Inspire & Retain
for "Marketing" and Providing "Customer Service" to Current and Potential Employees
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Seek applicants all the time, not just when you have an opening!
Your company can grow and prosper with
the right employees without spending a ton on recruiting costs. To do this, you'll
need a Recruitment Plan -- just like a marketing plan--but this is marketing to
potential employees! The first step in developing and using a Recruitment Plan
is to target your market (applicants). Ask and record the answers
(involve as many of your current employees as possible to get the best results)
to the following questions:
* What are our company/department objectives for the year? This is your mission statement or a paraphrase of it.
* What makes us attractive to potential employees? Ask your employees the following questions to stimulate the discussion: "Why
would someone want to work here?" "Why did you come to work here?"
"Why do you stay?"
* Who are our potential employees? Based on all you now know about the employees you need-- are they new to
the workforce, retired, students, veterans, people with disabilities, teachers,
salespeople, accountants? Think about what walks of life your successful
employees have come from.
Once you identify who your potential
employees are, ask: "Where would we find them?"
* What do the employees we need value and need? Ask your current employees what's important to them about their position
and what is important to them about working for your company. It's likely to be
the same things that'll be important to the employees you're seeking to hire.
* What are 10 benefits to them of working with us? When your employees talk about "work" with potential employees,
they should have an inventory of things to discuss beyond whether they like it
* Who is our competition for the kind of employees we need? You have competition from companies who have proactive employee
recruiting programs. Because everyone should be involved in recruiting new
employees, all of your existing employees should know who the competition is and
what they do well to attract employees. Learn from your competition.
REMEMBER: to grow
your company and be successful, you need to seek the employees you need all the
time, not just when you have an opening!
- Straight Talk for Employers: How to Recruit, Inspire &
Retain Great Employees (audio tape set), by Carolyn B.
Thompson, President of TRAINING
- "Get the Best", by TRAINING
SYSTEMS, INC. own Cathy Fyock.
Both available at http://store.fastcommerce.com/trainingsys
(10% off by
typing “RIR” in Special Instructions)
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
YOU LOVE OUR POSTERS, YOU’LL LOVE THESE...
He was eulogized as the "grandest figure on the crowded canvas
of the drama of the nineteenth century". However, much of his life seemed
anything but grand. When he was nine, "milk sickness" -- caused by
consuming milk from cattle that had eaten the poisonous white snakeroot --
killed his mother. After their mother's death, he and his sister found their
greatest comfort in the pages of her Bible, which she had taught them to read.
But his mother's death was not the only one he endured. His sister died years
later in childbirth. He was grief-stricken again when his young son died just before
his fourth birthday. His "hardest trial" came over a decade later
when his favorite son, who aspired to be a preacher, died when a severe cold
turned into fever.
Although he received only one year of formal education, he was a
firm believer in its value, saying that it was "the most important
subject, we, as a people, can be engaged in." Diligently dedicated to
educating himself, he borrowed books wherever he could and read them cover to
His passion to make a difference in his community led him to
pursue a political career. Humbly acknowledging his inexperience when he
announced his candidacy for the state legislature, he said, "I am young
and unknown to you. I was born and have ever remained in the most humble walks
of life." Despite his diligent campaigning, he finished eighth in a race
with thirteen candidates. To his defeat he responded, "I have been too
familiar with disappointments to be very much chagrined." However, his
disappointments compounded. When the store he owned in partnership failed and
his partner died, he was left so1e1y responsible for an astronomical debt. For
seventeen years, he sacrificed, sometimes working several jobs. Gradually, he
repaid every penny of the eleven hundred dollars he owed. Then when his fiancée, Ann Rutledge, died at only twenty-two, he
dejectedly told a friend, "There is nothing to live for now." He visited
her graveside often and once said, "My heart is buried there."
Yet his grief and sorrow deepened his compassion and patience
toward others, preparing him for public service. The change in him caused
biographer G. Frederick Owen to remark that he now had "a sympathy, which
only the unseen force of sacred sorrow can produce."
Building on his earlier candidacy, he was elected to the state
House of Representatives when he was twenty-five. After serving four
consecutive terms in the state legislature, he made an unsuccessful bid for U.S. Congress.
He was elected to the U.S. House of Representatives on his second attempt but
served only one term, as he was defeated for reelection. He again faced bitter
disappointment in his bid for the U.S. Senate. Although he won the popular
vote, he lost the electoral vote.
During a most tumultuous time in U.S. history, he
won our nation's highest office despite not appearing on the ballot in ten
states. Encouraging a disheartened nation, he said, "If we have patience,
if we restrain ourselves, if we allow ourselves not to run off in a passion, we
still have confidence that the Almighty, the Maker of the universe, will,
through the instrumentality of this great and intelligent people, bring us
through this as He has other difficulties."
As the nation's conflict escalated, he fervently prayed for a
speedy resolution in the Civil War. Yet he acknowledged, "If God wills
that it continue. ..still it must be said ‘the
judgments of the Lord are true and righteous altogether.' With malice toward
none, with charity for all, with firmness in the right as God gives us to see
the right, let us strive on to finish the work we are in." Today, his
profile remains on the U.S. penny, honoring President Abraham Lincoln's leadership
and perseverance during democracy's greatest test.
Have you ever felt like giving up? Has it ever
seemed that all odds were against you, that the challenges you faced were
impossible? Have you ever attempted to accomplish something only to discover
halfway through that the task was harder than you'd first thought -- too demanding,
requiring too great a sacrifice? "Just quit," you said to yourself.
But something deep within beckoned you onward. Sure, quitting seemed the easy
way out, but you knew that the anguish of defeat would be greater than the
struggle to finish. You wanted to give up...but you didn't!
You kept going. Through tears, through doubts, through the fog of
the unknown -- you determined you wouldn't give in. And surprisingly, the
farther you went, the stronger you became! You stretched beyond your limitations
and pursued your dream despite the odds. You held on to the purpose of your
quest. And perseverance had its way, depositing determination and patience into
your being. You were forever changed. "Tribulation produces perseverance;
and perseverance, character; and character, hope." (The Bible, in Romans 5:3)
Wow! Could it be that the trials that come our way actually produce in us
character that is pleasing to God? Perseverance produces amazing results. Perseverance
is what energized Noah to continue building the ark when others mocked him.
NEVER GIVE UP! Perseverance is the rocket fuel of
your heart -- the fuel that launches dreams. And God's given you a ready
Excerpted from Heartlifters for Hope & Joy, a wonderful book
of inspirational stories
with hearts that fold out/lift out. Email
email@example.com to order. $12.00 + S&H.
- PowerPoint screen show that features 40 humorous and timely
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).)
*From Bob Weldzius, BP Amoco: "I was
intrigued by our conversation about the books you have written and the subject
matter. The way you took apart books about George W. Bush and then tied them
into how someone can utilize the same techniques he does to become more
efficient or successful is very interesting. I would like to learn more about
your work on this and would love to get one when it's published December 27th.
What a great accomplishment to have completed 2 books in 2002!! You do deserve
to celebrate. We will have to talk some more about those books and your work."
*And the very next day from Bob Weldzius:
"I was looking through some books in the Barnes and Noble in
tonight and guess what I found on the shelf??? "Interviewing
for Managers" by Carolyn B. Thompson!!! I couldn't believe it! I told the
guy next to me who was looking at Management books that I knew this girl.
Congrats on making it to the DC B&N. I tried moving the 2 copies to the
bestseller shelf, but got busted."
Q. What's the definition of "successful
A. After the plan is developed,
people in your organization actually work toward achieving it every day.
A dream? All you have to do is have
staff plan their year and help them see how their plans fit into the major goal
of your organization. Of course, the major, major goal is your mission or your
* Start with your mission or your vision. If yours isn't written,
use "Fish": create/update your mission and vision and
set plans/goals to live it daily using the video of the Pike Place Fish Market
who became their vision - "to be world famous" - solely by employees setting
values that achieve the mission/vision, committing to the vision, being the
values, and coaching others on those values.
* If your mission/vision or other big goals are well defined, use
any fun method to get people thinking about their goals for the year
and how they relate to the big organizational goal (see methods we use with
* During any discussion -- no matter what fun methods you use--use
Edward de Bono's "Six Thinking Hats"
as the thinking process:
- The six hats
represent six modes of thinking and are directions to think rather than
labels for thinking.
- The method promotes
fuller input from more people.
- People can
contribute under any hat even though they initially support the opposite
- Keep people who don't
like a particular idea from only saying negative things about it. This
also keeps you from offending someone (instead of asking them not to be so
negative, ask the person to do Yellow Hat thinking).
thinking: facts, figures, information needs.
thinking: intuition, feelings, and emotions without any need to justify it.
thinking: judgment and caution, always logical,
points out why a suggestion does not fit the facts, the available experience,
the system in use, or the policy.
thinking: logical, positive, points out why something WILL work.
thinking: creativity, alternatives, proposals, what's interesting about this.
* Helping each person plan their own year as it relates to the
over goal(s) leads to solid action plans for the organization. It's the
employee who'll implement anyway, and this process will cement the connection
between the goals/plans of the employee and the organization. It has caused
employees and Board members we know to actually implement the organization plan
daily along with their own. The 2 plans feel like one and the same!
For help planning & facilitating
employee-involved planning, call TRAINING
SYSTEMS, INC. at 800-469- 3560 or email TSI@trainingsys.com and we'll call you.
Fish, by Stephen Lundin, Harry Paul, and John Christensen
Six Thinking Hats, by Edward de Bono
To order Fish and
Six Thinking Hats call 800-469-3560 or email firstname.lastname@example.org.
In an unpredictable economy, companies that have a network of
leaders throughout the organization are the ones most likely to thrive.
Front-line employees are expected to lead teams, mid-level managers are heading
up strategic initiatives, and downsized staffs are expected to take
responsibility for more work with less guidance.
These new opportunities call for more than management skills. They
call for leadership. Historically, leadership development has been limited to
the executive team and the few up-and-coming people who are groomed to replace
Offering leadership training is not just a feel-good issue, it's a
critical business strategy. A successful leader needs to be able to
communicate, inspire, and solve problems. Managers are taught to do things by
the book, whereas leaders need to think of new ways to do things. It's a
mind-set of adaptive responsiveness.
Everyone benefits from leadership development. Leadership at every
level is the only way to infuse an organization with the values and morale to
maintain productivity, even in the face of change. It's also the most effective
Excerpted from article by Sarah Fister Gale on workforce.com
"Leadership Lessons in a Jar", a jar full
of cards with ideas to improve leadership.
Understanding Leadership Competencies,
by Pat Guggenheimer & Mary Diane Sulze
Both available at http://store.fastcommerce.com/trainingsys (10% off by typing "RIR" in Special
How healthy is your organization? Discover what causes people to
stay now and what causes them to leave.
Assess these 9 areas of your organization. Look and write
yourself. Have others do the same. Discuss it as a group. Or
any combination. Write specific examples of each that everyone will be
able to see with their own eyes as opposed to generalities which don't paint a picture
and will cause people to say, "We don't do this."
1. Values, mission, vision - can you
recite your organization's mission, vision, values? Can your employees? If you
can't, they can't and if no one can, how can you possibly tell the people you
want to bring in? Make your mission short, "jingly" like these examples:
"IL Bell will be a customer focused organization.", "Quality of
employee, quality of workplace, quality of customer."
2. Fiscal - is it healthy or a bit under the weather? Tell
the truth, especially if there are problems, most of the people you want to
bring in will be attracted by your honesty. If you don't describe the situation
they'll know, they always do and they'll run from what they perceive to be a
3. Organization structure - make sure it fits your current
size and structure. If you've grown or changed the way you do business, and not
changed both the structure--who's responsible to whom and how--as well as the
graphic representation: a circle with everyone responsible to each other vs.
all reporting up to various managers who aren't connected to each other, the people
you want to bring in will get the wrong message.
4. Policies/procedures - re-examine policies/processes regularly.
Things are changing so fast today that many of your procedures and policies
from last year will hold your employees and your organization back. When
written, they serve as a recruiting tool to let the people you want to bring in
see what you're all about, what's expected of them and the benefits of working
5. HRIS - when you have to spread all your files on the floor to find the
information on your employees, it's time to computerize. You can use off the
shelf or customized software to house the letters, resumes, work examples,
performance appraisals, training, tests, even the recruitment marketing
strategies you developed for different target markets.
6. Compensation & benefits - make sure they fit the
job, your organization and industry and the job market.
7. Staff development - many organizations think they have
to have a Training & Development Department to have staff development. All
of us train and develop people in some way. We all do it with on-going
supervision and co-worker help. What if you don't have formal staff development?
Describing what you do have is more attractive to potential employees than
telling what you don't have.
8. Management philosophy - do you use baseball bat management,
a hands-off approach, or a more guide and support approach? Whichever you
choose, choose it to fit the people you want to bring in and your organization's
needs so they can see that they'll be able to be productive and enjoy what they
do. Whatever style you choose, be consistent between employees.
9. Physical workspace - it doesn't have to be beautiful (ok,
if the person you're bringing in is Ainsley Hayes for
Associate White House Counsel and the organization is The West Wing, then the Steam Pipe Trunk Distribution Venue will be fine)
but it does need to be well lit, comfortable, functional for the person and the
Now, plan to keep the things that cause
people to stay, and change/get rid of the things causing them to leave.
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Pre-order The Leadership Genius of George W. Bush, a great how-to book by
INC. own Carolyn B.
Thompson & Jim Ware.
January 15, 2003
Buy The Leadership Genius of George W. Bush
January 28-29, 2003
February 3, 2003
Begin Your Planning for "Inspire
Your Employees to Excellence Day! Sponsored by CBT
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More tips available at
February 24-26, 2003
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MADD's largest annual public awareness campaign
asks motorists to tie a red MADD ribbon or affix a window decal to their vehicles
as a pledge to drive safe and sober and a reminder to others to do the same.
MADD chapters across the country will distribute millions of MADD red ribbons
for motorists to join in the 15th anniversary of this lifesaving
public awareness campaign. Visit MADD's website at
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