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
Fooled You on April Fools’ Day?
Let us know who fooled you and how (or what you did to someone
We encourage you to use these
articles in your own communications with staff and
If this was forwarded to you, get your own copy
APRIL SPECIAL DAYS
Customer Service Month
International Guitar Month
Prevention of Animal Cruelty Month
Multicultural Communications Month
April 1-7 – Laugh Week
April 7-13 – Bake Week
April 13-19 – Library Week
April 19-27 – National Park Week
April 20-26 – Administrative Professionals Week, Organize Your Files Week, &
April 27-May 3 – Volunteer Week
April 1 – April Fools’ Day & International Fun at Work Day
April 2 – Peanut Butter and Jelly Day & Reconciliation Day
April 3 – Find a Rainbow Day & Chocolate Mousse Day
April 6 – Caramel Popcorn Day
April 7 – Coffee Cake Day & World Health Day
April 11 – Cheese Fondue Day
April 12 – Look Up At The Sky Day
April 14 – Pecan Day
April 15 – Rubber Eraser Day & Leonardo da Vinci’s Birthday
April 16 – Stress Awareness Day & Eggs Benedict Day
April 17 – Cheeseball Day & Nosy Neighbor Appreciation Day
April 19 – Passover, Hot Dog Day, & Garlic Day
April 20 – Lima Bean Respect Day & Look Alike Day
April 22 – Earth Day & Jelly Bean Day
April 23 – Administrative Professionals Day, Shakespeare’s Birthday, & World
April 24 – Pigs in a Blanket Day (Boy, are farm animals pampered today!)
April 25 – Don’t Step in the Dog Poop Day & Zucchini Bread Day
April 26 – Pretzel Day
April 29 – Zipper Day
May 4 – Orange Juice Day & International Respect for Chickens Day
(Respect chickens AND
wrap pigs in blankets? What next?!)
May 5 – Chocolate Custard Day
INC. for ideas on how to
celebrate any of these days.
Great Job Descriptions - An Example You Should Use
If you’re like me, you see other company’s job descriptions everyday —
in listservs, in emails from colleagues all hoping you know someone who fits
This is a great example you can follow:
Job Title: Community Manager
Infusion Software is a CRM provider that liberates and empowers small
businesses by putting their marketing, sales and customer service on
auto-pilot! Our web-based software centralizes, organizes and automates lead
generation, lead conversion and client fulfillment for small businesses.
Unlike other CRM software available on the market today, Infusion CRM is a
comprehensive, active CRM built specifically for marketers, entrepreneurs
and successful small businesses that recognize marketing and automation are
necessary to quick and profitable growth.
Infusion Software has been recognized for its continued growth and great
Ranked number 10 for revenue growth among software
companies worldwide on Software Magazine's 25th Annual
Software 500 list with 125% growth from 2005 to 2006
● Ranked in Inc. Magazine's list of 500 fastest growing private
companies in America
● Recipient of Spirit of Enterprise Award from the W.P. Carey
School of Business at ASU
● Named "Top Arizona Company to Watch" by the Arizona
Small Business Association
● Recipient of 2007 CRM Excellence Award for "Top Small
Business Marketing Software"
● Named one of the "Best Places to Work" by Phoenix Business Journal
Infusion Software is seeking a full-time Community Manager (CM) to work
on the Operations team in our Gilbert, Arizona office. The CM will lead the
Knowledge Base (KB) strategy *and* the User Community strategy across the
company and across our client base.
Identify and document KB needs and requirements
(including technical, design, functional, integration, etc)
● Identify and document user community needs and
● Provide detailed analysis of different potential KB solutions
● Provide detailed analysis of different user community
● Integrate the KB and the user community with other tools
such as our Infusion CRM (our core product) and our user
community among others
● Drive critical activities such as branding of the KB and user
community, measuring and increasing usage of the KB, and measuring
and increasing satisfaction of
the KB and user community
● Organize and structure the KB in such a way that information is easy to
find and is presented to the
end user in a logical format
● Organize the KB and the user community to align with Infusion Software's
small business building
● Constantly audit existing KB materials to make sure they are current and
● Create material (written, video, webinars, etc.) as necessary to keep the
KB up-to-date and
applicable (e.g. when there are patches or new feature releases)
● Develop a QA process to ensure all material that goes into the KB is
correct and accurate
● Identify technical solutions to enhance current KB-related and
user-community processes and
● Identify risks, issues and resolutions for escalation and follow-up
● Adhere to internal processes / procedures and actively seek for
|Skills and Certifications
Advanced computer skills experience (*Required*)
● HTML Knowledge (*Required*)
● Database/Internet Knowledge, (*Required*)
● Captivate/Camtasia training software or equivalent
● Must work quickly to gain an exceptional understanding of
the Infusion CRM
● Ability to prioritize tasks and activities
● Proven ability to meet deadlines and due dates
● Strong interpersonal skills and the ability to foster strong
relationships and work within a team environment
● Self-starter with the ability to work well independently
● Ability to grasp technical concepts quickly
● Ability to work in rapidly changing atmosphere
● High School Diploma or Equivalent (*required*)
● College or University (*preferred*)
● Enthusiasm and Strong Work Ethic (*required*)
● A fun yet challenging work environment
● New hire training
● 100% paid employee health benefits
● Contests, giveaways and incentives
● 2 weeks paid vacation the first year
● Paid holidays
● Abbreviated Friday hours (office closes at 2:30pm)
● Stocked kitchen
This is a full-time salaried position, Monday through Friday. Salary will
range from $45,000 - $65,000 based on experience.
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
Why, Why, Why?
||Why do we press harder on a remote control when we know the
batteries are getting dead?
||Why do banks charge a fee on ‘insufficient funds’ when they know
there is not enough money?
||Why does someone believe you when you say there are four billion
stars, but check when you say the paint is wet?
||Why do they use sterilized needles for death by lethal injection?
||Why doesn’t Tarzan have a beard?
||Why does Superman stop bullets with his chest, but ducks when you
throw a revolver at him?
||Why do Kamikaze pilots wear helmets?
||If people evolved from apes, why are there still apes?
||Why is it that no matter what color bubble bath you use the bubbles
are always white?
||Is there ever a day that mattresses are not on sale?
||Why do people constantly return to the refrigerator with hopes that
something new to eat will have materialized?
||Why do people keep running over a string a dozen times with their
vacuum cleaner, then reach down, pick it up, examine it, then put it
down to give the vacuum one more chance?
||Why is it that no plastic bag will open from the end on your first
||How do those dead bugs get into those enclosed light fixtures?
||Why is it that whenever you attempt to catch something that’s
falling off the table you always manage to knock something else over?
||In winter why do we try to keep the house as warm as it was in
summer when we complained about the heat?
||How come you never hear father-in-law jokes?
And my FAVORITE......
The statistics on sanity are that one out of every 4 persons are
suffering from some sort of mental illness. Think of your 3 best friends –
if they’re okay, then it’s you.
poster that everyone
or call 800-469-3560 to find out how to buy packs of posters!
* Colleagues of Sherry V Squared –
Thanks for the referral, Dr. Faires!
Kevin King, Business Decisions, Inc.: “I enjoyed talking
with you too. I was really impressed and transformed by the way you
demonstrated what a true learner focus means. Please send the
description of the list when you find it. Those were some really
interesting names and I’m super curious about what they could be.
Thiagi is quite the innovator. This list you just sent has some
things I’m going to have to try with my students.”
Pam Williams, Innergized: “Thank you for the very
informative article in the ASAE newsletter on making webinars more
engaging – I forwarded the article on to a colleague who is in the
middle of designing her association’s first online training and I
know she will find it useful. Well done!”
Inspire in Buckets
by John Pearson
You won’t find “Hoopla! 101" listed in any business school curricula,
nor a chapter devoted to the subject in the standard management textbooks.
So what’s all the fuss about hoopla! and why are more and more companies,
nonprofit ministries and churches taking fun so seriously?
In his book, Joy at Work: A Revolutionary Approach to Fun on the Job,
Dennis Bakke writes, “We have made the workplace a frustrating and
joyless place where people do what they’re told and have few ways to
participate in decisions or fully use their talents.” Bakke is waging a war
on CEOs, senior pastors and managers who keep all the fun (that is,
decision-making) to themselves. His Top 10 Water Cooler Wisdom rules (www.DennisBakke.com)
summarize his radical-but distinctively Christian-beliefs about the
transformational changes needed between the hours of nine and five.
I’ve known Dennis since the eighth grade, and when he reads the Parable of
the Talents in Matthew 25:14-30, he actually believes there’s a message for
us. “Enter into the master’s joy,” (Matt. 25:23, KJV) means just that: God
expects there to be joy at work. Bakke’s aspirations for the workplace come
through loud and clear in Rule #3 of his Water Cooler Wisdom Top 10:
Rule #3: Attempt to create the most fun
workplace in the history of the world.
Most people don’t believe that fun and work can coexist. The key to joy at
work is the personal freedom to take actions and make decisions using
individual skills and talents. A special workplace has many ingredients. The
feeling that you are part of a team, a sense of community, the knowledge
that what you do has real purpose-all these things help make work fun. But
by far the most important factor is whether people are able to use their
individual talents and skills to do something useful, significant, and
A fun workplace is one that allows people to work in an environment that is
most consistent with human nature. Failure and mistakes are all part of what
makes work fun. Even stress contributes to fun, as long as a person has a
certain amount of control over the outcome. When all of these factors come
into play at the same time, we feel something approaching pure joy.
First of all, let’s agree that hoopla! should always be in italics (for
emphasis) and always spelled with an exclamation point (for fun!) . . . but
what does it mean? Google the word and you get a mixed bag. Hoopla! turns up
related ideas, such as hullabaloo, excitement, commotion and ballyhoo.
Here’s our working definition: every email, event, effort and energy
expended to enhance fun, affirmation and recognition in the workplace is
hoopla! And the more hoopla!, the better!
When Bakke was co-founder, president and CEO of The AES Corporation in
Arlington, Virginia, the company employed 40,000 people worldwide. “Fun” was
one of their four shared values (see the Culture Bucket). The idea, Bakke
said, came from his biblical understanding of work and how leaders must
affirm and value their people.
For the Christian leader and manager, hoopla! is holy, whether your ministry
is in the marketplace or at a church or nonprofit. Hoopla! zealots
demonstrate a heart for people, and a fun workplace backs up the talk with
the walk. Creating a hoopla! culture is a powerful tool, but the reverse of
that is almost lethal. Imagine your team members praying, “Lord, use my life
to serve the people around me-the poor, the widows, the orphans and the
forgotten. Amen. . . . P.S. Please forgive me for hating my job so much. As
you know, Lord, I’m not appreciated much here.”
You’ve probably seen the motivational poster of the barrel-chested pirate
cracking a nasty whip over the heads of the hapless sailors in the hold of
the ship. The slogan reads, “Floggings will continue until morale improves.”
Scott Adams, the insightful creator of the Dilbert cartoon strip, tells
about a company that eliminated annual raises, but promised year-end bonuses
if the company achieved at least five of their seven annual corporate goals.
Unfortunately, only four of the seven goals were met that year so there were
zilch bonuses. One of the goals they missed, according to Adams, was
A recent Gallup poll reported that “65% of Americans received no praise or
recognition in the workplace in the past year.” That’s both shocking and
sad. Hoopla! never came naturally to me in my 30 years as a CEO. I always
had too much to do and too little time. “The tyranny of the urgent” could
well have been the slogan on my letterhead! Okay, we’ll celebrate yet one
more birthday (if there’s decent cake), but let’s keep the interruption
under 12 minutes. The FedEx guy will be here at 4:00 P.M. and those graphs
aren’t done yet.
Then one year at my professional association meeting, the American Society
of Association Executives, I attended a workshop: “How to Put Fun Into the
Workplace.” In one hour, I got a $10,000 idea. It’s the perfect event for
launching hoopla! in your organization (see my book). When the fun is poured
out of the Hoopla! Bucket, generously drenching your people, they’ll know
for sure that they are appreciated and recognized as important members of
Excerpted from “The Hoopla Bucket” chapter in Mastering the Management
20 Critical Competencies for Leading Your Business or Nonprofit
Mastering the Management Buckets: 20 Critical Competencies for Leading
Your Business or Nonprofit, by John Pearson
|| Order by emailing
email@example.com or calling 800-469-3560. Mention RIR
for 10% off.
Strategic Training & Development — Gateway to Organizational Success
The Society for Human Resource Management (SHRM) just released their
first quarter research (keep reading, it’s not the boring kind of research).
It’s written to HR Professionals so you’ll see those references, but it does
apply to all of us in every size organization.
Traditionally, the purpose of training and development has been to ensure
that employees can effectively accomplish their jobs. Today, the business
environment has changed, with intense pressure on organizations to stay
ahead of the competition through innovation and reinvention. In fact,
according to the 2006 SHRM Workplace Forecast, the importance of continued
learning is an overarching trend of societal needs, indicating that
organizations must foster learning as a social responsibility to ensure they
are competitive in the global marketplace.
When strategically applied, continuous learning fosters knowledge and skills
acquisition to help the organization achieve its goals. HR’s role is to
establish and implement a high-level roadmap for strategic training and
development. The starting point is an in-depth understanding of the business
environment, knowledge of the organization’s goals and insight regarding
training and development options. HR must then develop strategic learning
imperatives (high-level, learning-related actions that an organization takes
to be competitive) that align with business goals. Differences in industry,
business goals, human capital skills and resources influence the selection
of learning imperatives. Below are some examples.
1. Diversify the learning portfolio.
2. Expand the view of whom to train.
3. Accelerate the pace of employee learning.
4. Prepare employees to deal better with customers.
5. Ensure that employees believe there are opportunities to learn and grow.
6. Effectively capture and share knowledge.
7. Diagnose and modify the work environment to support transfer and
To determine appropriate strategic learning imperatives, HR explores and
gathers information. For example, regarding diversification of the company’s
learning portfolio, one might ask, “How are resources allocated?” Or, to
accelerate the pace of learning, an important question is “Which employee
groups need to quickly acquire new knowledge?”
According to the 2007 Job Satisfaction Survey Report by the SHRM, the
ability to use skills in the workplace and the opportunity for career
development were rated as very important by both HR and employees. Employees
want opportunities to grow, or they will leave, taking with them valuable
institutional knowledge. As highlighted in SHRM’s 2007 Benefits survey
report, companies today offer a broad range of benefits to help employees
advance in their careers: 96% offer professional development opportunities
(e.g., seminars, conferences, courses, training to keep skills current); 91%
pay for professional memberships; 27% offer career counseling; 26% offer a
formal mentoring program; 12% offer foreign (non-English) language classes;
and 6% provide ELS classes (English as a second language). Organizations
that invest in opportunities for growth and learning generate significant
returns on employee retention, motivation, trust and initiative. For
example, global organizations committed to employee development (e.g.,
Proctor & Gamble, Intel, Boeing, Cisco, Dell, PepsiCo) attract highly
Therefore, initiatives such as strategic training and development that
directly support the organization’s strategic goals and objectives are
essential. To evaluate training and development— from pre- to
post-training—HR should follow a sequenced process to determine the
strategic value of training outcomes:
1) conduct a needs analysis;
2) develop measurable learning outcomes and analysis of transfer of
3) develop outcome measures;
4) select an evaluation strategy; and
5) plan and execute the evaluation process.
Training outcomes include cognitive outcomes (safety rules, steps in
appraisal process), skill-based outcomes (listening and coaching skills),
affective outcomes (satisfaction with training, attitudes regarding other
cultures), results (lower absenteeism, fewer accidents), and return on
investment (economic value measured in dollars).
Excerpted from SHRM Research Quarterly, first quarter
Organizational Learning, Performance, &
Change: An Introduction to Strategic Human Resource
Development, by Jerry W. Gilley & Ann
Strategically Integrated HRD: Partnering to
Maximize Organizational Performance, by
Jerry W. Gilley & Ann Maycunich
Order both by emailing
or calling 800-469-3560. Mention RIR for 10% off.
Those Who Have Left: The Value of Building Employee Relationships
Strong relationships have always been important assets in the
workplace. Today, as organization becomes increasingly global and
professionals work together across countries and time zones, managing and
maintaining workplace relationships has become more challenging than ever,
creating a need for new ways to build the powerful connections and
communities that drive organization success.
What happens to relationships when someone leaves to move on to another
opportunity or retires from the workforce? How can organizations continue to
maintain, cultivate and mine these relationships and the associated
institutional knowledge for business value? The solution: Build lifelong
relationships with employees to ensure an ongoing dialogue and connection
that can be leveraged even after they have left.
Many organizations have viewed the employee life cycle as “hire to fire”.
But attitudes have come full circle. Brick-and-mortar companies first
encouraged lifelong employment. Later, as business models evolved, they
moved toward a model of just-in-time employment and the hire-to-fire cycle.
This new paradigm meets the needs of both employers and employees.
Organizations require knowledgeable, just-in-time talent pools to staff
business as it evolves. Individuals are much more self-directed and
motivated by their own professional development. Companies that can help
individuals develop throughout their lifetimes, whether or not they are
current employees, will benefit from their loyalty and interest.
Corporate Social Networking: Build and Enable Lifelong Employee
With the advent of Web 2.0 technologies and the prevalence of consumer
social networks, companies are turning to social networking enterprise
solutions to facilitate and maintain these lifelong relationships.
Enterprise, or corporate social networks, are online, affinity-based social
networks through which relationships can be fostered and leveraged for
business value. Similar in concept to consumer sites such as MySpace and
Facebook, corporate social networking technologies allow organizations to
easily connect employees, former employees or corporate alumni, retirees,
new hires, interns, globally dispersed sales organizations and any number of
other targeted employee subgroups — in the combination that makes the most
sense for their business. Furthermore, corporate social networks are private
and secure, open only to those groups identified by an organization, making
the knowledge exchange much more valuable and trustworthy than is possible
with public, open networks.
The identified groups within the corporate social network connect with each
other; build trusted relationships centered on common affinities; locate,
share and transfer knowledge quickly; collaborate across geographical
boundaries; share insights on work-life balance; search for job
opportunities; and much more. Facilitating better connections amid the
different employee groups and important constituencies leads to higher
levels of productivity, a more engaged workforce, a solid
sourcing and recruiting pool from which to hire or rehire, higher
levels of employee engagement and retention, increases in new business
and greater innovation. Once an employee leaves or retires,
former colleagues and the organization can easily stay in touch with him via
the network, keep him updated on company news, share relevant corporate
information, and keep him posted on full- and part-time job openings and
Don’t Count Them Out: Today’s Retirees Want to Stay Connected
If the average enterprise took an informal poll of its employees poised
for retirement over the next few years, chances are most of them don’t have
plans to immediately retire, or those who do want to remain engaged with the
organization in some capacity. They want to stay connected to colleagues and
the company, perhaps serve as consultants on projects, share and transfer
knowledge to their younger team members, and even volunteer in the
organization’s community efforts. With approximately 40% of the workforce
eligible to retire in the next three years, this is knowledge, goodwill,
brand ambassadorship and quality that organizations can’t afford to lose.
Companies such as The Dow Chemical Company are building social networks to
maintain access to the knowledge retirees hold and take advantage of the
medium to help keep them engaged with their organization for flexible
employment opportunities. With 40% of Dow’s workforce eligible for
retirement over the next five years, the company is taking aggressive steps
to help stem the associated brain drain of this large percentage of its
workforce. The company recently made public its plans to launch a retiree
network to access much needed talent "who may be looking to return for
short-term projects" and prevent the loss of knowledge as boomers exit the
KPMG has signed up approximately 10,000 former and current employees on its
corporate social network since its launch in the spring of 2007. KPMG
credits its network with helping it hire 137 former employees, or around 14%
of the company’s total hires, since the network’s launch, up from 72 people
in the three months prior. This increase in the number of rehires delivers
significant benefits to the organization — from cost savings to productivity
improvements and increased goodwill among employees.
Additional benefits include access to the knowledge experienced alumni hold,
the ability to inform opinions and discussions alumni have about the
organization, and the potential to create positive impressions for
individuals who may remain shareholders or customers of the organization.
Such brand ambassadorship, whether for an organization’s employment or
corporate brand, can have substantive results.
Rehires Hit the Ground Running
Corporate alumni bring many benefits when they rejoin an organization.
They understand the culture, work ethic and how to navigate their former
employer’s organization. Further, the organization has knowledge about their
prior performance, and the goodwill associated with returning,
customer-facing employees can have substantial financial impact.
According to a recent survey of SelectMinds clients, most were able to
increase the amount of rehires versus external experienced hires by
approximately 30% following the implementation of a corporate social
network, linking corporate alumni with each other, the company and their
The study also found rehires are more likely to be star performers. Study
subjects report, on average, 66% of rehires made through their corporate
social networking program are star performers versus 26% of experienced
hires. According to industry statistics, star performers contribute three
times the amount of an average performer.
The study also revealed, on average, the time to contribution of rehires is
half that of all experienced hires, which may be linked to rehires’ existing
knowledge of customers and established relationships within the organization
that can facilitate work.
Building relationships for life won’t happen overnight. In many
organizations, this way of thinking is an entirely new concept and will take
a massive shift in organizational thinking from the CEO on down. Yet, the
numbers speak for themselves. The sheer number of retirees eligible for
retirement over the next five years versus the number of Gen Y workers marks
a clear chasm in the workforce of the future. Retirees who leave are taking
with them incredible knowledge that if not captured and shared will be lost
forever, marking gaps in knowledge transfer and a potentially dangerous
gateway for competitors to gain an advantage in the marketplace. These
potential risks to an organization’s business, bottom line, market
reputation and brand recognition cannot go unnoticed. Action must be taken
to build and maintain these important relationships for life.
Adapted from Talent Management Magazine, February, 2008
Social Networks Around The World: How is Web
2.0 Changing Your Daily Life?, by An De
Unleashing Web 2.0: From Concepts to
Creativity, by Gottfried Vossen, Stephan
April 5-6, 2008
Meeting Professionals International Gulf Meetings and Events Conference,
InterContinental Dubai Festival City,
April 5-8, 2008
International Society for Performance Improvement (ISPI), NY Marriott
Marquis Hotel, http://www.ispi.org
April 10-12, 2008
International Association of Facilitators, Atlanta, GA,
April 14-16, 2008
Successful Meetings University, Monterey Plaza Hotel & Spa, Monterey,
April 16-18, 2008
America’s Small Business Summit 2008, Renaissance Washington,
April 17, 2008
Virtual Meeting World Green Meetings: Good for the Environment, Good
April 18-20, 2008
Meeting Professionals International European Meetings and Events
Conference, ExCel London,
April 21-24, 2008
Christian Management Association Annual National Conference, Hyatt
Regency Dallas at Reunion,
April 23-25, 2008
International Mentoring Association Conference, Las Vegas, NV,
April 28-30, 2008
Learning Consortium’s Designing the Blended Learning Landscape
Conference, Doubletree Hotel, Ontario, CA,
May 4-7, 2008
Training Magazine Leadership Summit, Rancho Bernardo Inn, San Diego,
May 4-7, 2008
Talent Management Magazines’ Strategies 2008: Perspectives on Managing
People, Camelback Inn, Scottsdale, AZ, http://www.talentmgt.com/events/Conferences/2008/May/84/index.php
May 18-21, 2008
NAWDP 19th Annual Conference, Virginia Beach Convention Center,
Virginia Beach, VA, http://www.nawdp.org/
June 22-25, 2008
SHRM 60th Annual Conference & Exposition, Chicago IL,
July 26-28, 2008
WorldFuture 2008: Seeing the Future Through New Eyes, Washington,
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.
www.eere.energy.gov/greenpower provides comprehensive "green
urges the use of recycled paper.
helps you plant trees to save the environment.
Going Green At Work
ecofriendly building materials and services at
ecofriendly office supplies at http://www.thegreenoffice.comomm
from home ideas at http://www.treehugger.com
jobs and volunteer opportunities with socially responsible organizations at
paperwork by invoicing, & paying employees & bills electronically
now invoices exclusively by email
and is close to paying everyone
by credit card, PayPal, or
automatic debit from checking account).
employees to use public transportation.
ceiling fans to reduce air-conditioning costs
your hot water heater temperature by 2 degrees and insulate the tank.
energy-saving light bulbs
B.I.G. ON BOOKS is an organization
that promotes literacy in underprivileged countries, primarily Africa,
Eastern Europe, and Southeast Asia. You can donate books through most Rotary
Clubs. B.I.G. also accepts cash donations. Send email to Steve Frantzich at
for more information.
Kicking World Hunger is the biggest soccer juggle-a-thon in the world
(uh, that we know of), much like a walk-a-thon, but more fun! Participants
sign up to juggle a soccer ball thousands of times while raising money to
provide hope for children and communities that desperately need it.
Charity Navigator (http://charitynavigator.org)
is an in-depth, searchable guide to more than 5,000 charities worldwide that
aims to encourage "intelligent giving". They rate charities based on their
total expenses, revenues, and organizational capacity. If you want to give,
but the recent slew of charity scandals has you feeling skeptical about
where your money would go.
Take Pride T-Shirts (http://www.takepride.com)
was founded by a group of friends who all share the belief that the more
difficult the mission facing our military, the more deserving they are of
our thanks and support. Each unique shirt design provides a glimpse into the
life of a different US Service member who served in Iraq or Afghanistan and
is hand silk-screened. The message of the shirts isn’t political, it's about
acknowledging, celebrating, and taking pride in the spirit of young
Americans who despite facing an extremely difficult job and unpleasant
conditions, nonetheless strive to do their job well. Take Pride gives at
least 20% of profits to charities and causes that assist combat veterans of
Iraq and Afghanistan.
a reminder to visit
daily and click this button to help underprivileged women get mammograms.
volunteermatch.org helps you
find organizations in your area that spark your interest in volunteering.
momsrising.org fights for family-friendly programs and policies at
mygooddeed.org honors the heroes and victims of 9/11, by giving ideas
for good deeds to perform.
kiva.org helps entrepreneurs by connecting them with backers for
short term loans
guidestar.org and charitablechoices.org both make sure the
organizations you’re supporting are legit and give the bulk of their money
to their mission
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
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RECRUIT, INSPIRE & RETAIN
SYSTEMS, INC., published 12 times/year. Editor: Carolyn B. Thompson, Data Entry: Patti
Lowczyk (Lowczyk Secretarial), HTML: Debbie Daw (http://www.helpquestdomains.comcom).
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