Recruit, Inspire & Retain
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Choose Employees For What They Can Become
No matter your faith and religious beliefs, the following will hit home for all of us recruiting the best staff! We tend to hire for what the person has to offer our organization now and miss people who have potential. As always, a balance is best.
TO: Jesus, Son of Joseph
COMPANY: The Woodcrafter’s Carpenter Shop, Nazareth
FROM: Jordon Management Consultants, Jerusalem
SUBJECT: Management Report
Thank you for submitting the resumes of the twelve men you have picked for managerial positions in your new organization.
All of them have now taken our battery of tests, and we have not only run the results through our computers, but also arranged personal interviews for each of them with our psychologist and vocational aptitude consultant. It is the opinion of the staff that most of your nominees are lacking in background, education and vocational aptitude for the type of enterprise you are undertaking.
They do not have the team concept. We would recommend that you continue your search for persons of experience in managerial ability and proven capacity.
We have summarized the findings of our study below:
* Simon Peter is emotional, unstable and given to fits of temper.
* Andrew has absolutely no quality of leadership.
* The two brothers, James and John, the sons of Zebedee, place personal interests above Company
* Thomas demonstrates a questioning attitude that would tend to undermine morale.
* We believe it is our duty to tell you that Matthew has been blacklisted by the Greater Jerusalem
Better Business Bureau.
* James, the son of Alphaeus, and Thaddeus definitely have radical leanings. Additionally, they both
registered high scores on the manic depressive scale.
However, one of the candidates shows great potential. He’s a man of ability and resourcefulness; he is a great networker; has a keen business mind; and has strong contacts in influential circles. He’s highly motivated, very ambitious and adept with financial matters. We recommend Judas Iscariot as your Controller and Chief Operating Officer.
All the other profiles are self explanatory. We wish you the utmost success in your new venture.
a recruitment, inspiration, training, or retention idea or question? Ask by
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* Participants in an E-Learning How-To session at the Christian Management Association
* Clients of Edward Jones Investments
For All of Us Who Feel Only the Deepest Love and Affection for the Way Computers Have Enhanced Our Lives
At a recent computer expo (COMDEX), Bill Gates reportedly compared the computer industry with the auto industry and stated, “If GM had kept up with technology like the computer industry has, we would all be driving $25 cars that got 1,000 miles to the gallon.”
In response to Bill’s comments, General Motors issued a press release stating: If GM had developed technology like Microsoft, we would all be driving cars with the following
- For no reason whatsoever, your car would crash twice a day.
- Every time they repainted the lines in the road, you would have to buy a new car.
- Occasionally your car would die on the freeway for no reason. You would have to pull to the side of the road, close all of the windows, shut off the car, restart it, and reopen the windows before you could continue. For some reason you would simply accept this.
- Occasionally, executing a maneuver such as a left turn would cause your car to shut down and refuse to restart, in which case you would have to reinstall the engine.
- Macintosh would make a car that was powered by the sun, was reliable, five times as fast and twice as easy to drive - but would run on only five percent of the roads.
- The oil, water temperature, and alternator warning lights would all be replaced by a single “This Car Has Performed An Illegal Operation” warning light.
- The airbag system would ask “Are you sure?” before deploying.
- Occasionally, for no reason whatsoever, your car would lock you out and refuse to let you in until you simultaneously lifted the door handle, turned the key and grabbed hold of the radio antenna.
- Every time a new car was introduced car buyers would have to learn how to drive all over again because none of the controls would operate in the same manner as the old car.
- You’d have to press the “Start” button to turn the engine off.
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*Jennifer Baker, APTA, after requesting all the Performance Appraisal questions from the April
Recruit, Inspire & Retain: “Thanks for sending these along. I was curious about the questions ‘What are you pretending not to know?’ and ‘What am I pretending not to know?’ It seems like the first could provoke a defensive reaction and the second could elicit an ‘I don’t know’ or ‘Nothing’ sort of answer. Have you seen or heard of these used effectively and, if so, what are some examples of on target responses?”
SYSTEMS' answer to her:
“It’s all in the tone of voice and pacing used to ask the question. We haven’t heard of anyone who got defensive, but we sure can imagine it could happen. When we think of delivering these questions, we imagine a jovial tone and facial expression. Plus the emphasis in the first question is on the word not and in the second question it’d be on the word I.)
*Ed Lamaster, HealthNet, after using the problem solving training we designed for their huge influx of new staff: “The curriculum is well received, but it does produce some interesting results. Management loves it. For others, it depends on how well their management has included them in decision-making in the past. Some embrace the class, and others are skeptical about how much their opinion counts. The good thing is that when there’s been resistance, it’s provided a way for us to go to those managers and tell them how their associates perceive their jobs.”
*Mary Kasunick, The Cliffs, after using the supervisory training off-the-shelf workbook we found for their staff: “Just wanted to say, I have enjoyed using the book this week in my training. It was well received and so easy to use. Thanks again for your help. You have my future business for training needs!”
*CONGRATULATIONS TO SILVER CROSS HOSPITAL, ON BEING NAMED ONE OF SOLUCIENT’S TOP 100 HOSPITALS!
We’re thrilled for all the staff and patients!
Does Your Organization’s Culture “Allow” People to Take Time Off?
A survey by Andersen Consulting showed that, while on vacation:
83% of those with a household income of $75,000 or more kept in contact with their offices
60% brought a mobile device
51% of those who brought a cellular phone received a work-related call
Is it good for overall productivity to create a culture that expects and rewards staff for being always connected/always at work? It’s doubtful. Assess your expectations and how they’re communicated. Be sure you’re giving people some true brain downtime so they can rest and come back ready to work!
Of course, the opposite culture is a problem, too — one that not only doesn’t expect or reward employees for being connected, but in fact has problems getting them to come to work at all! Here are 3 wonderful ideas from
Here Today, Gone Tomorrow: How to Reduce Absenteeism at Work, by Gregory P. Smith:
- Lottery System. Use a lottery-type system to reduce absenteeism. Only employees with no absences during the month may participate. Such a program may include prizes like a television, a bicycle, or gift certificates. Companies using this tactic have been able to reduce the rate of absenteeism by as much as 75%.
- Play “Poker”. Improve attendance with a game of chance. Employees who come to work each day they are scheduled are allowed to draw one playing card. Those who attend all week own five cards by Friday. The player with the best hand wins $20.
- Perfect Attendance Program. Reward employees who have perfect attendance with anything from a monetary bonus to a complimentary dinner for two. Not only will you reward these dedicated workers, but you’ll also encourage those with less than perfect attendance to increase their commitment.
While these ideas may not work in every situation, the key to success is knowing the individual needs of your workforce. If you have an attendance problem, acknowledging the problem and talking with your employees to find a solution offers the best results.
Here Today, Gone Tomorrow: How to Reduce Absenteeism at Work,
by Gregory P. Smith
Each quarter, HR.com & EMERGE Int’l. sponsor the Cultural Health Indicator
(CHI). It assesses key business dimensions & provides leaders with a clear picture of human behaviors and business systems that are enhancing and/or preventing the achievement of strategic business goals.
Why Human Interaction is Needed for Learning
“The greatest needs for improvement relate to the planning and delivery of content that leaves attendees motivated and inspired. Meeting logistics and facilities appear to be adequate.” –
Conclusion from the MPI Foundation study on the effectiveness of corporate meetings
Training and learning are a particular type of meeting and this MPI study has a lot to tell us about the effectiveness of our learning events. Below are a few of the highlights – share these with all those who need to help people learn!
“Attendees have limited capacities in their working memory, the same as your computer. Once they are overloaded, frustration and demoralization inevitably set in which blocks further learning. One key to teaching is to avoid overloading one’s working memory.”
Ruth C. Clark, Author
Emotions—the Basis for Inspiration and Motivation
When content is presented in a stimulating and challenging manner it generates emotions within us as we try to make sense of what is occurring. Emotions are critical in determining whether we pay attention, learn, process, and retain information. We tend to remember best those experiences in which we had some emotional involvement and forget those in which we had little or no emotional involvement. Learners will be as passive as a facilitator allows them to be or will be as active as the presenter requires them to be, both of which impact learning.
Agenda, Pace, Delivery Methods, Amount of Content, Degree of Relevance are Critical Factors
The mere dissemination of content generally does not change one’s performance. The delivery methods and degree of attendee processing with the content are just as important as the content if learning and change are to occur according to cognitive psychologists.
Trainers/Speakers Who Lack Presentation Skills Tend to Use the Lecture Method
This form of presentation tends to (1) focus entirely on content, (2) overload learners with information, and (3) minimize opportunities for learners to process the message. More experienced trainers have learned to limit their content, focus on a few key points, and provide opportunities for learners to process information through questions, discussion, problems, exercises, case studies, etc. Learners make their own meaning of what they experience. Active mental processing by learners converts information into knowledge. When faced with a great deal of information, learners have to select what they will process and what they will discard—a natural sorting process the brain uses to prevent overload and keep a person functioning. Until information becomes knowledge to each learner, it has no value to them and cannot be retrieved.
The Learning Beyond the Training Room
Help learners follow up immediately and weeks and months after meetings: send email with a few key bullet points that will continue to help others do their jobs well with what they learned.
Establish a listserv for learners on the internet or on the intranet of your organization. Seed the listserv with key points that needs to be reinforced. Ask the learners to write down their experiences and questions while using the network they established at the training/meeting to continue to grow in their jobs and seek common solutions. Your organization can use their feedback to establish goals for a new meeting of the same people or others in similar positions.
Adapted from Making Meetings Work: An Analysis of Corporate Meetings by the MPI Foundation
You Can Only Create Motivation for Employees If You Know Enough About Them
Last month we gave you a list of questions to help you have a great performance appraisal conversation. The dialogue will help you learn what your staff need for their performance.
Here’s a list of questions — choose the ones that fit your culture, as you’ll see, some are a bit off-the-wall — that’ll help you learn enough about your staff so you can actually know what motivates them (one size doesn’t fit all when motivating staff!):
1. What color are your kitchen plates?
2. What book are you reading right now?
3. What's on your mouse pad?
4. Favorite magazines?
5. Least favorite smell?
6. What is the first thing you think of when you wake up in morning?
8. Least favorite color?
9. How many rings before you answer the phone?
10. Future child's name?
11. What is most important in life?
12. Chocolate or vanilla?
13. Do you drive fast?
14. What type was your first car?
15. If you could meet one person dead or alive, who would it be?
16. Favorite food?
17. What is your sign & your birthday?
18. Do you eat the stems of broccoli?
19. If you could have any job what would it be?.
20. If you could have any color of hair what color would it be?
21. Favorite movie?
22. Do you type with your fingers on the right keys?
23. What's under your bed?
24. What is your favorite number?
25. Favorite sport to watch?
26. What is your single biggest fear?
27. Favorite CD?
28. Favorite TV shows?
29. Hamburgers or hot-dogs?
30. Favorite soft drink?
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TO DO THIS MONTH/CONFERENCES TO
WAYS TO VOLUNTEER & GIVE
Better Sleep Month
Business Image Improvement Month
Correct Posture Month
Get Caught Reading Month
May 11–Clergy Day
May 16–Bike to Work Day
May 21–Employee Health and Fitness Day
May 21–Waitstaff Day
May 31–Stop Smoking Day
July 19-21, 2004
SHRM 2004 Spring Seminar Series, HR Generalist Certificate Program,
Cleveland, OH, http://www.shrm.org/seminars
Accelerated Learning Training Methods Workshop, email@example.com
June 14-16, 2004
The Geneva Inn, Lake Geneva, WI
July 7-9, 2004
Hotel InterContinental, Toronto, CAN, firstname.lastname@example.org
June 6-9, 2004
20th Annual Training Directors’ Forum 2004, Sheraton Wild
Horse Pass Resort & Spa, Phoenix, AZ, http://www.vnulearning.com
June 17-20, 2004
IAF Conference 2004, Scottsdale, AZ, http://iaf-world.org
June 21-22, 2004
Sharon L. Bowman, M.A., The Westin Westminster, Westminster, CO, http://www.teachingforachange.com
Preventing Death by Lecture!, presented by TRAINING
June 27-30, 2004http://www.shrm.org/conferences/annual
SHRM Annual Conference & Exposition, Ernest N. Morial Convention
Center, New Orleans, LA,
Meeting Professionals International World Education Congress, Denver,
August 14, 2004http://www.asae.org
American Society of Association Executives Annual Meeting and Exposition,
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