Recruiting Is A Process – Not An Event!
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* Carolyn B. Thompson, President of TRAINING SYSTEMS, INC., was interviewed for the article, Team Building, in the July 2004 Meetings West magazine.
* Scott Baxter, Page Employment, while reading Interviewing
Techniques For Managers, remarked:
Carolyn emailed back: “One of the cool things about all the styles
that the psychologists have developed is that they do correlate. It makes it
easy to understand various types of behavior – since each was developed for a
slightly different reason. I like the idea of correlating with facial
expressions but my experience of the styles used in the book is a bit
different than what you listed. Of course, this is not scientific but I’d say:
Scott emailed back: “I will need to pull out the profile questions used in the seminar and the descriptions of each of the four types and compare them to those in your book. During the seminar, there was no doubt that I am a Focuser, but now you have raised doubts in my mind about whether I am Analytical or a Driver. In any event, you may certainly use my name and comments in your newsletter and please add me to your mailing list. By tomorrow, I should send to you the information I had from the seminar so that you can better compare what may be two similar, but not identical, methods of identifying communications styles. The seminar leader mentioned the Golden Rule and how it does not apply to communications, but did not introduce the Platinum Rule, at least not with that name. He did make it clear that it is important not that you treat me as you would want to be treated, but that you do it as I would want you to. My brother (also in this business) and I were talking about this yesterday and he is one of those grab them around the shoulders, shake their hands for five minutes, really chummy type of person, while I am more the "touch me and you die." As I showed him your book and explained the Platinum Rule, he quickly understood the need to better understand where a person stands before letting his normal behavior kill all prospects of effective communication.”
Thanks, Scott, for additional ideas on how to recognize the best way to communicate with a person.
Using Stories to Make Connections
Remember our last article on corporate storytelling Learning From Stories? Here, thanks to our reader George Buck’s suggestion are even more ways to inspire using the vehicle of stories:
One of the key benefits of storytelling is that stories enable us to form connections on a deeper level than we normally do in this fast-paced, "don't have time, gotta do this now" world. In addition to data such as spouses and children's names, the town/community in which they live and their personality traits, do you know what motivates the people you work with? Do you know what they value most? Are you aware of experiences they have had that have made a significant impact on their lives?
When you listen to stories of people’s life experiences, you connect on a deeper, more meaningful level — and the results are powerful. The people throughout your organization work together better, become truly committed to one another, and are able, in turn, to serve your customers more effectively.
Wyeth Corporation has made storytelling an integral part of The Co. Executive Leadership Development Program. The impact of having their leaders share personal stories with one another has been overwhelmingly positive and helped to fuel constructive dialogue among teams about values, principles, and share vision." Tim Fidler, executive director of Leadership Development at Wyeth reported, "Having Wyeth leaders share their stories with their teams adds an entirely new dimension to Wyeth's vision and values."
In addition to making great connections through the stories, they learned the art of storytelling. Now, instead of lecturing their employees, leaders became storytellers and coaches, and people throughout the organization became more open with one another.
From “connecting Corporate Executives Through Personal Leadership Stories”, Clark & Company 1991
Want the Benefits But Concerned Your Staff Won’t Be Comfortable
Telling Their Own Stories?
How to Decide Which Training Vendor You Need
Steve Todd, Sr. Manager, Sales Training & Development, created an easy to implement system for wading through the glut of training companies:
So I’m sitting in my office one day last spring, minding my own business, when the phone rings. It’s a training vendor. We chat for a moment, I ask him to send me a package, and I wish him a hurried goodbye as my second line rings. It’s another vendor. This one gives me a decent pitch and I ask her to send me a package. I have to wish her another hurried goodbye because my first line is now ringing. Another vendor. What’s going on here?
The list of training providers is long. So long, in fact, that it can be paralyzing to find the best one. Over the past year, my colleagues and I have received hundreds of phone calls from training and consulting companies who claim they have the best solution. Answering these calls is time consuming and often doesn’t help us achieve our objectives.
We decided it was time to come up with a system for screening such
solicitations. But first, we had to determine three things:
My six colleagues and I locked ourselves in a small, poorly ventilated, windowless room, which provided us with the motivation to get all of the ideas quickly on the board. We brought our annual and three-year brand plans as references and began throwing out ideas. We asked ourselves questions such as:
What training do we need for each brand?
The room was getting hot, so we broke to allow fresh air to circulate. After 15 minutes, we came back refreshed and began a collegial debate. We soon reached a consensus and drafted a list of priorities, which we then used to develop a methodology to vet a list of 70 vendors whose names and e-mail addresses we had accumulated.
Here’s our four-step process:
EVALUATE THE SURVEYS. Did the providers clearly demonstrate in written form their ability to meet those needs? If not, there was no need for further consideration. We eliminated 80% of the providers through this step alone!
FOLLOW UP. Of those who appeared to meet our needs, we called each and discussed their responses in more detail, looking to confirm that they could clearly articulate how they met those needs as stated in the survey. We eliminated another 8% this way.
SOLICIT PRESENTATIONS. Those who could clearly and convincingly articulate their successes were invited to present their capabilities. We coached them on what need they were to address and the audience that would be participating.
Based on the presentations, we established a list of eight approved vendors, now posted on our internal Web site. We have a clear idea of their capabilities and are in the process of determining which to use and for what projects.
From this point, it will be up to each of us to make the decision based on scope, cost, and our ability to partner with those on our list.
Now we have partners who have demonstrated that their capabilities correspond to our needs, and we will be able to follow similar steps for our future initiatives.
From Sales & Marketing Management magazine, 12/03
“Pounding Down” Your Employees’ & Your Costs For Health Insurance
At VSM Abrasives, an industrial sandpaper maker in O’Fallon, MO, the talk at the water coolers this last year hasn’t been about politics or favorite sitcoms. It’s been whether Gone in 60 Days would beat out the Lightweights and Johnny Craig for most pounds lost.
As a way to encourage health and productivity and reduce
health-insurance costs, VSM launched a companywide contest in the spring of
2002 called “Get Healthy for Life”, designed to motivate employees to slim
down and shape up. Of the company’s 135 employees, 100 signed up to join
“The team concept was the biggest motivator,” says Karen Gailey, VSM’s marketing assistant who helped run the contest. “If you didn’t lose your five, you’d bring the whole team down.”
As it was, the Five Fat Sensitive Men took the prize, at 113 lbs., and won $100 and a day off with pay for each team member.
With obesity costing American companies about $12.7 billion a year in lost productivity and medical expenses, according to the Centers for Disease Control and Prevention, many companies are starting similar-type programs to combat the problem.
VSM’s program is so popular, it’s become a regular feature, with employees now weighing in each quarter and earning $25 and a day off with pay for simply keeping off the weight they initially lost.
From Human Resource Executive magazine.
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