Recruit, Inspire & Retain

October 2004
 

Ideas for "Marketing" and Providing "Customer Service" to Current and Potential Employees

TRAINING SYSTEMS, INC.
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THIS ISSUE

   

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Tools: Recruit Inspire Train Retain

 

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COOL RECRUITING TIPS

How to Use Technology For Successful Interviewing

[Click to buy Interviewing Techniques for Managers]Excerpts w/permission from Interviewing Techniques for Managers, by TRAINING SYSTEMS, INC. own Carolyn B. Thompson, pp. 175-179.

What was the best thing before sliced bread?

Technology can be an incredibly useful tool. Or, it can be just a cool thing replacing traditional, face-to-face interviewing but making it more difficult to gain the information you need. Choose it to help you, not because it’s cool. There are a whole host of computerized and telephone pre-screening software programs for candidates for employment. There are software programs for discovering customers’ needs. You can build a section of your web site to get information from customers who need help with a product or service. You can also simply gain the information you need from a candidate, direct employee, customer or colleague from email, the telephone, a web cast or video tape.

Just because these tools exist – and more are being developed every day - doesn’t mean we need to use them. Your job is to gain the information you need in the fastest, most accurate manner. In the previous chapters we learned all the things we need to do to gain that information. Use that knowledge and the tips in this chapter to make decisions on when using technology will be beneficial to your particular situation. Avoid “boldly going where no man has gone before” just because it’s fun or someone asks you to.

Caution
Stick with an in person interview when –
  • It’s a complicated or sensitive issue (direct employee with an interpersonal communication problem)
  • People involved need in person in order to feel comfortable (never used technology tools before for an interview)
  • People involved need to interact with the product or service (operating a piece of equipment)
  • Double Caution – what if you need to use a technology tool because your direct employee is in another state and the cost and time involved in flying the person to you or you to them would make the problem worse? If you must use a technology tool when any of the above are true be sure to acknowledge and remove or minimize the obstacles for the person before or at the beginning of the interview.
   
How to decide when and what technology tool to use
Telephone/teleconference interviewee unable to travel because of time or cost, need real time to build rapport, you need to hear their reactions
 
Video Conference interviewee unable to travel because of time or cost, interviewee needs to see demo, you need to see their reactions, you need to hear their reactions, information too complex or detailed for verbal comm., need real time to build rapport
 
Web cast w/telephone support interviewee unable to travel because of time or cost, interviewee needs to see demo, information too complex or detailed for verbal comm., need real time to build rapport, you need to hear their reactions
 
Instant Messaging interviewee unable to travel because of time or cost, information too complex or detailed for verbal comm., need real time to build rapport, gives written documentation
 
Web cast w/o telephone support interviewee unable to travel because of time or cost, interviewee needs to see demo, information too complex or detailed for verbal comm., need real time to build rapport, gives written documentation
 
Video tape interviewee unable to travel because of time or cost, you need to see their reactions, you need to hear their reactions, you and interviewee need time to gather, organize and revise info before giving, interviewee needs to give info based on their schedule only
 
Audio tape interviewee unable to travel because of time or cost, you need to hear their reactions, you and interviewee need time to gather, organize and revise info before giving, interviewee needs to give info based on their schedule only
 
Email interviewee unable to travel because of time or cost, information too complex or detailed for verbal comm., gives written documentation, you and interviewee need time to gather, organize and revise info before giving, interviewee needs to give info based on their schedule only
 
Computer Assisted interviewee unable to travel because of time or cost, information too complex or detailed for verbal comm., gives written documentation, you and interviewee need time to gather, organize and revise info before giving, interviewee needs to give info based on their schedule only
 
   
  
**TOOL BOX**
   
  Interviewing Techniques for Managers, by TRAINING SYSTEMS, INC. Carolyn B. Thompson
   
Available at http://store.fastcommerce.com/trainingsys  (10% off by typing “RIR” in Special Instructions) Or e-mail books@trainingsys.com.
   

Tools: Recruit Inspire Train Retain

 
Recruitment, inspiration, training, and retention ideasHave a recruitment, inspiration, training, or retention idea or question? Ask by clicking the question mark, and we’ll post your idea or question (and the answer) in Answers & Ideas on Recruiting, Inspiring, Training, & Retaining Great Employees at http://www.trainingsys.com.

WHO'S WEARING FUN METERS?

 
* Friends of Tempus One & Robert Sipko
* Friends of George Drake
* Tasco Sales will give them to employees and business associates at their annual sales meeting for “25 Years Of Fun!”
* Conference Bookstore purchasers at the Oracle Applications Users Group, the IL Health Care Association and the Playing For Keeps conferences
* Staff in the Fairbanks Northstar School District
* Friends of Richard Reeder

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YOU LOVE OUR POSTERS, YOU’LL LOVE THESE...

Who Said That?

You love our quote posters, but do you know who actually uttered those quotes? The first 10 readers to email TSI@trainingsys.com with 9 out of 10 correct authors of the following quotes wins the Famous TRAINING SYSTEMS, INC. Cool Prize!

??  “10% Inspiration...90% Perspiration.”
?? “Believe in yourself and in everything you can be... not only will you be happy, but you will be able to appreciate the good qualities of the people around you.”
?? “Be the change you want to see in the world.”
?? “Be true to yourself. The rest will fall in place.”
??  “Doing the best at this moment puts you in the best place for the next moment.”
?? “Each person plays to make the other sound great. You are playing for the other.”
?? “Humor is just truth - only faster.”
?? “I don’t know the key to success, but the key to failure is to try to please everyone.”
?? “The truth of the matter is that you always know the right thing to do...The hard part is doing it!”
?? “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

 
**TOOL BOX**
   
PowerPoint screen show that features 40 humorous posters that are pre-set to work on “auto-pilot”. Makes a great “WELCOME” message or enhancement to your session break. Runs about 5 minutes, and is set to automatically recycle. You can add in your own slides. (a great place to slip in your objectives!) Get your PowerPoint screen show here!
   
BUY PACKS of inspirational posters. (Do a Product Search for POSTERS, then look for Training Room Posters (30/pack).)
   

Tools: Recruit Inspire Train Retain

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COOL CALLS

* A lot of calls during this election season from reporters seeking story info on The Leadership Genius of George W. Bush.

* Patti Huth, Illinois Association of Public Procurement Officials, Inc.: “Thank you so much for spending time with us during our fall conference. It is presentations like yours that give us a push to become better professionals. The analogies you used helped us to understand the points you were making on “Positivity”. Thank you again.”

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IDEAS TO INSPIRE

Once You Have The Right Staff – Leave ‘Em Alone to Do Their Job!

[The Leadership of George W. Bush]Excerpts with permission from The Leadership Genius of George W. Bush, by TRAINING SYSTEMS, INC. Carolyn B. Thompson & James W. Ware, paperback pp. 113, 114-116, pp. 139-140.

“I know that I cannot possibly know all the information necessary to make good decisions about all the matters that come before different agencies, boards, and commissions. I select people who are qualified, who share my conservative philosophy and approach to government, and then I expect them to make the calls as they see them.” George W. Bush

Not only does Bush have the courage to hire experts who are smarter than he is on various topics, but he has the common sense and discipline to leave them alone to do their jobs. Bush was praised widely after 9/11 for delegating the conduct and tempo of the war in Afghanistan to his military advisers and then getting out of the way. Cheney became a behind-the-scenes adviser. Powell took over as chief diplomat, and Rumsfeld led his generals over the top into battle.

Cheney, Powell, Rumsfeld and everyone else George W works with do their jobs well because Bush set it up so they can.

They understand that their job is to do their job.

They understand why they, specifically, were hired for their jobs (where they were smarter than Bush so they could guide him) –
● Karen Hughes’ has a gift for channeling Bush’s voice. She says her trademark line is that she has worked with Bush so long she can finish his sentences.

● Dick Cheney’s experience in foreign policy and Executive Branch management allow him to offer advise and counsel to Bush. He and President Bush meet every morning.

● You can see in Andy Card's ascent all the habits and practices that George W most prizes when choosing aides and advisers: the family tie, the first-term credential, complete loyalty, uncommon discretion and the diligence of a draft horse. Says Bush, "Andy Card is an experienced, low-keyed person who understands the definition of chief of staff is not junior President, but is the chief of a staff of very high-powered people whose job is to never deny access but to enhance access to me, and if there is a tie to be broken, he can break it in a good thoughtful way."

● Colin Powell is described as the ultimate staff guy. The good soldier who punched four stars in 35 years in an organization that rewards loyalty and prizes the chain of command--just like his boss, Bush. He sees himself as the one who carries out the vision, not the one who imagines it. "My job," Powell said, "is to make sure the President gets what he needs to make proper decisions.”

They do understand when to pull their boss in –
“You don’t get the President involved at the start,” says a White House official. “You set the table and insert him at key points in the process to get key things done, to make key calls to certain people to tell them that it’s time to get off the dime, time to hold hands and jump.”

They want to do their job because they’re appreciated –
As George W. Bush's chief strategist, Karl Rove is supposed to keep the President in a healthy political glow. Rove does solid PR work. No one, with the possible exception of the President himself, will be more responsible for the success or failure of Bush's presidency. So when Bush sits down with congressional leaders, he can nod at Rove and say, "You all know the Boy Genius," and they all do.

Why do they understand these things? Because Bush tells them when he’s recruiting and when they start their job. And he shows them every day after that by his actions.

You Do Have to Actually Create A Leave ‘Em Alone Environment
Our absolute favorite public address system announcement of all time -
“For those of you who will be staying with us…”. If you’ve had the pleasure of being in O’Hare International Airport at midnight on a long snowy day (your flight was scheduled to leave at 10AM), you’ve heard this wonderful announcement. When they finally give up and admit that really, no flights are leaving—an amazingly—for the hour, cheery voice comes on the PA and says, “For those of you who will be staying with us tonight, we have blankets and pillows available at the podium.” When you’ve identified your leave ‘em alone staff, you need to make an announcement about the new environment. Yes, yes, you certainly did tell them in the re-interview—or for new staff—the interview, but you’ll need to tell them that this is a “leave ‘em alone” environment again and again. It’s part of the leave ‘em alone environment – telling and reinforcing what you told. Even if you’re scared about leaving ‘em alone, you need to sound amazingly cheery. Come on, this is truly exciting. You will be able to get your work done. They will feel great about their autonomy and accomplishments - further developing their skills and worth to the organization. Just keep your eye on the prize and you’ll be motivated to keep going.

We need to align authority and responsibility. Bush tells us it’s a fundamental management principle. Set the expectation that they will have authority, and that with that authority comes responsibility.

The skill of setting expectations and measuring is nothing more than the skill of delegating. Bush delegates to the person who’s been hired because they’re the smartest in their area. He sets the vision and gives the implementation to his hand-picked team of hands-on deputies. When delegating, complete each step in this order for the greatest success – the person has the exact picture of the results you mean them to and they feel confident they can achieve the results:

1. Tell why the result is important and what skills they possess that will make them successful

2. Define the specific result(s)

3. Tell why you’re the one delegating this

4. Agree on a deadline

5. Ask for feedback - What barriers do they foresee? Be sure they have the same picture of the result as you do. Let them give you an idea of how they’ll implement it. (We know this is their job but a short description will help you be sure you’ve defined the result accurately.)

6. Set up the measurement and measurement methods together

  
 **TOOL BOX**
     
The Leadership Genius of George W. Bush: 10 Common Sense Lessons from the Commander-in-Chief (especially the chapter, “Bring in the Right People, Part Two - Leave 'Em Alone”), by Carolyn B. Thompson & James W. Ware.
     
 

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TRAIN SO THEY’LL LEARN

Designing The Learning Between the Opening & the Closing

[Click to buy Creating Highly Interactive Training Quickly & Effectively ]Excerpts with permission from Creating Highly Interactive Training Quickly & Effectively (pp. 13-16, by TRAINING SYSTEMS, INC. Carolyn B. Thompson.

In a full day of learning, you’ll have at least 15 objectives, in a half day 7 objectives, in a video 3 or 4 objectives, in 15 minutes of OJT 1 objective. You’ll need to plan the way you’ll achieve each objective. Follow the steps below:

1 Write the learning objective of each method.
2 Write an example of a real situation that has to do with the objective.
3 Using 1 + 2 + your knowledge of the Learners from the list below from which to choose, determine the best learning method to use:
 

Participative Learning Methods

Most training includes people who learn one way better than another. Because of the mixture, use a variety of learning methods to meet all their needs. (click to see list)
4 Write the introduction to the method using the ideas in the attention-getting openings section on pages 11&12. Be sure to make intros throughout the training attention-getting, so they’ll be able to leave the last thing they were working on and focus on the next one.
5 Write out instructions for the Facilitator to use to conduct each method, or if self-study book, computer/web-based training, etc., write instructions to Learner (if the method is lecture, obviously this part is a combination of instructions and the actual words to say — or the written words if self-study). Include the amount of time each method will take.
6 Write out the key processing question(s) or statement(s). This is designed to lead the Learners directly to the objective (ex.: if the objective is "Learners see that they can write a training opening and closing in 5 minutes", then the key processing questions are "How many of you are finished?" — assuming most raise their hands, then "Are you surprised?" — assuming many say yes — then, "Why could you do this in such a short time, what's different about today that allowed you to do it?"). For group training or OJT, always add potential answers for which the Facilitator should be looking.
7 Because we remember 80-90% of what we see and do and only 10-15% of what we hear, you’ll need a variety of visuals in addition to the Facilitator in group training or OJT, and the manual, video, or computer/web-based training for self-study.
8 Determine the room set-up, equipment and supplies needed.
9 Determine the number of people for which this will work best.
10 Determine how long the method will take.
   
Planning Each Participative Learning Method
1 Write the objective (what the Learners will be able to do after the training).
 
 
 
2 Write a real world example or situation that illustrates the objective.
 
 
 
 
3 Decide which Participative Method will best meet the objective.
 
 
4 Write an attention-getting introduction.
 
 
 
5 Write the instructions to complete the method.
 
 
 
6 Write key question(s) or statement(s) for processing (relate to objective).
 
 
 
 
 
 
7 Prepare any handouts and other visuals.
 
 
 
 
8 Determine room set-up, equipment and supplies.
9 Determine the number of people for which this will work best.
 
 
 
10 Determine how long the method will take.
 
 
**TOOL BOX**
    
Creating Highly Interactive Training Quickly & Effectively, by TRAINING SYSTEMS, INC. Carolyn B. Thompson.

(10% off by typing “RIR” in Special Instructions) Or e-mail books@trainingsys.com.

 

Tools: Recruit Inspire Train Retain

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RETAIN THE BEST

Your Role As A Manager Is To Support Each Employee So They Can Succeed

[Click to buy Straight Talk for Employers]Excerpts with permission from Straight Talk for Employers: Recruit, Inspire & Retain Great Employees (2 cassette tape set) by TRAINING SYSTEMS, INC. Carolyn B. Thompson.

Your role as coach is to support each employee to succeed - when they succeed you succeed. I hear lots of managers say "Every morning there's a line outside my door. I don't have time to work with all those employees!" Excuse me, but that is your job! Find more time by helping your employees empower themselves. Then they need you for support and guidance, not approval. Let employees do the work!

At an Inc. 500 conference many attendees said they were so frustrated with managing that they wished they could figure out how to run their companies without employees. Why are they frustrated? - because they are doing just that, trying to manage people. Why not create an environment where people can manage themselves allowing you to have the time to guide and support them? A much easier and more realistic role!

The success and survival of yourself and your organization depend on your ability to help employees become and act empowered. To do business these days it is essential to keep working for constant improvement and time savings (and we will continue to have less and less people to do the work). This means that everybody in the organization has to be thinking every day about ways to make the business better in quality, output, costs, sales, service and customer satisfaction. More and more in the coming years, the successful organizations will be the ones best able to apply the creative energy of individuals toward constant improvement. Yet, this can't be imposed upon people, it has to come from each individual. The only way to do this is to create an environment where the individuals can empower themselves daily!

If you have as much sense as a goose you already know how to create this empowerment. For those of you who aren't sure if you have goose sense - this Spring when you look up and notice the geese heading back North for the Summer, you may wonder why they fly in "V" formation. You might be interested in knowing just what scientists have discovered, that as each bird flaps its wings, it creates an uplift for the bird immediately following it. By flying in "V" formation, the entire flock will add at least a 71% greater flying range than if each bird were flying on it's own.

Basic Truth #1 - People who share a common direction and sense of community can arrive at their destination remarkably quicker and easier because they will be traveling on the trust of one another. Whenever a goose falls out of formation, it suddenly feels the drag and the resistance of trying to go it alone and it quickly returns to the formation, taking advantage of the lifting power of the bird flying immediately in front of it.

Basic Truth #2 - If we have as much sense as a goose, we will continue in formation with those that are headed in the same direction as we are. When the lead goose tires, he will rotate to the back, allowing another goose, more capable of handling the current task, to fly the lead position.

Basic Truth #3 - Whether people or geese fly North, it will pay to allow the person most qualified to do the job to do it - and that's rarely the person titled Boss. The Boss should be used to guide and support, that's their job, not to do the work that the employee is best suited for! Geese will honk from behind encouraging those up front to keep up their speed.

Basic Truth #4 - We want to encourage those up front - our staff and co-workers - but at the same time, we need to be careful what we say when we "honk" at them from behind. When a goose is sick or wounded from a gunshot and falls out of formation, two geese fall out of formation and follow him down to help and protect him. They will remain with him until he is either able to fly or until he is dead. They will then launch out on their own or with another formation to catch up with their own group.

Final Truth - If we have the sense of a goose, we will support one another similar to the way geese support each other.

So get rid of the idea that our job as managers is to move paper around, do projects and manage people in our spare time. Our job all the time is to act like geese and help others act like geese. The way to do this is:

* Empower yourself - it’s hard to encourage others to take responsibility, solve problems, come up with ideas and get the job done if you're not empowered. Set a great example.

* Set a clear agenda and expectation for empowerment - tell employees at every opportunity you get that their job is to get the job done (when delegating a project - and do delegate them all so you can guide and support, during performance appraisal, when interviewing a candidate, when hiring, when training, when writing your employee handbook).

* Assess your employees’ assets and help them learn any skills they'll need in order to work independently - they'll need to be able to problem solve, communicate with everyone at every level, manage time individually and as a group, give constructive feedback to you and their co-workers, and know how the business operates.

* If you truly want employees to behave empowered, you have to go along with the ideas they come up with - the training just mentioned goes a long way to ensuring that they're not far afield, just different than the way you'd have gotten there. The belief that they are truly in charge of their work is essential to them doing it at the quality and quantity you need. If they do something that doesn't work you need to guide and support them (not do it yourself) so they can fix it. If they do something you don't like but the quality and quantity matches the expectation you have to leave it alone!

* Focus on hard results and leave the how to's to the staff - in order to feel empowered you have to know what's expected of you. So often managers think that empowered means giving all power to your employees, giving up all authority, letting them do their own thing. In order to really feel that you can do the job (confidence, comfort), you not only have to have the skills and the expectation that you are to complete this independently but you have to be clear what the "this" is - what should it look like when it's done. You have to know the outcome in order to get there!

Let people do the work they're best at, give the space, the training and the expectations to do so and spend your time guiding and supporting them in their work!
 

  
**TOOL BOX**
   

Straight Talk for Employers: Recruit, Inspire & Retain Great Employees (2 cassette tape set) by TRAINING SYSTEMS, INC.Carolyn B. Thompson.

(10% off by typing “RIR” in Special Instructions) Or e-mail books@trainingsys.com.  

   

Tools: Recruit Inspire Train Retain

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Buy The Leadership Genius of George W. Bush: 10 Common Sense Lessons from the Commander-in-Chief from our online TRAINING SYSTEMS, INC. catalog or by E-mailing or calling 800-469-3560.

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Recruitment, inspiration, training, and retention ideasHave a recruitment, inspiration, training, or retention idea or question? Ask by clicking the question mark, and we’ll post your idea or question (and the answer) in Answers & Ideas on Recruiting, Inspiring, Training, & Retaining Great Employees at http://www.trainingsys.com.

THINGS TO DO THIS MONTH/CONFERENCES TO ATTEND/
WAYS TO VOLUNTEER & GIVE

 

OCTOBER
National Breast Cancer Awareness Month
Cookie Month
Family History Month
Pizza Month
Sarcastics Awareness Month (beware of “sarchasm”: the gulf between one being sarcastic and one not getting it)

October 18: Chocolate Cupcake & Boost Your Brain Day
October 19: Look Back On Your Life & Change Your Life Day
October 20: National Disability Mentoring Day
October 23: Make A Difference Day, http://www.makeadifferenceday.com 
October 24: International Forgiveness & Take Back Your Time Day (forgive someone for wasting your time today)
October 28: Chocolate Day (this should be a week, at least)
November 1: Internet Security Day
November 2: Vote!

Questionmark Breakfast Briefings (FREE!)
Learn to get the most from your online tests, quizzes & surveys. To register, email TRAINING SYSTEMS, INC. (distributor of QuestionMark), TSI@trainingsys.com 
October 19, New York, NY
October 21, Cambridge, MA
November 3, San Antonio, TX
November 4, Oak Brook, IL

October 25-27, 2004
SHRM Workplace Diversity Conference & Exposition, Chicago, IL, http://www.shrm.org/conference/diversity 

October 21-23, 2004
Path Training Sessions, with Laurie Beth Jones, Phoenix Hospitality Center, Phoenix, AZ, 915-541-6033

October 24-26, 2004
HR.com's 3rd Annual Power of People Event, Phoenix, AZ, (877) 472-6648, www.hr.com/events/gala/

October 26-29, 2004
International Coalition of Workplace Ministries (ICWM), Holiday Inn Select, Bloomington, MN, joey@marketplaceleaders.org 

October 27-31, 2004
International Career Development Conference, Sacramento Convention Center, Sacramento, CA, http://www.careerccc.com 

October 28, 2004
3rd Annual Chicagoland Learning Leaders Conference, Hamburger University, http://Chicagoland.ExecutiveLearningExchange.com 

November 6, 2004
Berrett-Koehler Conference: Making A Difference, Billy Graham Civic Auditorium, San Francisco, CA, http://www.bkconnection.com 

November 15-18, 2004
IQPC’s Corporate University Week 2004: Driving Business Strategy Through Learning, Disney’s Yacht & Beach Club, Orlando, FL, http://www.cuweek.com 

December 1-3, 2004
IAEM’s Annual Meeting & Exhibition, San Antonio, TX, http://www.iaem.org

January 5-8, 2005
The Special Event Conference Trade Show, Miami Beach Convention Center, Miami Beach, FL, http://wwwthespecialeventshow.com

VOLUNTEERING & GIVING

Encourage People to Vote
Send 5 friends an e-mail from “Women’s Voices, Women Vote” reminding them to vote in the upcoming election, http://www.v.org 

Free Books for Needy Kids
First Book provides free new books to children in need – 20 million books in the past 3 years, http://www.firstbook.org 

Get a New Home for Your Old Stuff
http://www.freecycle.org
http://www.excessaccess.org

Send a Teen in Need to College
EasySpirit Freedom Walk, held in 9 cities from September to November. Proceeds will go to your local chapter of Scholarship America, http://www.walkforeducation.org

Vacations That Change Lives
Get the book, Volunteer Vacations: Short-Term Adventures That Will Benefit You and Others, which lists 250 organizations as resources for planning your trip.

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