thousands of dollars, and pricing for other designing & developing have decreased.

In addition to training, we believe in the next three years, more organizations will add Electronic Performance Support Systems, allowing staff to access content when faced with a challenge on the job.

3. Organization Restructuring and the Demands of Training Departments

The structure of training departments across industries is still extremely varied. While some organizations house training in a corporate HR function, many attach training to the line units in sales, operations, organization leadership, etc.

The trend as we encounter it is much more powerful than the latest fad of organization restructuring. The lines between training, marketing and product development are blurring. In addition to training our employees, we’re doing more & more training of our customers.

The main driver behind the blur of these traditional corporate lines is the growth of training ROI analysis. Leaders in training organizations are looking more and more for ways to assure the vitality of their organizations. According to the "ASTD 2004 State of the Industry Report," award-winning training organizations have this in common:

  • Measurement and demonstration of efficiency and effectiveness of the learning function

  • Alignment of learning with business needs and individual employee competency needs

From 2001-2004, organizations were in a retrench mode. Training did its part to save or cut costs by using technology to reduce travel and turn expensive classrooms into e_learning modules. In 2005, we’re looking for yet more ways to be efficient & effective. How can training help an organization raise revenue and profitability?

What business strategies is my organization undertaking this year? If you can answer this question, you have the basis for your training strategy going forward.

Adapted from Learning & Training Innovations Magazine 1/05

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Get more tips on training great employees from TRAINING SYSTEMS.

Ten Steps to Determining the Return on Your Training Investment (worksheets to help you through the ROI process & ensure a positive return), by TRAINING SYSTEMS, INC.
Digital Game Based Learning, by Marc Prensky, to buy, email

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Chaplains — An Appealing Workplace Benefit

On almost any day of the week, Chris Hobgood can be found strolling the halls of the headquarters of HomeBanc Mortgage in Atlanta, chatting up employees in his low-key way. He asks them about their families, their work, then listens intently to their answers. "If you ever need anything," he usually says, "please let me know."

Hobgood might seem like a hands-on manager, but he's not even an employee of HomeBanc. There are an estimated 4,000 chaplains tending employee flocks nationwide, and their ranks are growing. Chaplains can be found at firms as diverse as Summit Electric in Albuquerque, N.M., snack food maker Herr Foods in Nottingham, Pa., and Texas-based poultry processor Pilgrim's Pride. "People spend the majority of their working lives here," says HomeBanc CEO Patrick Flood. "And I believe that if we recognize their needs and try to create a climate that makes them better people, the byproduct will be better, happier, and more productive associates."

For rent. Some companies hire their own chaplains. But many, like Hobgood, are employed on a contract basis. Two of the largest providers of employee chaplains are Dallas-based Marketplace Chaplains USA, with 1,600 chaplains counseling employees of 254 companies in 38 states, and Corporate Chaplains of America in Raleigh, N.C., which has 75 chaplains on its payroll ministering to some 300 firms. "We recognized that we needed to try to deal with our employees as whole employees--bodies, mind, and soul," says Lauren Steele, vice president of corporate affairs at Coca-Cola. "It's been enthusiastically embraced by our employees, primarily because it's completely nonintrusive."

Typically, chaplains visit the workplace once or twice a week and are generally on call 24-7 for emergencies. Whether it's a suit and tie when visiting HomeBanc or jeans and work boots at Pilgrim's Pride, the clerics leave their religious garb at home and dress to blend in with staffers. They also make hospital visits, offer premarital counseling, and officiate at weddings and funerals. The chaplains are asked to keep track of the number of people they see but are never asked to disclose the content of the consultations. "Recently, we had an employee who was so upset about a conflict with his supervisor he was in tears, but we couldn't get at what was going on," says Dave Butters, human resources manager at the Pilgrim's Pride plant in Marshville, N.C. "The next day, I saw the employee talking to one of the chaplains. Later that day, he was smiling and gave me a big thumbs up. I don't know what happened, but it was obviously something good."

While the vast majority of corporate chaplains are Christian, they’re also Jewish, Muslim, and Buddhist clergy. Sometimes, the chaplain services run into skepticism prompted by fears that they would act more as missionaries than as counselors. The services say they've been able to assuage most of those doubts by assuring companies that employees would not be pressured to participate. And the chaplain services say the increased emphasis on spirituality in the workplace post-9/11 has also helped quell misgivings. "We are there as caregivers, not as a representative of any denomination," says Gil Stricklin, the former Army chaplain who founded Marketplace Chaplains in 1984. "My personal faith motivates me, but I don't use it to religiously harass anyone in any way."

Adapted from U.S. News & World Report, 1/05 article, “Hey, Reverend, Let’s Do Lunch”

Faith & Work: Do They Mix?, by Os Hillman
A Spiritual Audit of Corporate America: A Hard Look @ Spirituality, Religion & Values in the Workplace, by by Ian Mitroff and Elizabeth Denton

Tools: Recruit Inspire Train Retain

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WWW.TRAININGSYS.COM Get FREE access to great recruiting, inspiring, training & retaining tips, ideas & resources where you can:

  • Download articles for your newsletter!!

  • Use free online assessments!

  • Purchase books, tapes & fun incentives to help you & your employees be the best!

  • Get new tips each month on Recruiting, Inspiring, Training, & Retaining great employees!

  • Click on links to great managing and training websites!

  • Purchase our famous inspirational quote posters!

  • Get answers to your employee recruiting, inspiring, retaining, & training questions from our experts!

Recruitment, inspiration, training, and retention ideasHave 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


Chocolate Lover’s Month
February 8-14 – Love & Laughter Week
February 1 – Share A Smile Day & Peanut Butter Lover’s Day
February 2 – Inspire Your Employees to Excellence Day (click here for a nice selection of cards for the day) , Groundhog Day, & Banana Cream Pie Day (bring a pie to work for your employees)
February 3 – No Talk Day
February 4 – Homemade Soup Day & Red Dress Day (see “Volunteering & Giving” section for ideas & info)
February 6 – Pay A Compliment Day
February 7 – Send A Card To A Friend Day
February 8 – Mardi Gras Day & Smile Day
February 9 – Ash Wednesday
February 12 – Chocolate Day
February 14 – Valentine’s Day & Clean Out Your Computer Day
February 15 – Burger Lovers Day
February 19 – Chocolate Mint Day & Temporary Insanity Day (so when you gorge on candy, you have the perfect defense!)
February 24 – Obnoxious Day

February 4-5, 2005
Laurie Beth Jones’ THE PATH: Creating Your Mission For Work and Life, Phoenix, AZ, 

February 13-15, 2005
ASAE Great Ideas Conference, The Sheraton Wild Horse Pass Resort, Phoenix, AZ,

February 21-25, 2005
CCL: Leadership Development for Human Resource Professionals, Colorado Springs, CO,

February 24-26, 2005
Annual Human Resource Development Conference, Estes Park, CO,

February 28-March 2, 2005
Training 2005 Conference & Expo, New Orleans, LA,

March 2-4, 2005
Learning Analytics Symposium, New Orleans, LA,

March 6-10, 2005
HDI 2005 Annual Conference & Expo, Las Vegas, NV,

March 7-11, 2005
Game Developers Annual Conference, San Francisco, CA,

March 6-8, 2005
Health Information Technology Summit West, Hyatt Regency, San Francisco, CA,

March 6-10, 2005
HDI Annual Conference & Expo, The Venetian Resort, Las Vegas, NV,

March 13-16, 2005
2005 Users Conference, Astor Crowne Plaza, New Orleans, LA, email

March 13-17, 2005
National Conference & Exhibition for Trade Show & Event Marketing Professionals, Mandalay Bay Convention Center, Las Vegas, NV,

March 14-16, 2005
SHRM 22 Annual Employment Law & Legislative Conference, Capital Hilton, Washington, D.C.,

March 20-23, 2005
WritersUA Technical Writing Conference, Las Vegas, NV,

March 21-23, 2005
HR Generalist Certificate Program, Washington, DC,

April 5-6, 2005
Technology, Colleges & Community (TCC) Worldwide Online Conference,

April 6-7, 2005
HSMAI’s 5th Annual Affordable Meetings Mid-America, Navy Pier, Chicago, IL,

April 8-10, 2005
20th International Humor Conference, Saratoga Springs Convention Center, NY,

April 11-13, 2005
28th Annual Conference & Exposition of the SHRM Global Forum, Chicago, IL,

April 18-20, 2005
HR Generalist Certificate Program, Las Vegas, NV,

April 20-22, 2005
36th Annual Conference & Exposition of the Employment Management Association, Dallas, TX,

June 9-12, 2005
SHRM Annual Conference & Exposition, San Diego, CA,


National Wear Red Day symbolFriday, February 4, 2005 is National Wear Red Day, to show support for women's heart disease awareness. To purchase a red dress pin, go to

Some Ideas:
1.         Wear red on Friday, February 4, 2005, and encourage your coworkers to do the same.
2.         Organize a contest for the “best red outfit” at your workplace.
3.         Include National Wear Red Day paycheck inserts with January paychecks.
4.         Host a “brown_bag” lunch at your workplace, utilizing The Heart Truth Speaker’s Kit. 
5.         Organize a “heart healthy lunch day” at your cafeteria.

For more activities:

Associations Unite in Tsunami Relief Effort
ASAE and The Center for Association Leadership will match all employee donations up to $25,000 to the charity of their choice from the list on to help the tsunami victims.

Be a Pen-Pal to a Soldier
Got to the Manhattanville web site,, sign up to correspond with a soldier, and receive a red wristband stamped with MY SOLDIER (like the Lance Armstrong “LIVE STRONG” bands).

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Get FREE access to great recruiting, inspiring, training & retaining tips, ideas & resources where you can::
* Download articles for your newsletter!
* Use free online assessments!
* Purchase books, tapes & fun incentives to help you & your employees be the best! 
* Get new tips each month on Recruiting, Inspiring, Training, & Retaining great employees!
*Have a recruitment, inspiration, training, or retention idea or question? Send e-mail to and we’ll post your idea or question (and the answer) in Answers & Ideas on Recruiting, Inspiring, Training, & Retaining Great Employees at 
* Click on links to great managing and training websites!
* Purchase our famous inspirational quote posters!
* Get answers to your employee recruiting, inspiring, retaining, & training questions from our experts!


Copyright 2005 TRAINING SYSTEMS, INC. All rights reserved.


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