May, 2002

!!!!!!!!!!It’s 2 YEARS since you first got RIR in your
e-mail box! Check our website for back issues!!!!!!!!!!


Who’s YOUR Target Market? * Corporate Astrology * The Conductor-less Orchestra * COOL CALLS * HOW TRAINING SYSTEMS Helps You Measure Training Return on Investment
* Our Employees Need Training Now More Than Ever to
Increase Production and We Don’t Have the Money * Dr.
Steven Sligar completes his Ed.D * Reasons for Costly
Turnover Understood * Conferences/Seminars & Volunteering/Donating /////////////////////////////////////

Training magazine is looking for outstanding new
employee orientation programs to highlight in an
upcoming story. Do you have a program that
deserves recognition? Whether you have created an
orientation program for the first time or recently
enhanced an existing program, we would love to hear
about it. Please send an email to Joel Schettler,
senior editor, at explaining
how orientation is handled. Describe any interesting
program characteristics and their effect on
turnover/retention or any other business metric.
Companies with the best orientation programs will
receive a follow-up telephone call from an editor for
an interview to include in the story. Please make sure
you include your name, along with your company name and
contact information, in your email. We ask that you
respond to this email by Thursday, May 9. Training
magazine's editors look forward to hearing from you.

SPREAD IT AROUND! Pass this issue along to fellow
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ideas on recruiting, inspiring, training, & retaining.
You can FORWARD this issue or print it out. Remember,
you can CHECK ARCHIVES by keyword at our Web site,


Who’s YOUR Target Market?

Know who you’re looking for so you can target your
recruiting time and money to the places those people
hang out!

^Here’s an example for a retail sales person:
+Representative of diversified population
+Committed to working in culturally diverse
+Committed to life-long learning
+Highly communicative
+Team member and team leader
+Problem solver with high initiative and independence
+Ability to work in ambiguous situations fraught with
+Interested in pay for knowledge instead of pay for
+Possesses navigation and course correction skills
+Understands and uses creative talents
+Understands and uses leadership “where you sit”

So, who’s YOUR target market? Call TRAINING SYSTEMS,
INC. if you’d like help identifying your target
employee market, 800-469-3560.

#”Get the Best: How to Recruit the People You
Want”, by Catherine Fyock
#”Behavior Based Interviewing”, by Terry Fitzwater,
Both available at
(10% off by typing “RIR” in Special Instructions)

Get more tips on recruiting great employees at and then click on RECRUIT TIPS. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

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


CORPORATE ASTROLOGY (note: this is just humor!)

Astrology tells us about you and your future simply by
your birthday. The Chinese Zodiac uses the year of your
birth. Demographics fell us what you like, dislike,
whom you vote for, what you buy and what you watch on television. Well, the Corporate Zodiac goes a step
further: simply by your job title, people will have you
all figured out...

MARKETING: You are ambitious yet stupid. You chose a
marketing degree to avoid having to study in college, concentrating instead on drinking and socializing - which is pretty much what your job responsibilities are now. Least compatible with Sales.

SALES: Laziest of all signs, often referred to as
‘marketing without a degree’, you are also
self-centered and paranoid. Unless someone calls you
and begs you to take their money, you like to avoid
contact with ‘customers’ so you can ‘concentrate on the
big picture’. You seek admiration for your golf game
throughout your life.

TECHNOLOGY: Unable to control anything in your personal
life, you are instead content to completely control
everything that happens at your workplace. Often even
YOU don’t understand what you are saying, but who
the heck can tell?! It is written that the Geeks shall
inherit the Earth.

ENGINEERING: One of only two signs that actually
studied in school, it is said that ninety percent of
all Personal Ads are placed by engineers. You can be
happy with yourself: your office is typically full of
all the latest ‘ergodynamic’ gadgets.

ACCOUNTING: The only other sign that studied in school,
you are mostly immune from office politics. You are the
most feared person in the organization; combined with
your extreme organizational traits, the majority of
rumors concerning you say that you are completely

HUMAN RESOURCES: Ironically, given your access to
confidential information, you tend to be the biggest
gossip within the organization. Possibly the only other
person that does less work than marketing, you are
unable to return any calls today because you have to
get a haircut, have lunch, AND mail a letter!

Catty, cut-throat, yet completely spineless, you are
destined to remain at your current job for the rest of
your life. Unable to make a single decision, you tend
to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other ‘Middle Managers’, as everyone in your social circle is a ‘Middle Manager’.

SENIOR MANAGEMENT: Catty, cut-throat, yet completely
spineless, you are destined to remain at your current
job for the rest of your life. Unable to make a single
decision you tend to measure your worth by the number
of meetings you can schedule for yourself. Best suited
to marry other ‘Senior Managers’, as everyone in your
social circle is a ‘Senior Manager

CUSTOMER SERVICE: Bright, cheery, positive, you are a fifty-cent cab ride from taking your own life. As a child very few of you asked your parents for a little cubicle for your room and a headset so you could pretend to play ‘Customer Service’. Continually passed over for promotions, your best bet is to sleep with your manager.

PROJECT MANAGER: Eternal optimist, used to dealing with
change and incomplete information on a daily basis.
Afraid of your team i.e. having to ask them to work
harder and harder, caught between the whims of the
senior managers and the lack of attention applied to
the project work by middle managers. Always get
hammered for not delivering what the business needs and
yet get the next project they want executed. Should not
marry anything other than a liquor bottle.

Contributed to Swenny’s E-Mail Funnies by Jon Griffin,
Los Angeles, CA

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The Conductor-less Orchestra
The Orpheus Chamber Orchestra is an orchestra with a
difference: it has no conductor. The group was founded
in 1972 by cellist Julian Fifer and a small group of like-minded musicians with the goal of bringing the chamber music ideals of democracy, personal involvement, and mutual respect into an orchestral setting. In most orchestras, the conductor directly supervises each musician; the conductor not only decides what music will be played but how it will be played as well. There is little room for the opinions or suggestions of the musicians themselves; such input is rarely solicited and even less often welcomed.

As a result, orchestral musicians are a notoriously
unhappy class of employees. A Harvard Business School studying job attitudes among people working in 13 different job groups, showed that symphony orchestra musicians ranked below prison guards in job satisfaction.

In place of the traditional fixed leadership position of conductor, Orpheus has developed a unique system of collaborative leadership that invites every member of the orchestra to participate in leadership positions, either leading the group in rehearsal and performance as concert master, or by leading one of the orchestra’s many different formal or informal teams.

With no conductor to act as a filter to the what and the
why behind the group’s decisions, the members of Orpheus
are uncommonly energized and responsive to the needs of
the organization and to the desires of its leaders.
Turnover is extremely low and employee loyalty is
extremely high. The result is a better product,
increased customer satisfaction, and a healthier bottom

The Orpheus Process translates the communal creativity
of a small, four-piece chamber music group -- where each musician has an equal voice in determining how a piece of music will be played -- into the much larger and more complex setting of an orchestra. The Orpheus Process comprises five key elements:

1. Choosing Leaders. For each piece of music Orpheus
performs, a committee of musicians chosen by orchestra
members selects a concertmaster, and a leadership team
of five to seven players, called the Core. In Orpheus,
the concertmaster anchors the Core, leads performances,
and works closely with all the musicians to develop a
unified vision for the music.

2. Developing Strategies. Before a piece of music is
taken to the full orchestra, the Core meets to decide
how it will be played.

3. Developing the Product. After the Core is satisfied
with its chosen approach to the piece, it is taken to
the full orchestra to be rehearsed and refined even
further. The other musicians then make suggestions to
improve the piece. When disagreements arise, the
orchestra members work to reach consensus. If consensus
cannot be reached within a reasonable period of time, a
vote is taken and the issue is settled.

4. Perfecting the Product. Immediately before every
concert, one or two members of the orchestra go into the
hall and listen as the audience will hear it. These
musicians report back to the entire group and orchestra.

5. Delivering the Product. The performance.

6. Evaluation. After every concert, participants
informally discuss their impressions of the performance
and make suggestions for further adjustments and
refinements -- all with an eye to improving subsequent performances of the piece. Adapted with permission, Harvey Seifter, copyright 2001

#”Managing by Values” by Ken Blanchard & Michael
O’Connor. This book is a power process that focuses
the organization on common behavioral expectations.
Holt Co. of Ohio used the process and their
employees reported that they were more productive
and felt the workplace was more fulfilling for
them. The company increased customer satisfaction
and return on investment for the owner.
#”Bringing Your Soul to Work” by Cheryl Peppers &
Alan Bislain. This book is full of stories and
applications that give you a path to discovering
meaning and purpose in your work. 800-469-3560



Kathy Kanzer-Johnson, Kraft Foods, was the first reader
to respond to last month’s offer of free registration to
the Training Measurement’s Conference. She writes:
“First I want to thank you for your sponsorship of my attendance the upcoming Training Measurement conference. Yesterday I received my paid confirmation. This is a $2,000 value. Thank you! Thank you! I also spoke with my manager, Sonya. She has approved my attendance at the conference too.”



HOW TRAINING SYSTEMS Helps You Measure Training Return
on Investment

Training Success = after the training, your employees
are able to do the very specific activities/tasks you
planned and the money you spent was a wise investment.

In order to help you achieve this we:
$ Help you write very Specific, Measurable, Achievable, Realistic, Timely outcomes.

$ Use these specific outcomes to design the training for

$ Discover the best method to use to help your employees
learn fastest, be least expensive, and least intrusive.

$ Help you develop the steps you take to measure that
the outcomes were achieved (including using our
worksheet, “Ten Steps to Determining the Return on Your Training Investment”).

$ Deliver the training if group training or one-on-one;
help your trainers learn to facilitate if they’re
delivering the training; help you plan to get the
material to the learners if self-study, web-based, CD,
video, paper-based, or a job aid.

$ Contact you at pre-determined times to see how your measurement steps are going and hear your ROI results.

#”10 Steps to Determining the Return on Your Training
Investment” (Get 10 copies of the worksheet we use to
plan for ROI, track and measure it for only $10.00 +



Our Employees Need Training Now More Than Ever to
Increase Production and We Don’t Have the Money

Co-oping: pooling your training dollars with other

Thirty funeral homes in New Jersey pooled the employee
training dollars for the good of the whole industry. The funeral home industry is fiercely autonomous. So you can imagine how necessary they must have felt training to be to their ability to provide services to try this. They actually pooled all their HR dollars and created an independent organization in January, 2000 to handle all hiring, training, benefits, and employee relations. The number of companies using the service has doubled - they report that pooling has allowed them to provide the caliber and quantity of services, like training, that small businesses couldn’t afford.

You don’t have to get 30 of your industry or non-industry colleagues to create a whole new organization in order to get the benefits of co-oping your training dollars. You can co-op just for a single training. To be successful, follow these steps:

* HR Directors, Training Directors, or Managers of the
several organizations set the learning objective.

* determine if the design and development and/or
facilitation can be handled by in-house staff jointly or
if you need an outside vendor.

* if using a vendor, determine the requirements:
~similar values
~ability to work with a Co-op (Training Systems will
even help you find partners to Co-op with)
~example of outcomes achieved for other organizations
~ability to meet your deadlines, quality, and
relationship standards

* Write an agreement between all the Co-opers so
everyone understands their role.

This is a great way for you and others in your industry,
your geographic area or you and your vendors to get the training your employees need. It works for service or manufacturing companies, non-profit community agencies, and trade or professional associations.

#”How to Teach Computing Skills to Practically Anyone”
by Loretta Weiss-Morris. Call 800-469-3560 to order.
#“Preventing Death by Lecture, by Sharon Bowman,
available at

Get more tips on helping great employees learn at, click TRAIN TIPS.

NEW FEATURE AT OUR WEBSITE! In addition to Train Tips,
you can now get new ideas for learning methods you can
use right away. Click TRAIN TIPS, then LEARNING



Dr. Steven Sligar completes his Ed.D at NIU and writes: “Yesterday was the day. The dissertation defense started at 9:30 am and I was informed of the committee’s decision at 11:20 am. It was one of those spring days where the high was a record breaking 80 degrees and NIU had not turned on the AC - whew the room was down right hot. Anyway, next was a celebratory lunch followed by a celebratory nap and evening at home. Perhaps a bit anti-climatic but it worked for me. I am happy to have completed this milestone and think I will read a couple of fun books, clean up the manuscript for final publication and inclusion in the library.” Congrats, Steve!


Reasons for Costly Turnover Understood

The message from studies of turnover are consistent. It is very costly when people leave, and we could reduce turnover if we responded to the well-known reasons. Drake Beam Morin reports that: 63% of departing employees leave for reasons of dissatisfactions, 8% for another opportunity, and 29% for other reasons such as relocation and medical.

Ron Elsdon, Ph.D. of DBM points out that employees are
very candid in exit interviews, but the information is
often ignored. Organizations can avoid the costly price
tag (estimated at .5-1.5 times the employee’s annual
salary) by attending to messages shared in the exit
interview. Primary reasons for leaving include the lack
of career development opportunities, a desire for a more positive work environment, challenge and opportunity to add value, and to reduce “work family” conflicts. Reprinted with permission of Business Decisions, Inc. from their customer newsletter 2/02.

#”Skill Wars”, by Ed Gordon
#”Winning the Talent Wars”, by Bruce Tulgan
Both available at (10% off
by typing “RIR” in Special Instructions)

Get more tips on retaining great employees by clicking and clicking RETAIN TIPS.


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taskbar! Right click blank area of taskbar, select
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May 23-26, 2002
International Association of Facilitators Conference
2002 Texas, “The Quest for Transformation”, Fort Worth,

May 31-June 1, 2002
WOMEN@WORK: Celebrating 30 Years of Women's Business
Success, National Association for Female Executives (NAFE), Crowne Plaza Manhattan Hotel, NY, NY,

June 2-6, 2002
ASTD’s International Conference and Exposition, New
Orleans, LA,

June 10-12, 2002
SHRM’s HR Generalist Certificate Program, facilitated by TRAINING SYSTEMS, INC. Associate, Catherine D. Fyock, CSP, SHPR in Louisville, KY,

June 19-21, 2002
Emerging Technologies & Healthcare Innovations Congress, Washington Hilton & Towers, Washington DC,

June 23-26, 2002
Society for Human Resource Management (SHRM) Conference, Philadelphia Convention Center, Philadelphia, PA,

July 11-13, 2002
Annual Conference of the Association of Leadership
Educators: Leadership Beyond Boundaries, Hyatt Regency
Hotel, Lexington, KY,

July 15-17, 2002
Training World 2002: Integrating Blended Learning
Techniques to Create a Learning Organization that is
Aligned with Business Strategy Through Talent
Development and Management, Washington DC Convention

July 21-23, 2002
Meeting Professionals International, Metro Toronto
Convention Center, Toronto, CAN,

July 29-31, 2002
SHRM’s HR Generalist Certificate Program, facilitated by TRAINING SYSTEMS, INC. Associate, Catherine D. Fyock, CSP, SHPR in San Diego, CA,

August 2-3, 2002
Path Facilitator Training, combined with Path for Teens Training, Zoe Christian Fellowship Church, Whittier, CA, or 562-906-5000

Capella University Online Master’s Degree in Training
and Development,

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Copyright 2002 TRAINING SYSTEMS, INC. All rights


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