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Doug Ducey, President and CEO, Cold Stone Creamery
Projected 2004 employee growth: + 11,725
I think ice cream is recession-proof. I used to sell beer for
Anheuser-Busch, and we had a saying: "When the economy is good, the beer
business is good; when the economy is bad, the beer business is better." I
think some of those same ideas apply to Cold Stone in tough times. It's a
comfort food. It's something that's affordable, and it's something that gets
back to family and simplicity.
Our franchisees opened up 228 new stores last year. And they'll open 469 more
this year. Every time a store opens, in addition to a franchisee being in
business for themselves, there's somewhere between 15 and 35 crew members they
need to hire. When we originally set our vision in August of 1999, we said we
will have 1,000 profitable stores operating by December 31, 2004. At the time,
we had 74 stores up and running. We set out that big hairy audacious goal of
1,000 profitable stores, and amazingly, as of December 31 of this year, we
will meet it.
We believe the principles of really getting the right people on this
team--not only at headquarters but also inside the stores--got us to that
goal. For example, we don't interview our crew members; we audition them. It
takes a certain level of energy, enthusiasm, and outgoing personality to
create this ultimate ice-cream experience. We bring in five, six, seven people
at a time and audition them for jobs. And you quickly learn which ones do or
do not have the personality, charisma, and can-do attitude to work in a Cold
Wolfgang Hultner, CEO, The Americas, Mandarin Oriental Hotel Group
San Francisco, California
Projected 2004 employee growth: + 500
When our current CEO Edouard Ettedgui came on board five years ago, he had
a vision to move beyond our presence in Asia and our one hotel in San
Francisco. He said it was time to become a global company, but not just by
sticking flags around the world in various cities. But really by getting
specific, key destinations throughout the world where we could find the right
people and go slowly. We are still a relatively small company with 19 hotels.
He asked me to give him three cities where I thought we should be in North
America. I said, New York, New York, New York. So of course, we started with
New York and we have two hotels there, The Mark and the Mandarin Oriental. The
number of people on staff all depends on hotel occupancy as well as how many
amenities we have, such as food and drink outlets and spas. For example, the
Mandarin that opened last fall in New York hired 400 people.
We then came up with Washington, which opened this spring; Boston, breaking
ground this summer; and L.A., which we're still working on.
The hotel business, like others, is cyclical, with the cycle lasting anywhere
between four and seven years. You want to build hotels when the cycle is a
little bit down. To build in the downtime is good for a number of reasons.
Number one, construction costs are normally 20% to 25% lower than at the
height of the market. Two, it's easier to find a good staff, and today in the
hotel business, it's all about finding the right staff. By the time the hotel
opens--and most hotels take between three and five years from the time you
sign a contract to the day the doors open--hopefully you are out of the cycle
and ready for some good news.
Adapted from Fast Company, May 2004.
...and Look Who’s Applying
...beleaguered employees who’ve held onto their jobs but feel overworked and
underpaid. Some are beginning to lay plans for an escape. in the first quarter
of 2004, 4.2 million people posted their resumes on Monster, the online job
board, up 44% from a year earlier; this year “confidential” postings (usually
made by people trying to hide job hunting from their boss) are up 13%. “People
are very loosely tethered to their laptops, and at any moment, with the right
phone call, they could be lured away,” says Sibson Consulting’s Peter LeBlanc,
who expects turnover rates to double in the next 12 months.
That’s largely because companies spent the past few years squeezing more and
more work out of ever-smaller staffs, and many workers aren’t happy about it.
That’s causing even idyllic-sounding employers to pay more attention to
● At Orvis headquarters in Manchester, VT, the staff of 200 routinely
fishes, hikes, or gather wild mushrooms during lunch; hardly anyone works
past 5:30 p.m. Yet HR Chief Mary Cheddie has asked supervisors to watch for
employees who seem overworked or bored or ready for a change.
● Earlier this month, Procter & Gamble announced a one-time bonus of 2
extra days of vacation (or the equivalent in cash) to every worker.
● It’s time to return to more “differentiated” compensation schemes, where
star performers reap far bigger raises. But some workplace experts say
money isn’t the only effective salve, especially for a work force traumatized
by the long hours of the pat few years.
● Work-family expert Amy Richman sees more companies taking steps to relieve
weary workers by hiring more hands or rethinking processes to eliminate
time wasters. With support from bosses, she says, “there are things people
can do to manage workload better.”
Some pros wonder whether any of these strategies will keep workers onboard.
Wharton professor Peter Cappelli, who’s studied attitudes among New Economy
workers, says people couldn’t help but notice that “employers cut employees
faster and harder (during the recession) than during any previous one.” As
conditions improve, why should employees feel loyal to bosses who ruthlessly
swung the ax? Sure, the boss may give better raises or more “attaboys” to try
to make up — but like a spurned lover, employees remember the mistreatment,
and they’re unlikely to forgive and forget. “It’s like being in a bad
relationship,” says Manhattan recruiter Sunny Bates. “People are saying, “I
just want out. I want to start over.”
Adapted from Newsweek, May 24, 2004.
PLAN YOUR RETENTION OF WORKERS TO YOUR RECRUITING!
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* Sprocketeer Speedometer wearers
* Avcenter Inc. staff and customers
For Those Who Enjoy Language (or severe distortions thereof)
* Those who jump off a bridge in Paris are in Seine.
* A backward poet writes inverse.
* A man's home is his castle, in a manor of speaking.
* Dijon vu - the same mustard as before.
* Practice safe eating - always use condiments.
* Shotgun wedding: A case of wife or death.
* A man takes a mistress just to break the monogamy.
* A hangover is the wrath of grapes.
* Dancing cheek-to-cheek is really a form of floor play.
* Does the name Pavlov ring a bell?
* Condoms should be used on every conceivable occasion.
* Reading while sunbathing makes you well red.
* When two egotists meet, it's an I for an I.
* A bicycle can't stand on its own because it is two tired.
* What's the definition of a will? (It's a dead giveaway.)
* In democracy your vote counts. In feudalism your count votes.
* A chicken crossing the road is poultry in motion.
* If you don't pay your exorcist, you get repossessed.
* When a clock is hungry, it goes back four seconds.
* The man who fell into an upholstery machine is fully recovered.
* You feel stuck with your debt if you can't budge it.
* A lot of money is tainted - It taint yours and it taint mine.
* A boiled egg in the morning is hard to beat.
* He had a photographic memory that was never developed.
* A plateau is a high form of flattery.
* Those who get too big for their britches will be exposed in the end.
* Once you've seen one shopping center, you've seen a mall.
* Bakers trade bread recipes on a knead-to-know basis.
* Santa's helpers are subordinate clauses.
* Acupuncture is a jab well done
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* Julie Raque (TRAINING SYSTEMS,
is editing the book she’s writing) writes: “THANK YOU SO MUCH for the
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little note you included!!! To have an editor who supports and believes in the
author as much as you do IS PRICELESS!”
The Best Places to Work – The Leaders Make Them So
The 50 Best Christian Places to Work were just named. Congratulations to
employers and their happy employees!
What do the leaders of these workplaces have in common?
Best Christian Workplace Institute has identified 4 key success factors.
An Environment of Trust
Organizations with a climate of trust cultivate it by practicing:
Openness and honesty.
Caring for employees.
Taking Time to Manage Well
Top performers in the survey demonstrate a universal truth: that good
management requires focus and intentionality—it doesn’t just happen. Some
common ways in which leaders at these organizations manage well are by:
Ensuring a high level of trust.
Demonstrating fairness and accountability.
Building strong teams.
Sharing Organizational Power
Sharing power allows employees freedom and flexibility in their jobs,
whether that means the power to make appropriate decisions on their own, or
the ability to change their work time to suit their lifestyle. Despite the
fact that employees appreciate and desire this flexibility, Christian
organizations have remained slow to respond. Christian Management
Association president John Pearson says, “For an organization to have a
culture of freedom and flexibility, it has to make it a core value, owned
first and foremost by the leaders. Then they have to be willing to practice
it with those who report to them. But I don’t think leaders understand yet
how much employees appreciate a flexible work environment.” The best
Act on employee suggestions.
Involve employees in decisions affecting them.
Explain the reasons behind major decisions.
Encourage experimentation and innovation.
The Right People in the Right Positions
In his book Good to Great, Jim Collins says that getting the right people on
the bus and getting them in the right seat was the most significant
conclusion as to how to become a great company. Even though the apostle Paul
laid out this principle 2,000 years ago in Romans 12:6 (“And since we have
gifts that differ according to the grace given to us, let each exercise them
accordingly….”), the publication of Collins’ book has had a huge impact on
Christian ministries as many organizations rediscover this truth and
incorporate it as one of their principal management tenets. But even though
many organizations realize the importance of this concept, properly
implementing it is another story. There are many tools available to assess
the gifts or interests of employees. They’re usually useful, but one common
factor we’ve found with the best places to work is management’s wisdom,
experience, and talent to put people in the right job. Moreover, paying
close attention to the process of:
Recruiting and hiring the right people.
Basing promotions on performance.
Retaining the right employees.
The bottom line is that the best places to work have managers who care about
their people, who put the time, energy, and resources into building
managing well, sharing power with employees, and getting the right people in
the right positions. Side Benefit: finally — a key finding emerging from the
survey is the strong correlation between employee satisfaction and an
How many of the above can you check off?
About the survey: The Best Christian Places to Work is a nationwide annual
employee survey conducted by Christianity Today and Best Christian
Workplaces Institute to determine, recognize and celebrate Christian
organizations which are the best stewards of their human resources. A high
percentage of employees from each participating organization are asked to
complete a survey consisting of 50 multiple choice questions, eight
demographic questions, up to 5 questions selected by the organization, and 3
open-ended questions. In addition, each organization completes a profile
that reflects its human resources practices. Early registration for the 2005
survey is now open at http://www.bcwinstitute.com. The survey is scheduled
to begin in mid-October and run through the end of November 2004. At the end
of the survey, each participating organization receives an in-depth report
of its survey results.
Adapted from Christian Management Report, June 2004.
People Learn From Experience: Here Are the Key Factors in That
Ten years of research at the Center for Creative Leadership has demonstrated
that successful and effective leaders develop critical skills from their
experiences in the workplace. Effective senior managers learn much of what
they need to know through mastering challenging work situations — for example,
managing turnarounds and start-ups, participating in important projects, and
making successful transitions into major new roles with increased
accountability and responsibility.
FACT: individuals learn from experience. So, what are the key factors in that
learning? There are at least 3:
willingness to take the opportunity
The organization provides the opportunity. The individual must be willing to
take advantage of the opportunity and there must be a variety of strategies
Some people may be more willing to take on new challenges than others because
of upbringing, education, and life history. Effective learners have clear
strategies for managing their fears about doing something new, different, or
unfamiliar. They are not embarrassed to say, "I don’t know.” They accept a
challenge, even if their palms are sweating and their hearts are pounding.
Some people have many ways to learn and some people are limited in how they
learn — even in how they think about learning, because of personality and ways
of thinking about things. For example, a person who likes to figure things out
by himself or herself. The person likes to be alone, think about what to do,
and then do it. If this person is offered the opportunity to work on a new
project as part of a team, he or she may turn it down. Such a person must
develop some new tactics for learning from others in order to succeed on a
team. Imagine another person who has been very successful learning through
trial and error. He or she may misuse an opportunity to work on the strategic
planning group because of their concern for working at the pace of others and
having to listen to a bunch of data and processes before doing.
Every time a person avoids a task or fails to consider how to best go about
learning from the task, an opportunity to learn is lost. How you learn
influences what you are willing to try to learn and your probability of
success. Fortunately, you can improve your ability to learn from experience;
the 1st step is to understand how you learn.
Personality and information-processing style influence how an individual
prefers to learn. Versatile learners understand their preferences, and have
worked to adopt other learning tactics that do not come naturally. These
people learn more than individuals who approach every event or task in the
same fashion. The Learning Tactics Inventory is designed to help people
recognize their current learning preferences so that they can expand from
People learn from experience in one of 4 ways: Action, Thinking, Feeling, and
Accessing Others. The most versatile learners use all 4 tactics:
Action. These learners believe the best way to learn is by direct experience
— to jump in and see what happens. They do not feel compelled to gather data
first nor to solicit buy-in from all of the people involved.
Thinking. These learners reflect on the past and imagine the possible
outcomes for the future. They draw on their own inner resources in a somewhat
Feeling. These learners are able to recognize when they are anxious or
uncertain about engaging in new challenges and employ tactics to help them
manage the psychological discomfort that occurs from “knowing they don’t
Accessing Others. These learners, faced with a novel situation, seek advice,
example, support, or instruction from others who may have been in a similar
The Learning Tactics Inventory shows the learner the tactics that they report using most often when faced
with a challenging situation. If they are using only one or two tactics, it is
possible that they are overusing or misusing these tactics. Or they may be
avoiding situations in which other tactics are called for.
On the other hand, if they find that they do use all of the tactics, it is
likely that they are willing and able to learn from a wide variety of
challenging situations and that they are quite proficient at learning from
Adapted from The Learning Tactics Inventory.
How Org Charts Lie
It has taken us years, and I think we are still not sure if we
are getting things right even after substantial re-engineering
projects, a move to teams, new HR practices, two acquisitions, and a
ton invested in technology. By now we should have reduced costs and
created a more nimble company without a focus on hierarchy or
fiefdoms. But it's tough to ensure that this is really happening.
Most of us in this room have thousands of people we are accountable
for stretched across the globe. It's impossible to manage or even
know what's going on in the depths of the organization. I mean, each
of us can fool ourselves into thinking we're smart and running a
tight ship. But really the best we can do is create a context and
hope that things emerge in a positive way, and this is tough because
you can't really see the impact your decisions have on people. So
you just kind of hope what you want to happen is happening and then
sound confident when telling others.
— Executive Vice President, Commercial Lending
This executive's frustration likely resonates with your own experience.
Whether as a manager in charge of a department or as a member embedded in
one, we are all dramatically affected by information flow and webs of
relationships within social networks. These networks often are not depicted
on any formal chart, but they are intricately intertwined with an
organization's performance, the way it develops and executes strategy, and
its ability to innovate. For most of us, networks also have a great deal to
do with our personal productivity, learning, and career success.
Yet it's not always easy to know what is going on in these large,
distributed, and seemingly invisible groups. Reflect for a moment on the
network of relationships among the people you work with. You can probably
describe your close relationships accurately, but studies show that as you
move beyond your immediate circle, your accuracy begins to fall off. Given
the importance of networks, this lack of understanding can have substantial
implications for individual and organizational performance.
Network analysis reveals patterns in specific functions, divisions, or
Consider a small network of employees in the exploration and production
division of a petroleum organization. This division was in the midst of
implementing a distributed technology to help transfer best practices across
drilling initiatives, and the managers were also interested in assessing the
ability of the division to create and share knowledge. To help with these
efforts, a social network analysis among the division's top executives was
conducted. The results — a striking contrast between the group's formal (org
chart) and informal structures.
The social network analysis identified 3 important things:
Midlevel managers critical for information
flow whom leaders had not anticipated would be so important. A particular surprise came from the
crucial role played by an overall information flow both within the group and
between members of the production division and the rest of the network. One
manager's reputation for expertise and responsiveness had resulted in his
becoming a critical source of all kinds of information. However, the number
of requests he received and projects he was involved in had become
excessive, not only causing him stress but also often slowing the entire
group. Through no fault of his own, he had become a bottleneck.
The extent to which the entire network was
disproportionately reliant on that same manager. If he were hired away, the company would lose both his
knowledge and the relationships he had established, and in many ways these
relationships were holding the network together. People would have to
scramble to establish informational relationships, and the group's
performance would suffer. As a result of the analysis, the organization
decided to categorize the requests that he had received and then allocate
some of these domains to other managers. This simple solution unburdened him
and made the overall network more responsive and robust.
Peripheral people were identified who
represented untapped expertise. In
particular, many of the senior people had become too removed from the
group's day-to-day operations. This is common. As people move higher within
an organization, their work begins to entail more administrative tasks,
making them both less accessible and less knowledgeable about the work of
their staff. For example, the most senior person was one of the most
peripheral, and his lack of responsiveness often held back the entire
network when important decisions needed to be made. The social network
analysis helped turn what could have been a difficult confrontation with
this executive into a constructive discussion, which led him to commit more
of his time to the group. The analysis also demonstrated the extent to which
the production division had become separated from the overall network.
Several months before the analysis, this division had been moved to a
different floor. After reviewing the network diagram, the executives
realized that this physical separation had resulted in fewer serendipitous
hallway meetings. Because this lack of communication had driven a series of
recent operational problems, they decided to introduce more structured
meetings to compensate for this loss.
The power of a social network perspective
The results of this organization's social network analysis are fairly
typical. Even in small, contained groups, staff are often surprised by
patterns of collaboration that are quite different from their beliefs and
from the formal organization chart. Getting an accurate view of a network
helps with managerial decision making and informs targeted efforts to
promote effective collaboration. Rather than leave the inner workings of a
network to chance, managers can use the insights of a social network
analysis to address critical disconnects or rigidities in networks and
create a sense-and-respond capability deep within the organization.
Common Social Network Analysis Applications
Supporting partnerships and alliances
Assessing strategy execution
Improving strategic decision making in top leadership networks
Integrating networks across core processes
Ensuring integration post-merger or large-scale change
Developing communities of practice
Adapted from Working Knowledge, June 7, 2004, a Harvard Business School
electronic publication, Understanding How Work Really Gets Done in
Organizations, by Rob Cross and Andrew Parker.
The Hidden Power of Social Networks:
Understanding How Work Really Gets Done in Organizations, by Rob
Cross and Andrew Parker
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TO DO THIS MONTH/CONFERENCES TO
WAYS TO VOLUNTEER & GIVE
National Ice Cream Month
National Picnic Month
July 4-10–Freedom Week
July 25-31–Salad Week
July 7–Chocolate Day
July 8–Be a Kid Day
July 11–Cheer Up Day
July 12–Simplicity Day
July 13–Puzzle Day
July 16–Talk to a Telemarketer Day
July 17–Wrong Way Corrigan Day
July 25–Act Like a Caveman Day
July 25–Christmas in July!
July 28–Accountant’s Day
July 30–System Administrator Appreciation & Cheesecake Day (Buy your system
administrator some cheesecake!)
July 31–Patent Day
July 19-21, 2004
SHRM 2004 Spring Seminar Series, HR Generalist Certificate Program, Cleveland,
Meeting Professionals International World Education Congress, Denver, CO,
July 28-29, 2004
Excellence in Government Conference, Washington Convention Center, Washington,
August 14-17, 2004
American Society of Association Executives Annual Meeting and Exposition,
Minneapolis, MN, http://www.asae.org
September 8-9, 2004
HSMAI’s 15th Annual Affordable Meetings National Conference & Exposition,
Washington Convention Center, Washington, D.C.,
October 11-13, 2004
Training Magazine’s Annual Training Fall Conference & Expo, San Francisco,
October 13-15, 2004
HR Executive’s Technology Conference & Exposition, McCormick Place, Chicago,
October 26-29, 2004
International Coalition of Workplace Ministries (ICWM), Holiday Inn Select,
Bloomington, MN, email@example.com
October 28, 2004
3rd Annual Chicagoland Learning Leaders Conference, Hamburger University,
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