Recruit, Inspire & Retain


Subject: Recruit, Inspire & Retain, July, 2000  




COOL INFO CONTAINED IN THIS ISSUE: Wage-Hour Investigation - Oh, No! * Who’s Wearing Fun Meters? * Rate Your Organization’s Training Program * You Know You’ve Been in Corporate America Too Long When... * What Do Workers of the Future Want? * Five Signs Your Staff Needs Tech Training * Tool Box * How Training Systems Helps Clients Pinpoint Specific Training Needs and Outcomes! * Chris Jackson gets band director job after learning how to interview behaviorally! * Tips to Retain Generation Xers * Upcoming Conferences - Mark Your Calendars!  /////////////////////////////////////

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ You can put the Training Systems, Inc. web site on your Windows taskbar! Just right click a blank area of your taskbar and select Toolbars/New Toolbar from the drop down menu. In the new Toolbar box, enter It’s that simple! Then you can have immediate access to great recruiting, inspiring, training & retaining tips, ideas & resources! ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^



There’s an investigator here from the Wage and Hour Division to see you.

Those fearful words from an employee to a business owner usually start a journey into the vast unknown. The journey can be as pleasant as a fishing trip on a small lake or as dangerous as being on a rowboat in the Atlantic.

Let’s begin our examination of a Wage-Hour investigation by answering the often asked question, "WHY ME?" How is your business weeded out from all the others as a target of a Federal investigation?

There are two principal ways: 1. when someone makes a complaint   2. simply by chance.  In part it’s the "luck of the draw when your business is picked somewhat at random. This could be based on an industry survey, an investigation of one location that expands to others within an organization, random selection, etc. These, however, are not the most likely reasons.

More often than not, an investigation occurs because someone makes a complaint. The person complaining is usually a former employee of yours that has provided a statement to the government indicating your company is not complying with the Federal Wage and Hour requirements as contained in the Fair Labor Standards Act.

Business owners and their managers should realize that even though a complaint is made by one employee, the common practice of the Wage and Hour Division is to investigate the entire business for the previous two years. This investigation will involve all employee pay and time records during that two year period, not just those pertaining to the employee that complained.

So beware, one irate former employee can subject your business to a full-scale investigation by the U.S. Government covering all employees that have worked for you in the past two years! It can be an extremely tedious, time-consuming, and expensive process.

A few important tips: never permit a Wage-Hour investigator into your business without an appointment. When an appointment is scheduled, monitor what is taking place if your manager or someone else handles questions or is asked to display or disclose business records or other information. It is usually advisable to have a qualified professional representing your business with the investigator during this period of time.

During the initial contact with the Federal investigator, ask for credentials and follow up with direct questions on what the investigation will involve and what documents will be requested. Your dealings with the investigator should be polite and business-like, but you should remain constantly alert.

Do not offer any records or information that are not specifically requested. You would be surprised to discover how many owners, and/or managers, actually help uncover wage-hour violations of their businesses through casual conversation and/or providing documents not actually requested by the government investigator.

Among documents that you will be directed to produce will be complete payroll and time records for the past two years, as well as I-9 Immigration Forms for all of your employees. These items, and others, will be thoroughly inspected for violations of Federal standards including, Minimum Wage, Record Keeping, Child Labor, and Overtime requirements.

At this point, you’re not home free, because after the documents noted above have been examined, the investigator will conduct interviews of your employees. The purpose of these interviews is to verify the correctness of your records and to uncover any additional violations not readily identifiable from the records. What types of tales do you think your employees would weave if given the opportunity to talk to an investigator from the Federal government?

Finally, the investigator will meet with you and explain the results of the investigation. you will be notified of the violations being charged against your business and the financial penalties applicable. Keep in mind that although the investigator is a trained, knowledgeable, and experienced individual, he or she can make mistakes. Check and double-check any claimed violations yourself, or have a professional representing you do it.

Remember that the job of Federal employees that conduct these investigations is to discover violations of the Fair Labor Standards Act at your business. How far do you want to go in helping that investigator find violations?

Fred Atterbury is a recognized authority on the Federal Wage & Hour Laws. Fred can be reached at 407-671-6218 or mail to: FRED@GMWF.NET




*  Another trainer got a Training Systems Fun Meter from a participant in her training and then ordered them to use in future training.



?WHAT WOULD YOU DO? How Well Is Your Organization Training Working?

Give your organization points in each of the three categories:

APPROACH: leadership, with employee input, uses analysis of the organizational future, along with human performance data and training system data to continually create, monitor, and adjust training plans to accomplish organizational goals.

No Plan-0 points; Tactical Only-5 points; Some Strategic-15 points; Strategic and Tactical-30 points; Strategic/Tactical/Refinement-50 points

DEPLOYMENT: employees (executives, managers, and workers) practice their role in the development, implementation, and evaluation of training in support of organizational goals.

No One Practices (0%)-0 points; Some Practice (1-25%)-5 points; Many Practice (26-50%)-15 points; Most Practice (51-90%)-30 points; All Practice (91-100%)-50 points

RESULTS: measurement systems are in place to capture data on the design, development, implementation, impact, and evaluation of training interventions in support of organizational goals.

No Measures-0 points; Short Term Only-5 points; Some Long Term-15 points; Long/Short Term-30 points; Long/Short Term and Refinement-50 points

Total your points in each category. You’re shooting for 50 points in each category.

APPROACH: ______ points DEPLOYMENT: _____ points RESULTS: _____ points

E-mail us by sending mail to: and tell us what ideas you have to increase your points and we’ll include it in the next Recruit, Inspire and Retain.




You know you’ve been in Corporate America too long when... ask the waiter what the restaurant’s core competencies are. write executive summaries on your love letters. think that it’s actually efficient to write a ten page presentation with 6 other people you don’t know. believe you never have any problems in your life, just "issues" and "improvement opportunities". start to feel sorry for Dilbert’s boss. believe the best tables and graphs take an hour to comprehend. give constructive feedback to your dog.

New words to increase your vocabulary PHONESIA: the affliction of dialing a phone number and forgetting whom you were calling just as they answer. TELECRASTINATION: the act of always letting the phone ring at least twice before you pick it up, even when you’re only six inches away. IGNISECOND: the moment when your hand has closed your locked car door and  your brain screams, "The keys are in there!"

Third graders finish well-known proverbs: *Strike while the.........bug is close. *Laugh and the whole world laughs with you, cry have to blow your nose. *If you lie down with dogs, you’ll..............stink in the morning. *An idle mind is...............the best way to relax. *A penny saved is...............not much. *When the blind leadeth the blind...........get out of the way. *Two’s company, three’s..............the Musketeers.

 Do the digits in a Social Security number have any particular meaning?  Yes, the first three digits indicate the state of residence of the holder at the time the number was issued. The remaining digits have no special meaning. 

Workplace Injuries at New Low The U.S. workplace injury and illness rate for private industry declined to 7.1 cases for each 100 workers in 1997 from 7.4 in 1996. The rate was the lowest since the Bureau of Labor Statistics began reporting the data in the early 1970s.


Have a recruitment, inspiration, training, or retention idea or question? Mail to: and we’ll post your idea or question (and the answer) in Answers & Ideas on recruiting, inspiring, training, & retaining great employees at 



Eight factors that workers of the future look for in offers of employment 1. Performance Based Compensation. The amount of compensation must be competitive with the marketplace but should not be limited by any factor other than performance employees who work harder and better will be rewarded proportionately. 2. Flexible Schedules. As long as they are meeting goals and deadlines, people want to know that they will have some control over their own schedules. The more control, the better. 3. Flexible Location. Again, as long as they are meeting goals and deadlines, people want to know that they’ll have some control over where they work. This includes the power to define and personalize one’s own workspace. 4. Marketable Skills. People are looking for formal and informal training opportunities and want to be assured that they will be building skills and knowledge faster than they become obsolete. 5. Access to Decision-Makers. People in today’s workforce want access right away instead of waiting until they climb the ladder to build relationships with important leaders, managers, clients, customers, vendors, or co-workers. 6. Personal Credit for Results Achieved. Today’s talent wants to put their own names on the tangible results they produce, instead of working hard to make somebody else look good. 7. A Clear Area of Responsibility. People want to know that they will have 100% control of something, anything, so they can use that area of responsibility as their personal proving ground. 8. The Chance for Creative Expression. People want to have a clear picture of all the guidelines and parameters that will constrain their creativity so they can imagine the terrain in which they will have freedom to do things their own way.

adapted from Bruce Tulgan, author of Winning the Talent Wars, to be published in 2001

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Five Signs Your Staff Needs Tech Training 1. You’re eyeing a software upgrade. Even a one-day introduction to the new software is helpful. 2. You want to jump-start productivity. Technology can make companies vastly more efficient, but only if employees are willing to use it. 3. You’re lost in cyberspace. If your company isn’t using the Internet to buy, sell, communicate, or recruit, you could be flirting with extinction. 4. Your turnover is high. If your current employees are responsible for training new employees on the job, ALL your employees will know is the bare minimum it takes to do their jobs, and frustration will be high. 5. Do-it-yourself doesn’t get done. If you know enough about technology to train others, but don’t have the time or know how to help people learn, you need an outside training company.

adapted from Small Business Computing, December 1999

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TOOL BOX: Resources to Help You Recruit, Inspire & Retain Employees

Creating Highly Interactive Training Quickly & Effectively  by Carolyn B. Thompson  A great new book that gives you the step-by-step process for putting together group and self-study training with all the methods you need! Full of examples illustrating how each piece should look, and photos of actual training. Call 800-469-3560 or visit to order. *** The American Society for Training and Development at

Department of Education at

International Association of Facilitators at

American Compensation Association at

Employee Benefits Research Institute at

Society for Human Resources Management at

Center for the Study of Human Resources at

ESL Idiom Page, provides definitions for common English expressions at

Grammar Queen, a good source for personalized grammar help at

Math Baseball at

Scientific Calculator at

*** Career Values Card Sort Kit An easy and fun device that allows your employees or potential employees to let you know their values in just five minutes. Each card lists a variable of work satisfaction, such as time freedom, precision work, power, technical competence and public contact. This kit also includes guidelines for managers/team leaders and facilitators, instruction for the individual user, five Supplementary Activities for further career values clarification, and an overview of values and their role in job task decision making. Call 800-469-3560 for prices and to order.

Motivated Skills Card Sort Kit The quick and easy way to identify the motivated skills that are central to personal and career satisfaction and success. The employees, or potential employees, use the cards to assess their proficiency and motivation in 48 transferable skill areas. This kit includes an instruction manual for managers and facilitators, instructions for the individual user, a series of Supplementary Activities for further clarification of one’s motivated skills and achievement patterns, and an overview of achievement motivation and its role in job task decision making. Call 800-469-3560 for prices and to order.

Link to hundreds of other great tools and resources at Training Systems Links at




We learn the answers to the following areas before beginning the training design process:

1. Determine the desired outcome of training and how the organization will measure achievement at each level below: REACTION (learner satisfaction with the training) PLANNED ACTIONS (what learners plan to do with their new Knowledge, Skills & Attitudes) ACTUAL LEARNING (achievement/changes in learners’ Knowledge, Skills & Attitudes) APPLICATION OF LEARNING (achievement of learner objectives on-the-job) ORGANIZATION RESULTS (achievement of organization objectives) RETURN ON INVESTMENT (compares Organization Results in $ to expenditures on the training)

2. What gave the company the idea they needed training/performance improvement?

3. Is training the fastest/least expensive way to achieve these results?

4. What’s the learners’ motivation to perform these skills/behaviors?

5. What is the current skill/behavior?

6.What’s keeping the learners from achieving Actual Learning and Application of Learning?

7. How do the learners learn best?

8. What existing documents already exist in your company that will help us learn about the organization and jobs (i.e. existing documents like job description, marketing information, work examples, examples of situations that illustrate the info/skill to be learned)?


++++++++++++++++++++++++++   IDEAS TO INSPIRE

Turn Slow Starters Into Productive Workers The impulse to procrastinate is hard enough to overcome in yourself, but how can you help to conquer it in others? If you work with a procrastinator, you may find your own efforts paralyzed by his or her inability to get things done or started. Here are some tips: * Seek commitment, not compliance. Ask whether the employee can put together a rough draft by Wednesday, instead of demanding a report by Friday. If you include your workers in setting deadlines and making decisions, they’ll feel more involved in and committed to the project. * Negotiate specific deadlines. Work with your employee to set concrete, realistic goals and deadlines. Sit down regularly to discuss progress, ensure that the project is on schedule, and give feedback. * Focus on the beginning, not the end. Procrastinators frequently delay starting a project because they’re afraid the end product won’t be good enough. Emphasize that getting started, even if you have a rough outline, is more useful than delaying the job until conditions are perfect. * Praise their efforts often. Some people procrastinate because they’re afraid of making mistakes. They respond well to praise. Offer encouragement for even small steps forward, and help workers to recognize and enjoy their own success. * Keep your criticism constructive. Think of criticism as guidance, instead of letting the employee think you’re launching a personal attack. * Set a good example. Teach yourself to prioritize your projects, plan in advance, and perform your own tasks promptly, instead of expecting your staff to work efficiently if you waste time yourself.

adapted from Working Smart

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Chris Jackson Gets Band Director Job After Learning How to Interview Behaviorally!  OK, so he had a great resume to start with, but according to Chris, the interviewing process went more smoothly and the various interviewers all responded exactly like Training Systems told him they would with the behavioral approach to being interviewed that he practiced with Training Systems.

Basic tips we worked with Chris on: * tell stories: instead of saying "I enhanced the band program", say, "We held 3 clinics with brass players who learned...". This allows the interviewer (since we all think in pictures) to be right there in the clinics with you. No matter if the interviewer has ever done the job, they now can visualize you doing something specific. * We always hear about not leaning on their desk - Chris is a big guy and so in order to not look like he’s leaning on the desk, he’d have to put his chair further away (a little thing, but Chris said it made a big difference!). * Keep your hands ready for talking (instead of folded or in your pocket). Your face is much more enthusiastic when your hands are moving.

Congrats, Chris!



Retain Generation Xers (born between 1960-1980) by: * having flexibility in as many areas as possible * providing coaching/support instead of supervision * making work fun (they will if you won’t!) * "walk the talk" or they won’t * give specific feedback regularly on what they’re doing well and poorly


What Do Your Employees Cost? The average employee costs far more to his/her organization than is generally imagined. Added to his/her wages are the costs of recruitment, training, allowances, ongoing expenses, costs of administering and resourcing, maintenance of equipment and resources he/she uses, worker’s compensation and other insurance, leave bonuses, long-service leave, sick pay, special leave, etc. The list, depending on the person, the organization, and other variables such as union support and workplace or productivity bargaining, could go on. This means that on an average wage, each employee can cost an organization double his/her wages, OR UPWARDS OF $60,000, PER ANNUM over and above his/her wages.

This is a lot of money in anyone’s language. If these figures are correct, and a lot of experts tend to think that they are, then each person costs his/her organization at least twice as much as he/she is being paid just for being there. No wonder some people view "downsizing" as the only way to save money when economic times are tough.

from Competency-Based Training by Phil Rutherford

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You can put the Training Systems, Inc. web site on your Windows taskbar! Just right click a blank area of your taskbar and select Toolbars/New Toolbar from the drop down menu. In the new Toolbar box, enter It’s that simple! Then you can have immediate access to great recruiting, inspiring, training & retaining tips, ideas & resources!




September 20-22, 2000 ASTD TechKnowledge 2000 in Indianapolis, IN. Call 800-628-2783 or visit for information.

September 25-27, 2000 OnLine Learning 2000 Conference and Exposition at Denver Convention Complex in Denver, CO. Call Kim Grant at 612-340-4981 or visit for more information.

October 2-6, 2000 The Basics of Human Resources Management at the University  of Wisconsin Center for Continuing Education in Milwaukee, WI. Ca. ll 800-222-3623 for information.

January 3-6, 2001 Learning Brain Expo 2001 in San Diego, CA. Visit for information.


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