Recruit, Inspire & Retain
Ideas for “Marketing” and
Providing “Customer Service” to Current and Potential Employees
Great Training for Great Employees
Visit our website,
800-469-3560 FAX 815-469-0886
How Did You
Celebrate February 1 — Inspire Your Employees to
Tell us and we'll publish it
in next month's issue!
We encourage you to use these
articles in your own communications with staff and
If this was forwarded to you, get your own copy
FEBRUARY SPECIAL DAYS
Chocolate Lover’s Month
African American History Month
Great American Pies Month
February 8-14 – Love & Laughter Week
February 11-17 – New Idea Week
February 1 – Inspire Your Employees to Excellence Day, sponsored by
TRAINING SYSTEMS, INC.!!!!!
February 2 – Groundhog Day (the 1st was in 1887)
February 4 – Homemade Soup Day
February 5 – Chocolate Fondue Day
February 6 – Pay A Compliment Day
February 7 – Send a Card to a Friend Day
February 11 – Inventor’s Day & The Anniversary of the Beatles’ 1st live USA
February 12 – Clean Out Your Computer Day & Abraham Lincoln’s Birthday
February 14 – Valentine’s Day
February 15 – Burger Lover’s Day
February 19 – Chocolate Mint Day
February 20 – Mardi Gras & Love Your Pet Day (get some beads & a mask for
February 21 – Ash Wednesday
February 22 – Teddy Bear Day & George Washington’s Birthday
February 23 – Banana Bread Day
February 25 – Estimated world population reached 6.5 billion in 2006
February 27 – Polar Bear Day
March 1 – Peanut Butter Lover’s Day & Plan a Solo Vacation Day
March 2 – World Day of Prayer, Banana Cream Pie Day, Employee Appreciation
Day, & Read
Across America Day (I have no idea how to make these work together!)
March 3 – National Anthem Day
March 4 – Hug a GI Day
March 5 – Say Hi To Mom Day
March 6 – Chocolate Cheesecake Day (send one to Mom if you forgot to say
INC. for ideas on how to
celebrate any of these days.
Exposing Hidden Talents
You've got an important position to fill and scores of résumés to
filter for likely candidates. But when it comes to actual face-to-face
interviews, screening for qualifications isn't enough.
communicate about competencies and skills but seldom about motivational fit
or values. You need to know what motivates prospective hires, what
hidden talents they might have, and to what extent corporate and
personal values intersect. The answer? Behavioral interviewing.
"There are several reasons why behavior-based interviewing has become a
core element of most selection systems, including ease of understanding,
prediction of job performance, flexibility, and efficiency," says Scott
Erker, vice president of selection solutions for Development Dimensions
International (DDI). When you move beyond qualifications and requirements
and focus on specific experiences, passions, and interests, you'll have a
better chance of identifying a great match. And people who are well matched
with their jobs are generally more productive, motivated, and valuable for
your organization. Behavioral interviewing is a great way to expose hidden
talents and interests that don't appear on a résumé but might be beneficial
for the position. "Behavior-based interviewing is based on the idea that
past behavior is the best predictor of future behavior," says Erker. So what
sort of questions should you be asking?
"You need to ask some motivational questions: What drives you? What are
you most passionate about in your work? Why? Give me an example of a time
when you were the most creative or when you felt most alive at work, and
what allowed you to feel that way?" says Mary Robins, associate director of
the career center at Notre Dame de Namur University, in Belmont, California.
"Ask for examples of specific experiences," adds Gail Hartka, a
senior consultant in management and professional development at Oracle
University. In behavioral interviews, explains Hartka, the focus is on
specific experiences and examples. If there's a competency you're screening
for—customer service, for example—ask candidates to describe a time when
their customer service skills were challenged and how they overcame that
challenge. Or ask when the candidate felt most excited about customer
service. The more emotion you can draw out, the better understanding
you'll have for motivational fit.
After you ask a behavioral question, the most important thing to do is
listen, explains Robins. In addition to what candidates say, what they
don't say can be informative. A candidate's body language can reveal, for
example, defensiveness (crossed arms) or evasiveness (lack of eye contact)
that might be cause for concern and warrant further questions and subsequent
interviews—or a polite handshake good-bye.
Excerpted from Profit, November 2004
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
of Dilbert’s Out-Of-Office E-Mail Auto-Reply
- I am currently out at a job interview and will reply to you if I
fail to get the position. Be prepared for my mood.
- You are receiving this automatic notification because I am out of
the office. If I was in, chances are you wouldn't have received anything
- Sorry to have missed you but I am at the doctor’s having my brain
removed so that I may be promoted to management.
- I will be unable to delete all the unread, worthless e-mails you
send me until I return from vacation on 4/18. Please be patient and your
mail will be deleted in the order it was received.
- Thank you for your email. Your credit card has been charged $5.99
for the first ten words and $1.99 for each additional word in your
- The e-mail server is unable to verify your server connection and is
unable to deliver this message. Please restart your computer and try
sending again. (The beauty of this is that when you return, you can see
how many in-duh-viduals did this over and over).
- Thank you for your message, which has been added to a queuing
system. You are currently in 352nd place, and can expect to receive a
reply in approximately 19 weeks.
- Hi. I'm thinking about what you've just sent me. Please wait by your
PC for my response.
- Hi! I’m busy negotiating the salary for my new job. Don’t bother to
leave me any messages.
- I've run away to join a different circus.
- I'm not really out of the office. I'm just ignoring you.
own Gary Shoup, "Some of these are a bit
mean, but overall, they made me smile."
Love those COLORFUL QUOTE POSTERS
you see in
group training and conference bookstores?
Email or call
800-469-3560 to find out how to get packs of
the topics you need.
|| 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!
* Purchasers at The National Business Aviation Association Scheduler’s
& Dispatcher’s Conference Bookstore
* Teachers buying at the Gratitude Store in Port Aransas, TX
* Cimarron Casino in Perkins, OK
Staff Recommending Improvements Increase Satisfaction for Both Staff &
Which of these hospitals would you rather be treated in?
At Hospital A, a major southwestern facility, the nursing staff is
stretched so thin——and the intellectual and emotional demands of the job are
so intense——that nurses question their ability to deliver quality care. This
summer, the strain finally drove Rebecca Matthys, 40, to quit nursing after
16 years. Too many times, an emergency with one patient had meant postponing
care to others, then scrambling to catch up on her remaining duties. "It was
like playing Russian roulette," she says. "It was just a matter of time
before I made some horrible mistake that I would have to live with the rest
of my life."
At Hospital B—UPMC Shadyside, part of the University of Pittsburgh
Medical Center—the ambience couldn't be more different. Even on a hectic
day, things seem to be under control. There's a sense of energy rather than
panic. "I truly love coming to work," says medical-cardiology nurse Cynthia
Check into a random hospital in America, and you're far more likely to be
in some version of Hospital A than Hospital B. Across the nation, nurses are
feeling overworked and underappreciated, with little more than lip-service
support from their managers. "New nurses aren't putting up with it," says
Diana Mason, editor in chief of the American Journal of Nursing.
"They're leaving hospitals at a higher rate than new graduates in the past."
As of late last year, there were 118,000 vacancies for registered nurses in
hospitals (8.5% of positions), according to the American Hospital
Association. That's bad news for patients. A recent study in the Journal
Health Affairs estimated that increased staffing by R.N.s could avert
6,700 patient deaths a year.
The true shame is that hospital nursing doesn't need to be in a state of
crisis. As UPMC Shadyside shows, it's possible to get things right. And no
person takes greater credit for that success than Tami Merryman, UPMC's vice
president for quality improvement and innovation. A nurse herself, Merryman
knows the convoluted procedures that typically bog nurses down. So nine
years ago, when she became chief nursing officer at Shadyside, she started
experimenting with solutions.
Early on, she zeroed in on the time nurses spend running to central
supply cabinets. "In a year, nurses on the average unit walk the equivalent
of the circumference of the globe," she says. So she suggested keeping
basics like gauze and bedpans in patients' rooms. This simple fix saved
nurses on a single ward more than 700 trips a week.
Transforming Care at the Bedside (TCAB), a joint initiative of the
Robert Wood Johnson Foundation and the Institute for Healthcare
Improvement. The mission: to boost nurse retention by improving
teamwork and eliminating inefficiencies, such as unnecessary
paperwork, that divert nurses from direct patient care.
Every Friday, Merryman holds a brainstorming session where nurses,
managers and even a patient's family member pinpoint problems and seek
solutions. In addition, she trades ideas with other hospitals in the TCAB
program. The result has been a spate of reforms. The hospital now leaves
oxygen equipment in patients' rooms after surgery in case they need it again
at night (eliminating 20 minutes of set-up time). If nurses are overloaded
and want help, they post red flags on their carts; those who display green
flags have time to spare and come to their aid, while those with yellow
flags signal a full load but no emergency. Merryman has even given patients'
families the authority to summon a rapid-response medical team if they feel
an urgent problem isn't being addressed. "Who cares more than the family?"
she asks. And for nurses trying to juggle myriad tasks, it provides a safety
These ideas and dozens of others have apparently been paying off —
not just at Shadyside, but at all 10 hospitals that are now part of the TCAB
program, including Cedars-Sinai Medical Center in Los Angeles and M.D.
Anderson Cancer Center in Houston. At all 10, nurse satisfaction is way
up, overtime is down and turnover of R.N.s has plummeted
from an average of 15% a year in 2003 to 4% today. That translates into cost
savings for a hospital. Equally important, the average amount of time nurses
spend in direct patient care has risen from 40% of their shift to 52%,
leading to fewer patient falls, fewer bedsores, and fewer
failures to rescue patients from life-threatening complications.
Excerpted from Newsweek, 10/16/06
How can you institute this in your organization?
Kaizen Teian 1 & 2: Guiding Continuous Improvement Through Employee
Suggestions, by Japan Human Relations Association
Employee Suggestion Systems: Boosting Productivity and Profits, by
Robert Bassford. Order by
or calling 800-469-3560. (Mention “RIR” for 10% off)
Potpourri of New Ways to Use Old Ideas
Reinforcing the Learning with Blogs
Some bloggers aren’t in the game to garner fame, earn fortune, or take
down politicians — they simply want to share their thoughts, songs, and
videos with friends and family. That’s the target audience for Vox (vox.com),
a free, easy-to-use service created by the blog software company Six Apart.
Instead of broadcasting to the entire globe that you have a crush on the guy
across the hall, your blog posts go only to the groups you specify — no
worry that ex-spouses or college-admissions directors will come across them
on Google. Vox also allows even the tech-timid to smoothly integrate media
into their posts, and is especially amenable to importing stuff from Web
sites like Flickr, Photobucket, Amazon, and YouTube. And you can use it on
your mobile phone.
Want to Use Music in Learning But Can’t Remember the Song?From Newsweek 1/8/07
Going nuts trying to name that tune? Relief may be a Web site away. "If
you can hum it, you can search it," says Jay Bose, COO of Nayio.com, which
offers a new humming search vtool. Here’s how it works: sound off a few bars
of a song into your PC’s mike. The site then compares your notes with a
group of 500-byte MuGenes — virtual fingerprints based on unique melodic
transitions from songs in Napster’s library — and returns potential matches.
Only about 5,000 songs — a combination of oldies and modern hits — have been
encoded for the program so far. While Nayio wouldn’t give a success rate,
saying the product is too young, Rafe Needleman, editor of tech blog
Webware.com, says his Juilliard-trained wife found her songs about 30% of
the time in a quick trial. Now, if they could only design one for the
Getting Staff to be Self-Directed Learners — Show Them This:From Oracle Magazine 5/6/06
In a survey of 462 IT professionals in the U.S. and Canada, 85% said they
choose training and education they need based on their own career plans;
while 8% base the decision on their employer’s requirements or
recommendations. More than 88% said they pay in full or in part for their
career training and education and 20.5% said their employer provides paid
time away from work for training and education.
How Different is Facilitating Training Online From In Person?
Can any of you tell me what you have found to be the differences between
online and in person training? I would imagine that some of the differences
would be the way you interact with learners, but how does this effect your
understanding of what they have learned? Even better, how do your learners
contribute to the learning? Is the learning done in an online "room", with
more than 30 learners at a time, or is it one-on-one?
For me, facilitating training, and learning, is context dependent. Some
of that context is if it is F2F or online, but that is not the sole
distinguishing context. Content, pedagogy, and process, who is in the group,
all affect what happens and creates the differences and similarities. So
anything I say about online vs. F2F is still embedded in a more complex set
For me, the key differences I’ve experienced which influence how I think
of the design and running of online learning are:
attention is harder to get and hold online, especially for busy adults.
F2F in a room at the same time forces the attention. But that is not to
say the quality of the attention is guaranteed just because we are F2F.
We can have quality attention online. It is harder to do and know when
it is present.
online can allow more learner autonomy, enabling a range of learner
preferences and styles IF we design for THAT at the same time,
that ability for individuals to create their own experience may lead to less
of a sense of group cohesion, if group cohesion is a desired outcome, I find
I have to design for it more attentively online.
online allows for easier integration of a wide variety of
inputs/contents/sources because of the power of the hyperlink. Of course,
you could do this F2F too, which raises the question of the creative
application of Internet technologies in F2F learner settings.
From Online Facilitation listserv (Nancy
White, Full Circle Associate)
Blogs, Wikis, Podcasts, and Other Powerful Web Tools for Classrooms,
by Will Richardson
Live and online! By Jennifer Hoffman.
Order by emailing
or calling 800-469-3560. (10% off by mentioning “RIR”)
Leading From the 2nd Chair
article and the book it’s named after are written with churches as employers
in mind. It is equally applicable to any industry.
Many capable, idealistic, servant-minded people find themselves in
"second chair" management and leadership roles within Christian
organizations and churches across the country. For many, this is a positive,
fulfilling experience while for others it is frustrating and sometimes even
"A second chair leader is a person in a subordinate role whose
influence with others adds value throughout the organization."
Mike Bonem and Roger Patterson, co-authors of Leading from the Second
Chair: Serving Your Church, Fulfilling Your Role, and Realizing Your Dreams,
have done Christian leaders everywhere a real service by identifying the
factors that can make the difference between frustration and fulfillment for
"second chair" managers and leaders. At the same time, they have provided
significant insight for all who occupy the "first chair" and those who
report to "second chair" leaders.
This is a person who reports to someone else occupying the first chair
and is therefore in a subordinate role. But it’s a role that, in the context
of a team, significantly influences the overall organization. The resulting
value added by the second chair makes the organization
much better than it otherwise would be. Through multiple interviews with
second chair leaders around the country, Bonem and Patterson identified
three significant paradoxes that all second chair leaders must understand
and learn to balance.
"The subordinate-leader paradox is challenging to successfully balance
because it is relationally intensive and partially dependent on another
person: your first chair. It deals with how you as a leader are interfacing
with and following the lead of your senior leader.
Some first chairs are a pleasure to work with, and some are not. Some are
about the personal lives and careers of their subordinates, and others
seem detached or self-absorbed. Some give their second chairs ample room to
lead while others are much more controlling. At the end of the day, the
second chair can do little to change the first
chair. A second chair leader’s most valuable tool for promoting change is
his or her own attitudes and actions. "This does not mean that the second
chair is to be a mindless robot, obeying whatever commands the first chair
issues. Second chairs are leaders. Our definition makes it clear they
are not content to sit back and wait for someone else to take action. This
is the tension of the paradox. It is not easy to be a subordinate and a
"Second chair leaders live in the deep-wide paradox every day. They have
no choice. Their role requires them to see the big picture and make
decisions that affect the entire organization. It frequently requires them
to delve into the details to solve a problem in some part of the
organization, or to launch a new ministry. They move from strategic planning
meeting to analysis of why one department is over budget, from a discussion
about the church’s spiritual maturity to recruiting additional small-group
leaders. If a first chair is not well versed in details, it is excused
because he or she is the ‘visionary leader,’ a big-picture person. But if a
second chair misses either end of the deep-wide continuum, the person’s
performance might be considered ‘in need of improvement.’"
"Contentment vs. dreaming stirs up a restless tension in our souls. It
makes us wonder if it is possible to dream great dreams and be content at
the same time. One person might be pushed beyond contentment to complacency,
thinking that dreams are only for dreamers or first chair leaders who can
control their future. Another person is wound tighter than a spring, intent
on seeing her dreams realized now! Yet another tries to mentally escape from
his current reality, spending all of his time dreaming about the future
rather than dealing in the present. Effective second chair leaders
understand and live with the tension of contentment-dreaming. Rather than
crumpling in the tension, they let it drive them.
Just knowing that these paradoxes exist and are common to all second
chair leaders is extremely helpful. But learning to live joyfully in these
tensions on a day to day basis is the key to fulfillment in a second chair
role. And the first chair leader who learns to appreciate the tensions his
or her second chair leader deals with will become the better leader for it.
How about when there is a change in first chair leadership, then you need
to evaluate the effectiveness of the match anew.
Excerpted from Christian Management Report 2/06
Leading From the Second Chair, by
Mike Bonem & Roger Patterson
Order by emailing
or calling 800-469-3560. Mention RIR for 10% off.
February 12-14, 2007
ASAE Association Technology Conference, Washington Convention Center,
February 15-18, 2007
The AATH 20th Anniversary Celebration-"Makin' Waves: Integrating
Compassionate Humor into Caring Communities", The Bay Point Marriott
Resort, Panama City Beach, FL,
February 26-28, 2007
Training Magazine’s Training 2007 Conference & Expo, Disney's
Coronado Springs Resort and Convention Center, Orlando, FL,
March 12-15, 2007
Christian Management Association 2007 Conference, Palm Springs
Convention Center, Palm Springs, California,
March 19-21, 2007
SHRM Global Forum Conference & Exposition, Los Angeles, CA,
March 26-28, 2007
Exhibitor 2007:The Education and Training Conference for Trade Show and
Corporate Event Marketers, Mandalay Bay Convention Center, Las Vegas,
April 30-May 4, 2007
Learning Consortium: Learning in the 21st Century,
Doubletree Hotel, Ontario, CA,
April 30-May 3, 2007
2007 International Performance Improvement Conference: Performance Beyond
Borders, San Francisco Marriott Hotel, San Francisco, CA,
June 22-24, 2007
HUMOR Project’s The Positive Power of Humor & Creativity Conference,
Silver Bay, NY,
July 29-31, 2007
World Future 2007: Fostering Hope and Vision for the 21st
Century, Hilton Minneapolis and Towers Hotel, Minneapolis, Minnesota,
Set a reminder to visit
daily and click this button to help underprivileged women get mammograms.
Global Volunteers (http://www.globalvolunteers.org)
by type of work project
by country and date
by service program conditions
Recycle yogurt containers and old toothbrushes!
Recycline’ Preserve partnered with Stonyfield Farm and is recycling yogurt
containers into toothbrush handles. Old toothbrushes are used to make
plastic lumber for picnic tables. Go to
Responsibly Dispose of Your Old Electronics
Old Cell Phones
911 Cell Phone Bank provide free emergency cell phones to needful people
through partnerships with law enforcement organizations,
PCs, cell phones, printers, CDs diskettes, etc., with GreenDisk. For
$29.95, they send a 70-pound-capacity box.When it’s full, you download
postage from their website and ship it back. Your “junk” then goes to
workshops for the disabled and are refurbished.
PCs to National Cristina Foundation,
PCs and other computer products at Hewlett Packard and Dell. See their
websites for details.
other places to recycle old PCs:
local Electronics recyclers at
EASY TO BE GREEN!
has great tips on green cleaning.
will help you get off junk mail lists.
has tips on every facet of green living.
gives advice on replacing old light bulbs w/energy efficient bulbs.
provides comprehensive "green power" info.
urges the use of recycled paper.
helps you plant trees to save the environment.
Get FREE access to great recruiting, inspiring, training & retaining tips,
ideas & resources where you can:n:
* 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
*Have a recruitment, inspiration, training, or retention idea or question?
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!
All rights reserved.
**FORWARD RECRUIT, INSPIRE & RETAIN TO OTHERS
Remember, you can get issues you missed at our Website
http://www.trainingsys.com/rir/index.htm. For older (pre-1997) issues,
call 800-469-3560 or send an Email.
**ARTICLE REPRINTS FOR 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
**YOU HAVE UNIQUE, VALUABLE KNOWLEDGE FOR OTHERS
We’d love to print your articles on recruiting, inspiring, training and
retaining employees. Email
**We’ll be 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 websites operated by
organizations other than
TRAINING SYSTEMS, INC.
These links are for your convenience and we assume
no responsibility for the content or operations of those sites.
RECRUIT, INSPIRE & RETAIN
TRAINING SYSTEMS, INC.,
published 12 times/year. Editor: Carolyn B. Thompson, Data Entry: Patti
Lowczyk (Lowczyk Secretarial), HTML: Debbie Daw (http://www.helpquestdomains.com).
Visit us at http://www.trainingsys.com