Guest Article: How Gaming Builds a Social Culture by Ben

A few weeks ago, one of my good friends was tapping away at his phone, and I asked him what he was up to. He told me that he was playing this “Clash of Clans” game online.

During my college days, I played games regularly. I enjoyed it, and it was a great way to pass the time. Now that I have kids I don’t have much time for games anymore, so I started to dismiss it. Then he said something that struck me. He was playing on a team with some of his peers from work.

After digging deeper into the story, I knew I wanted to share about it. Not just because I still have a fondness for games, but because this has some interesting impacts on the workplace as well.

Growing Up

One of my best memories growing up is playing games with my family: board games, word games, and all kinds of others. One of my absolute favorites is still Scattergories, in case you were curious. And when I think about those games I don’t think about which ones I won or lost. I think about the way I felt playing together and feeling like I was part of something special.

I will never forget playing an especially loud and crazy round of Catch Phrase years ago with family and friends. The purpose of the game is to give clues so that your partner/team can guess the secret word/phrase. We had wracked up quite a few points, and the other team looked at us and said, “It’s like you guys have your own language.”

I’ve never forgotten that, or the significance of it. It’s the same as having a unique culture. The way you talk, the things you say, the actions you take–they all are based on common knowledge and beliefs.

Funny aside: while writing this it reminded me of this scene from Four Christmases where they play a board game similar to Catch Phrase. 

Games at Work

Back to the original point: games can help to develop a culture that is uniquely social and collaborative. The company where my friend works has a “clan” or group of players, and each can invite other coworkers or family members to join the team. Even though some have left and moved to other jobs elsewhere, they remain tied to the group through the game and interact regularly.

I see games being used quite a bit in some of the case studies I publish at work. Companies use gaming and simulation elements to drive training goals. They also use gamification elements to help keep up social recognition and other interactive initiatives. There’s a reason why this industry is growing faster than ever before. It’s because they work!

Companies are seeing amazing results through the use of this new technology and worldview. Using games and gaming elements to keep employees engaged in their work can pay off in the long run.

Before I left my last company, one of the monthly social events I was putting together was a gaming tournament based on old Atari games, such as Pac-Man, Galaga, and Asteroids. I knew that our software, systems, and electrical engineers would be interested, even if they didn’t typically come to other orchestrated “social” events within the company.

So, while you might not rush out to get all of your employees hooked on the latest online game, think about how you can develop some camaraderie and trust among your staff with games. Just don’t pull out Monopoly. I can’t think of a way that ends well. :-)

Article source:Ben - How Gaming Builds a Social Culture»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Want to Land that Job? Pay Attention to the “Big 4” of Hiring by Jennifer Miller

I’m a sponsored blog partner with Spherion (a staffing and recruiting organization) and am participating in the release of findings from Spherion’s Emerging Workforce® Study (“EWS.”)  All opinions are mine.

Want to find a new job? You probably figure that prospective employers place a heavy emphasis on your current job to decide if they want to hire you. Surprisingly, that’s not the case. Spherion’s Emerging Workforce Study uncovered this startling fact: less than ten percent of employers think your current employment status is an important factor in hiring decisions.

What are the things that influence whether or not a company hires you? According to the EWS, the following factors are important to employers:

Interview performance- 33%

Cultural fit in the organization- 33%

Resume- 13%

Personality assessment results- 9%

Resume writing is a topic unto itself, so let’s break down the other three factors.

Interview performance. No surprise here. Interviews are your way of “auditioning” for the company. If you clam up when on a job interview, you’re virtually guaranteed to get a pass from a company. In my experience, people simply don’t prepare enough for their interviews. They invest lots of time looking the part by deciding what to wear, but not nearly enough in crafting their interview responses. The single best thing you can do is learn about the behavioral interview process. Even if the interviewer doesn’t use this technique, if you prepare with this style of interview in mind, your answers will be well-thought-out and you’ll still be able to use them.

Cultural fit. When interviewers looks for “cultural fit,” essentially they want to know: how well will you fit in with “the way we do things around here”?  Again, doing your homework pays off. What is this company’s culture? Is it free-wheeling and dynamic? Serious and procedurally oriented? When you interview, give examples that showcase how your personal style matches that of the company’s predominant culture. Here’s the thing about culture: you either “fit” or you don’t. Yes, you’re being judged, no way around it. But I always advise people that being a square peg in a round hole is very uncomfortable. No matter how great the actual job is, if you’re not comfortable operating within the company’s vibe, it’s not going to work out for the long run. Better to figure that out during the interview and then move on if there’s not a fit.

Personality assessment. Your personality is uniquely you. It’s the summation of your values, your life experiences and the distinctive wiring that you were born with. There’s very little you can do (if anything) to change your personality. And why should you? A personality assessment that’s specifically designed for the hiring process can help companies decided if there’s a good “fit” with both the job you’re being hired to do and the organizational culture. In that way, they’re a helpful interviewing tool. Unfortunately, as a practitioner who has used assessments extensively for the past 25 years for professional development, I’ve also seen assessments misused in the hiring process. My best advice is don’t try to game the assessment. In most cases, you can’t and your results will be deemed inconclusive. And even if you could skew the results, why bother? You’re just telling the company a lie—and one that soon enough will come to light once you start in your new job.

What you’re doing now in your current role matters less than you might think for your job search. Pay attention to the “big four” of hiring—resume, interviewing, cultural fit and personality assessment—and you’ll make a great strides in landing your next great job assignment.

 

 

About the Emerging Workforce Study: For more than 18 years, Spherion has examined the issues and trends impacting employment and the workforce. This year, Spherion’s “Emerging Workforce Study” was conducted between March and April of 2015 by Harris Poll, a Nielsen company. The study polled over 2,000 workers and 225 human resource managers on their opinions and attitudes regarding important workplace topics such as employee engagement, job satisfaction, generational differences and work/life balance. One of the study’s goals was to look for indicators for what the workplace will become. As the perspectives and attitudes of the workforce evolve, employers must better understand employees for greater business success.

You can also follow Spherion on Twitter (hashtag #EWS2014) or join them on Facebook.

Disclosure: Spherion partnered with bloggers (like yours truly) for their Emerging Workforce Study program. As part of this program, I received compensation for my time. I was free to form my own opinions about the data supplied by Spherion and all opinions are my own. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.
Photo credit – copyright: racorn / 123RF Stock Photo

Article source:Jennifer Miller - Want to Land that Job? Pay Attention to the “Big 4” of Hiring»

Guest Article: The Many Benefits of Gratitude by Jennifer Miller

What are you grateful for? Our national holiday of Thanksgiving is tomorrow, so naturally, gratitude is on my mind. I was curious about the tangible benefits of gratitude. Can the act of being grateful have mental benefits? What about physical benefits? Turns out that yes, giving thanks provides more than just a temporary “feel good” state. Here’s what I discovered:

Gratitude improves your sleep, mental health and ability to make friends.

Managers who say “thank you” help increase their employees’ motivation to work harder.  

Teens who are grateful have better overall mental health and higher grade point averages.

Gratitude during times of tragedy can help you manage the stressful event.

People who say they’re typically the “grateful” type also report better health factors such as lower cholesterol, blood pressure and risk of depression.

Clearly, gratitude is an emotional state that reaps many benefits. Even though the focus is on gratitude this week, see if you can make it a daily habit—all year long—for maximum effectiveness in your personal and professional life.

 
Image credit: pixelsaway / 123RF Stock Photo

Article source:Jennifer Miller - The Many Benefits of Gratitude»

Guest Article: How much time could you save with FAQs and information sheets? by Ross Clennett

This week I went to my dentist, Harmeet, because I had a very sensitive tooth. Drinking liquid was not pleasant. After a quick inspection and asking me to grip an object with my teeth and release, Harmeet concluded it was most likely a cracked tooth and that he would refer me to
Article source:Ross Clennett - How much time could you save with FAQs and information sheets?»

Check out more of Ross Clennett's work at hisblog

Guest Article: No Shame this Season by Jay Kuhns, SPHR

"When I look back upon my life,
it's always with a sense of shame.
I've always been the one to blame."

Happy Holidays?
One of the most exciting times of the year is kicking off right now...the hectic, joyous, family-oriented and festive stretch from Thanksgiving to New Year's Day. I love it...even though I know I can't see everyone that is important to me, it is still a great time of year. Plus, I will make sure I connect with those that are too far away for me to see in person.

But not everyone in our personal and professional networks will experience the holidays in this way. The burden of life's struggles, the challenge of broken relationships, the disappointment of a stalled career...can all build up to a very different view of "the best time of year."

We have an opportunity to make a difference in their lives.

Happier Holidays!
There is no simple solution to "help" our friends and colleagues. One thing is clear to me though, doing nothing adds no value. 

Here's a short, and admittedly woefully inadequate list of options available to us this year that might...if nothing else...bring a moment of caring front and center for those in need.

- call them
- connect via social media
- send a note (yes, an old school hand-written note)
- give a public shout out to let others know how special they are to you
- invite them to spend time with you
- encourage others to reach out to them
- purchase a small gift to show them you care

How About You
"So I look back upon my life,
forever with a sense of shame.
I've always been the one to blame."

Lets not have this be the mantra for those in our world this holidays season.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - No Shame this Season»

Check out more of Jay Kuhns' work at No Excuses HR

It’s not about what you know, but who you know

Given the approaching end-of-year and the easing job market, it is essential that you are doing all you can to ensure you have access to 100% of the job market. It is estimated that only approximately 20% of jobs are advertised, this means that 80% of jobs come from the hidden job market. A great way to access the hidden job market is through gaining and maintaining relationships with your network. An employee at a company is always looking for ways in which they may be able to save the company money and if that means hiring a new employee without advertising, then it is in their best interest to inform all their job-seeking connections about an up-coming vacancy.

Networking is simply about forming associations and building relationships with people involved in the profession you are working in/would like to work in. But for some people the term ‘networking’ is enough to send shivers of dread and sweaty palms. Done well, it can set you apart from other candidates and leave a good impression with those who may be involved in recruitment. Done poorly, people may come across as fake or self-serving. The other extreme is not networking at all and sticking with a group of familiar people. This doesn’t help you in the long run.

This article aims to give some tricks to make networking more manageable and natural for the budding networker.

Don’t think of it as networking!

Some people get turned off at the word ‘networking’ because this makes connections seem false and only meant for personal gain. Think of your meeting as making new friendships with people and genuine connections.

Be genuine

Ask friendly questions to build rapport and to show that you’re genuinely interested in what the other person has to say. Such questions may include: “what do you do at XX company? How is the work like at XX company?”

Don’t feel like you need to stand out

You don’t have to be the funniest person or the smartest in the room. Having those expectations on yourself will just reinforce the ‘networking’ fears and again you can end up feeling fake.

Don’t feel like you need to ‘agree’ with everything 

Having an individual opinion and stating so shows that you are an independent thinker. But challenge within reason and be open to other’s opinions – this shows your team work abilities too.

Find like-minded individuals

Begin by find someone who engages at your level (that you feel comfortable with) and spend a bit of time ‘practicing’ your networking questions and behaviour - that can also build your confidence

Don’t aim too high (at first)

If networking is hard in general don’t go to the CEO of your dream company at your first go. Get to know the staff and managers below the CEO – know a bit about that CEO indirectly and gain that initial confidence before you meet them face-to-face and try your networking skills. Getting to know the CEO and the company beforehand would also show that you did your research.

Keep in contact 

This is one tip people generally tend to forget. Just because you meet and had a good conversation with someone once doesn’t mean they’d remember you forever. Share business cards and keep in contact with the person. For example, if you had an interesting discussion about Australia’s financial instability send a follow-up email with a relevant article/paper you’ve read. This not only shows YOU’VE remembered that person but that you are up to date with the latest happenings in your field. Maintaining a genuine connection with the person means validating the conversation you’ve had.

Networking is about getting to know people in your profession. Building these good connections may help you get a job in the company, build new friendships and people who could help you further your career.  The first unmentioned step is to get in and start! A handy place to start would be the Career Exchange website itself, find employers who have advertised in the past or employers who you see frequently advertise and give them a call. You never know, they may have the perfect role for you around the corner in 2016.

Guest Article: The Morning After by Jay Kuhns, SPHR

I spend a lot of time focusing on action in my work. Building plans, developing complicated and sensitive relationships, and making decisions quickly to keep a long list of priorities moving forward.

Lots of time, energy and words invested in my daily life.

Action
One of the greatest leadership failures in my opinion is when a decision is not made. The never ending quest to ensure success; or rather, lack of mistakes, is a clear signal that the leader is anything but one. 

The ability to make timely decisions is a mandatory competency for leaders today. (It has always been this way!) But sadly, we see many who show their fear of leading with phrases like "review" or "take a closer look at" or "we'll follow up on that" instead of deciding.

Why invest so much time and energy into a plan and not execute it?
Why set expectations with your colleagues and not meet them?

Words
The ultimate test of any leader is their ability to deliver. If you have a terrific plan and never execute it what is your worth as a leader?

Nothing.

If you talk up how great things will be once you set your plans in motion but never actually build those plans let alone launch them, what is your worth as a leader?

Nothing.

If you are the classic all talk no action member of the team what is your worth to the organization?

Absolutely nothing.

How About You
The words we say are powerful. They represent who we are and what we do for our organizations every day. Don't be the one who wakes up the morning after it's all slipped away and wonder what happened.

Don't just talk about the work, get started. It doesn't matter if the plan is perfect. Get started now before a different decision is made about who the organization believes in to lead the way.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Morning After»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Why Candidate Experience is Least Important for Many by Ben

One of the most common terms around recruiting these days is candidate experience. If you’re late to the game, it’s basically a look at how candidates are treated as they enter your recruiting funnel all the way to getting an offer, if they move that far. It’s comparable to the customer experience: how they are treated, how they feel about the organization, etc. I’ve long held that candidate experience is seen as unimportant not because it doesn’t matter, but because companies just don’t know how to make it stick.

Think about it. If I told you starting today that you had to treat every candidate with the same reverence you offered your customers, you would have a hard time making it work among your other job duties. In addition, you’d probably be unsure just how to make that a reality. I recently wrote about how to revolutionize candidate experience (here). The gist:

1. Measure it continuously
2. Make it automatic
3. Make it part of recruiting performance
4. Make it more important than something else
5. Make it a business priority, not an HR one

Those are good, helpful pieces of information, but I’ll do you one better. My friend Jane, the HR leader for a startup technology company in Boston, left me a comment that was worth sharing. If the name sounds familiar, it’s because she has authored a few previous guest posts here (How to Select a Third Party Recruiter, The Struggle Between a Caring Work Environment and Talent Density. and Applying Marketing Principles to HR). Here’s Jane’s take on practical ways to impact candidate experience:

It didn’t seem to push through, but figured I’d share on your candidate experience article:

Ben, great article. My experience is that the candidate (and employee) experience becomes acutely important when in a highly-competitive market where you want to hire people better than the job criteria … but so does everyone else.

I’ll give you an example – in one of my positions, we posted on craigslist, got a bunch of applicants, handled them the average HR way, and hired people who met our criteria – most of whom were fine. In retrospect, many (but not all – I worked with some really great people) were looking for a less-bad job than their last.

In another position, we wanted the cream of the crop (without being able to pay Google money). To win those candidates, it became much more important to give them access to our CEO, mission and strategy. To woo them by meeting members of the team. And to actively court them. Unless we were in love with a candidate, we weren’t extending an offer. And if we extended that offer, we really wanted a yes.

Ultimately, you need buy in from the top-down because hiring (and the way candidates are treated) needs to become more important than everything else on people’s plates. The pay-off? Spectacular talent. A competitive advantage in the market. Awesome referrals. And people who leave for greener pastures, but want to return.

What I like in particular about their approach is the clear delineation between “what we did” and “what we do now” with regard to how candidates are treated. This is the same approach I took when I was leading the HR function at Pinnacle Solutions. Things like access to the CEO, the opportunity to bring a spouse/SO to the office to meet people before accepting an offer, or even just a private meeting with peers to ask questions they didn’t feel comfortable asking me or the hiring manager are all incredibly powerful tools in these circumstances.

How does your organization make the overall experience for candidates a priority? Has it worked for you? 

Article source:Ben - Why Candidate Experience is Least Important for Many»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: What You Learn When You Tell People No by Jennifer Miller

How good are you at saying “no?” It’s a fascinating subject to me. This is probably because I’m still a work in process when it comes to being 100% comfortable saying no. One way to look at saying “no” is from the standpoint of you as the individual declining a request or setting boundaries. For example, here are four different ways to say no and still keep your job. And one of my most popular posts is about how saying “no” elevates your integrity.

You can also look at saying “no” from the vantage point of the person on the receiving end of that “no.”  Their reaction provides telling information about your relationship with that person. I heard a fascinating interview with Shonda Rhimes, the exectutive producer and head writer for three popular American TV shows, including “Grey’s Anatomy.” In her Fresh Air interview with Terry Gross, Rhimes admitted to being worried about saying “no” to people. She even went so far as to write a script on a sticky note and affix it to her computer screen. Interestingly, as she got better at saying no, she discovered something powerful:

But I also found it wildly freeing once I started doing it because once you start telling people no—and their reaction always tells you, A, who they are and, B, what situation you’re in. You know, if you say no to somebody—[for example] somebody asks you for a ton of money and you say no to them and they respond with vitriol and hatred, then you know exactly who they are.

Think about this for a minute. Many people invest a lot of time worrying about what might happen if they say “no.” They build up all sorts of worst-case scenarios. Their fear makes them say “yes” when they should really say “no.” Rhimes has found (and I have, too) that often the worry is misplaced. And, if the worst case does happen, well, you know where you stand. It’s not so much about you, it’s about the other person and their willingness to be gracious about your response. Everybody has the right to say no.

I think Shonda Rhimes’ way of dealing with reactions to “no” is healthy. Rather than taking on the other person’s negative energy, she sees it merely as information to help her assess her situation and the person with whom she’s dealing. The next time I worry about saying “no”, I’ll keep this viewpoint in mind.

 

 

Article source:Jennifer Miller - What You Learn When You Tell People No»

Guest Article: You I Need by Jay Kuhns, SPHR

I think it's fascinating how some leaders make their lives so difficult. Those same leaders typically make the lives of those around them equally as difficult, yet they can't see how disruptive they are. SMH.

I Need You (in the mirror)
There is a simple reality to getting work done these days in my opinion. You have to do the heavy lifting. Unless you understand what is happening and invest the time to help build work plans, you are not leading. We can talk about delegating work all day long, but I've personally seen many executives fail because they believed they no longer needed to learn anything, and that delegating was actually leading.

Um, no. 

I've had to learn over and over again throughout my career in order to both grow my career and to understand what it actually takes to lead at a high level. (I'm still learning by the way...that's the fun part!) 

Beware the leader that says  they are an expert or have figured it all out. The world is moving so fast, I'm not sure anyone is an expert any longer. 

You may be damn good...but be careful with the self-appointed labels.

What does need to manifest itself however is the inner drive that the best leaders demonstrate each day. They have vision, they build plans, make decisions, and have stopped running scared of the political noise that can dominate an organization but provides zero value.

I Need You (everyone on the team)
Newsflash: real leaders are not individual contributors. Honing your communication skills, understanding that different members of your team need different levels of attention and guidance, and appreciating that without the team's efforts you will fail are all hallmarks of the best of the best.

Let me say it again...you will fail without them. Now, how do you think you should treat your team?

How About You
Trust yourself first. Trust your team second. "You" need them.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - You I Need»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Get The Wrong People Off The Bus by Melissa Fairman

Last week I read an article about a startup called Code42, based in Minneapolis.   After raising additional funds and seeing 100% year over year growth employees might have felt pretty good about their future.  Or maybe not…

 

The company recently laid off 30 employees.  

 

Of course in today’s business environment it isn’t shocking that companies are still going through layoffs but it was the message from Code42 CEO Joe Payne that raised my eyebrows:

 

“As I looked at the aggressive nature of our plan, there were a set of people who didn’t fit the plan or didn’t have the right skill set, or didn’t have the right attitude,” Payne said in an interview. “We’re hiring like crazy for growth, let’s get the wrong people off the bus. [bold and italics added]“

 

Read the entire article here (five minutes max I promise).

 

Joe Payne is nothing if not blunt and upfront as he positions the company for future growth.  Part of me admires sending that blunt message.  He’s effectively saying “No scrubs need apply.”

 

Sometimes layoffs are used for just this reason: getting people off the bus who don’t have the skill set or attitude that the company needs in the future. It’s almost refreshing for someone to just call it what it is.  

 

But it was the wrong move.  

 

Payne’s public quote is unnecessary and harmful: 

 

What about the laid off employees at Code42? Payne just called them out as people who didn’t fit an aggressive growth plan through skill set or attitude. What does that even mean? Did they challenge a new leadership team? Projects? Company direction? Or were they truly people who didn’t have a skill set (technical,  functional, whatever) the company needed for growth?

 

How are these laid off employees going to find a new job? Payne’s statements feed into the stereotype that the only people who get laid off are low performers.  A future hiring manager may Google the company name, see that quote and assume a candidate was laid off because of their “attitude.” That’s a black mark next to your name that a “generous” severance plan won’t wipe away. 

 

By blatantly calling out why some people were laid off, it puts the company at risk for legal action. No mention was made of any kind of process they used to determine skill set or “fit.” How did they decide who had the skills the company needed? Did the company offer training to the employees before laying them off? The statements made by the CEO can easily sound like a cover for age or gender discrimination.  When you make a blunt statement like that in public you open your company to scrutiny,  can your company withstand that scrutiny? 

 

Who wants to work for Joe Payne? Payne’s message is understandable but to say that publicly is inconsiderate and classless. His words may follow the laid-off as they try to find new jobs. Do you want to work for someone who has that little consideration for others?

 

What could the company have done differently? I am not advocating to keep un-productive or poor performing people. As business leaders we have to make tough decisions that include eliminating positions or laying off employees.  

 

But we can choose how we communicate those layoffs/terminations. Making statements, like the above quote,  about the attitude or skill set of laid-off employees is kicking them while their down. You already laid them, off it’s unnecessary. If the people let go are truly poor performers you’ve already sent a clear message to the rest of the company.  Why would you need to make that public?   

Article source:Melissa Fairman - Get The Wrong People Off The Bus»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: The endless questions and dilemmas about consultant commission schemes by Ross Clennett

     Is there such a thing as the ideal commission scheme? Should we have a deficit scheme? If we have a deficit scheme, should we wipe the deficit at the end of the year? How frequently should we pay commission? Should commission be paid based on invoices or cash received? When should commission kick in? Should we pay commission to support staff?    Can we hold back commission
Article source:Ross Clennett - The endless questions and dilemmas about consultant commission schemes»

Check out more of Ross Clennett's work at hisblog

How To: Conduct Effective Reference Checks

Reference checks are one of the best information sources and indicators of a candidate’s potential future performance. So, how can we tell that we’re gaining the information needed from the referees in the most effective way?  

Reference checks, best practice:

• Identify yourself: It’s important to make sure that you establish your position, the name of your organisation and tell them that you are calling for the reference of a particular candidate you are considering
• Organise a time: If the referee isn’t  available right now ask what an appropriate time would be to reschedule a call
• Establish Privacy: Ensure that the referee understands all responses will remain confidential and that you have the consent of the individual to call them.
• What’s the role? It’s important to describe the context of the position and give a brief description of the role you are considering the applicant for.
• Keep it open: Allow time for the referee to respond to any questions asked, and try not to feed the referee answers or interrupt a response.

Good questions to ask in a reference check:

• In what capacity were you associated with (x applicant), and since what date?
• What were the strengths of (x applicant)?
• What were some of the areas of weakness or are there any areas that (x applicant) could improve on?
• Did (x applicant) receive any promotions or demotions whilst working for you? or did (x applicant) remain in the same role throughout their employment with you?
• What were the responsibilities of (x applicant) at your company?
• Is (x applicant) a team player or do they excel by working alone?
• Was (x applicant) on time and dependable while working at your organisation?
• Why did (x applicant) leave your employment?
• Would you rehire (x applicant)?
• Is there anything else you would like to add, regarding (x applicant)?

When conducting reference checks it’s important to ensure you tailor the questions specifically to the available job and the applicant being considered. You want the questions you ask to be specific to ensure your reference check will be worth the time. By adhering to the above information, and being sure to record responses, you will gain the necessary information to make the right hiring decision!

Guest Article: How to Coach Employees and Managers on Career Options by Ben

As I look back on the past five years and all of the people I’ve met, I have made some interesting conclusions about career choices. My background as an HR pro has helped to expose me to a wide variety of experiences, people, and career options. I was talking with a friend a few days ago about some of the HR positions I have had over the years. Some of them were at dysfunctional companies with dysfunctional teams. Others were made up of great people vigorously pursuing excellence at all levels. However, I don’t know that I would have appreciated the good ones as much if I didn’t have some bad ones sprinkled in there for comparison.

Think about it. If you are feeling pretty sore from a workout or from a long, stressful week, you appreciate a massage more. If it’s hot out, that cold drink seems especially soothing.

So while we’re all working hard to offer great work environments and engaging opportunities for employees, they might not realize how nice they have it without a really awful place to compare it to.

So, what’s the answer? I really don’t know. We won’t make it unappealing simply to make a point, but there has to be some way to make this work. While you’re pondering that, let’s talk about something else: coaching.

One of my favorite HR activities is providing coaching to managers and employees at critical moments. For whatever reason it’s just something that I really enjoy. Recently I spoke with a friend about some of these career coaching moments, and we discussed how to approach some particularly tricky options his employees are facing.

Here are two scenarios that are probably all-too-common. If you have seen employees with these sorts of challenges, I’d love to hear how you helped them to resolve the issues.

The Overpaid Employee With an Entitlement Mentality

Let’s call her Carla. Carla has worked for this company for years and has tons of experience in her field. She’s the most technically competent employee that works for this company–and she knows it. She has been poking her manager about a pay raise because she thinks she is worth more money. The truth is she’s probably already overpaid for the level of responsibility she holds and overall value she brings to customers.

So, like it usually happens in this situation, the manager sends her to HR to talk.

My recommendation was to turn it around. This is not HR’s job to discuss this–it’s between the manager and employee. I suggested my friend get the employee to set up a meeting (after all, she is the one pushing this so hard) between her, her manager, and HR. The employee needs to lay out what she wants and expects, and the manager needs to be upfront and honest about her career aspirations, the value she brings, and what possibilities lie ahead.

Every time I do this the manager initially balks at the concept. However, after the fact they appreciate having the clarity between them and the employee, and HR was able to observe/facilitate and offer support without having to be the one driving the discussion.

Honestly, the employee forgot that less than five years ago she worked for an absolutely terrible organization that treated her poorly. She’s become a bit aggressive and entitled at the same time, and this is the first step to rectifying that.

The Humble Employee with Limited Experience

Another employee faces a career decision as well, but of a different type. This guy has a great attitude and has grown in responsibility over time. He also has about five years of experience with this company, but he realizes that he doesn’t have the depth and breadth of experience to move to the next level. He doesn’t want to leave, but at the same time, he knows that something will have to change for his skills to be up to the task of managing his function in the coming years.

So my friend talked with him about possibly leaving for a year or two to work at another organization, learn their processes, strategies, etc. and then return in time to step up to the next role when it is time. Obviously this carries some risk:

• what if the job doesn’t materialize
• what if the things he learns are not enhancing his skill set
• what if the company can’t hire him back when they originally said they would
• who will run his function in his absence

You get the idea. It’s scary.

And yet it’s innovative. It’s a solution to the problem. And without anyone internally to mentor him and help him grow, this might be the only chance to gain the needed experience to ultimately help this company succeed.

If you think you might identify with this guy and need to make a change for your own career development, then scout out some local opportunities to see what might be available. And if you’re looking for a resume template to help you with that search, check out this resource.

So, those are just two of the most recent conversations I’ve had about HR being involved in career discussions with employees.

I’d love to hear your thoughts. Which of these types of employees is working in your organization right now? How can you help them? 

Article source:Ben - How to Coach Employees and Managers on Career Options»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: HR Reflections: Learning to Lead by Jay Kuhns, SPHR

Crawling

It was all about that first opportunity...and learning what I didn't know. 

Laws, compliance, rules, policies, structure, control, process...that was good HR.

Then it was about managing...and learning what I didn't know. 

People, behavior, expectations, deadlines, accountability, communication...that was good HR.

Walking

Next it was about complex organizations...and learning what I didn't know. 

Corporate values and politics, the business of healthcare, governance, bizarre third party behavior, national perspectives...that was good HR.

Running

Later is was about thinking beyond my organization and industry...and learning what I didn't know. 

The digital world, social media, employer branding, national strategies that go far beyond traditional ideas...that was good HR.

Leading

Today it's about one thing: courage...and I'm still learning.

I no longer have time to focus much energy on those that are so caught up in their own stuff that they suck time and energy out of those around them. 

Those leaders have failed. They won't recover, and we don't have time for them.

There is simply too much ahead that must be accomplished. Maybe if I can be courageous enough, I can help make it happen.

How About You

Ignore the noise. Be courageous instead.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - HR Reflections: Learning to Lead»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Please Be An Advocate For Veterans by Melissa Fairman

Last week I closed out the year with PIC discussing veteran hiring and the positive role HR can play in that process. In the video I talk specifically about how HR can combat various stereotypes about veteran hiring and help hiring managers understand the applicable skill sets that veterans bring to the table.  Click over to PIC to watch the rest of the video.  

Article source:Melissa Fairman - Please Be An Advocate For Veterans»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: 5 Things to Know When You Move into Senior Management by Jennifer Miller

Stepping into a senior leadership role has its own set of unique challenges. The scope of your job gets bigger. You have to answer to more people. It’s easy to become distanced from the front-line workforce.

I interviewed several business people and asked, “What did you learn when you were promoted to upper management?” Some of their answers surprised me (“It’s not as political as I anticipated”); some didn’t (“I work a ton of hours.”)

You can read more about these smart, talented leaders in my latest Smartblog on Leadership post: Stepping up to senior leadership: lessons learned from those who’ve made the leap.

 

Article source:Jennifer Miller - 5 Things to Know When You Move into Senior Management»

The Top 4 Qualities Desired by Managers

There is more to you than just your skills and experience. What your interviewer is really trying to work out is how you interact in a workplace situation.  Make sure you demonstrate these 4 qualities that are desired by hiring managers in your next interview.

1) Self- motivation: 

Employers want to hire someone who has the drive and enthusiasm to succeed in whatever task they do. Show the interviewer your desire to be successful and how you can set goals in order to get the job done. It’s all about high energy levels and productivity! Things that you can talk about in an interview that demonstrate self-motivation could be:

• being a an active member of a professional organisation
• taking part in a short course to enhance your professional development
• being involved with a volunteer organisation
• taking on extra responsibilities in previous positions, or
• providing an example of a personal goal that you have set yourself and worked hard to achieve. This could be anything from sporting achievements, saving for a house or even fundraising for a charity.

2) Flexibility: 

Your abilities in adapting to new and changing environments are key to making a big impression on your potential boss. Therefore, try to demonstrate situations where you have shown flexibility in the workplace. This could have been that time where you adapted to a new procedure in the workplace, were open to change, picked up extra hours for the benefit of your team or when you persisted through unforeseen issues on a project. Demonstrating these things will highlight that you are not resistant to change and can move with the business.

3) Creativity: 

Employers are sizing you up, trying to figure out if you can add value to their workplace. Even if your job isn’t an inherently creative one, there were probably still a myriad of times where you have had to think outside the box. Think of a time where you added value to the way in which your workplace functions. Chances are you had to be creative and generate a new strategy or idea. Take advantage of this and show your potential employer how you can bring fresh ideas to take their company to the next level.

4) Integrity: 

Employers want to hire people who are honest and reliable. Focus on providing examples of when you have dealt with sensitive and confidential issues; or, when you have had to handle an ethical dilemma. Perhaps one of the greatest ways to show your integrity is to remain authentic and honest throughout your application and interview. In other words: be yourself!

So, get ahead of your competition the next time you’re going for that big job interview by demonstrating these 4 desirable qualities.

Guest Article: Stop your whinging hospitality employers: Improve pay and conditions by Ross Clennett

Last Friday industry news service, ShortList, ran a story (subscriber access only) on the struggles being faced by hospitality recruiters in finding sufficient staff to meet the demand from employers. The following from the ShortList article summarises the problem perfectly: (Frontline Hospitality Sydney agency manager Stephen) McGuire also noted salary packages for kitchen roles still
Article source:Ross Clennett - Stop your whinging hospitality employers: Improve pay and conditions»

Check out more of Ross Clennett's work at hisblog

Guest Article: Apex Predator by Jay Kuhns, SPHR

I'm a super competitive guy. I like to win. I push myself hard at work, in my workouts, and in how I try to cram two lives into just one. I like the pressure to differentiate myself, my company, and my clients from the competitors in their respective markets.

I like to win.

Every time.

Winning Without Being A Loser
Part of winning is making sure I try to help everyone on my team win. This is no small task. Think about the people you work with and how they (read here --> many) are slow to accept change. 

Some may be early in their careers and don't want to make a mistake. Others may be long-tenured but still cling to the prehistoric notion that a command and control leadership style actually garners credibility in 2015.

Whatever obstacles we confront, it is essential that we try to include everyone. Candidly, not everyone will make the journey with us. It is easier to accept this reality when we know we've done our best to be inclusive.

Winning Comes in Threes
When you commit to winning you can not simply state you want to win and expect to get a good result. It requires courage and thick skin (particularly when hearing the criticism from those that want 'everyone' to win --> impossible, by the way.)

Let's take a look at my big three:

1. An endless supply of enthusiasm
Are you the one that everyone knows is fired up...all the time? Can you be relied on to jump in front of a group of people and get them engaged on a new project, strategy, or set of business tools?

If not, what the heck is going on? It's up to you to change your organization for the better. No one else. That means you must be the one who is out in front.

2. A willingness to take risks
Are you the one that is pushing to try new things and challenge the status quo? Or, do you wait for "approval" for everything and make sure each issue is so "safe" that you never take a step forward? 

If so, what the heck is going on? It's up to you to create a culture where innovation and creativity are normal. If you're not role modeling this behavior who is going to do it?

3. An ability to execute
Progress never occurs when we "wait and see" or "take a closer look at something." Do these phrases sound all too familiar? Is it suddenly uncomfortable reading this post?

If so, what the heck is going on? You must be the one leading...you must be the first one through the wall...you must make decisions and move forward.


How About You
Do you want to be the apex predator in your industry, organization, and life? 

Reality check...the only thing stopping you is you. 

Get yourself fired up, take some risks, and above all else execute more effectively than anyone you've ever seen. 

In the end...you're going to make a world of difference.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Apex Predator»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Notes and Closing Comments from #HRevolution 2015 by Ben

This weekend was a whirlwind of activity as HRevolution swept through Saint Louis. It was one of the best yet (I’ve heard from some that this one was the most impressive), and as I head back to work I want to keep a few of the great conversations and topics in mind. Here’s what you missed:

• Nearly 50 practitioners and leaders in the space got together to crowdsource problems, build stronger networks, and get a new outlook on the future of this great profession. On the drive home my good friend Allen told me that he was pumped up and excited about putting some of the ideas into action.
• The Morgan Street Brewery Lodge was amazing, and the food was incredible. I’m going to be running off the ten pounds I gained over the weekend. :-)
• Mary Faulkner got us all talking about whether or not HR is ready for feedback, how we might be perceived in the organization, and how to respond to data showing dismal approval ratings. Most of us would be afraid to ask for feedback internally, but it’s a great way to ensure you’re meeting the needs of internal customers.
• Franny Oxford and Paul Hebert helped to dig into positive HR, how we can help our organizations be more positive, and how to specifically bring our own happiness into the workplace every day. To be honest I thought the topic was simplistic, but it received more comments from the audience than pretty much every other session.
• We had a new game during lunch based on the Jimmy Fallon Box of Lies bit. It was pretty darn hilarious and everyone seemed to enjoy the experience. Bottom line: we are terrible at being able to tell if people are lying to us. Or maybe HR people are great liars. Hmmm…
• Jane Jaxon led a discussion around curating the organizational culture as the company grows. How do you scale some of the high-touch activities and experiences when you triple in size?
• Tim Gardner brought the big company discussion with his experiences at Kimberly-Clark. It was a great look at how large organizations manage people and a realization for me that even big companies have people issues, just of a different scope and hue.
• Katrina Collier helped to frame a discussion around increasing candidate engagement in a noisy social atmosphere. I think the corporate recruiters in the audience picked up some helpful tips and hints from the conversation.
• Finally, Steve Boese led us on a hunt for revolutionary HR technology, and each group had to design its own solution and explore the market need, functionality, etc. Most of us think we could design better stuff than some vendors, but it’s not quite as simple as it sounds!
• Finally, we had a sizable portion of attendees as first timers. It was great to meet Teresa, Angie, Katrina, Rob, Bernie, and so many other great folks. I love my long-time friends from the HR/recruiting space, but it is always great to expand that circle as well.

Thanks for our great sponsors, attendees, and my fellow planning crew for another great event. Mark your calendar for early June next year, because you don’t want to miss this experience.

Article source:Ben - Notes and Closing Comments from #HRevolution 2015»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: We Only Need One HR Policy by Jay Kuhns, SPHR

I’ve been in human resources for twenty years. I’ve written, revised, edited, printed, emailed, posted and leveraged policies to make decisions over and over again. Too many times following the policies morphed into the focus of the work…instead of the work being the focus of the work.

Sound familiar?

We Need A Policy for “That”

My favorite policy of all time is the “policy on policies.” You know the one. It describes the proper format, headers, indentations, when to bold and not to bold, etc. Argh!

How has such a high impact function in the organization devolved into a paper pushing bureaucratic machine? 

It’s as if we in human resources believe we are the core business, when in fact we are the engine that fuels the core business. I’ve even seen policies called “Policy on ___.” 

Seriously? We love them so much we even put the word policy first! 

All for One and One for All

Here’s where I'm going with this concept. The noise, criticism, and candidly glacier-like movement that typically comes from HR relative to change must end. The one-policy approach can send a powerful message to the organization, that no longer will human resources hide behind a stack of excuses…er, paper…any longer.

Here's my human resources policy of the future:

“We will follow all applicable laws that impact our organization and will treat each team member with respect as we strive to be a truly world class company.”

Done.

How About You

One policy says it all. The only piece you need to ensure you keep track of is the consistent practices for various issues so as to avoid unwarranted discrimination or third party claims. Let’s start moving away from the paper, and get into the business of driving the business forward.

I’d love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - We Only Need One HR Policy»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: NZ employment update: First fall in three years by Ross Clennett

Yesterday the most recent quarterly update for employment in New Zealand was released (Statistics New Zealand publishes labour market data quarterly, whereas the Australian Bureau of Statistics publishes the equivalent data monthly). The result was the first backward step in the New Zealand labour market in three years. Category Sept 2015 (000s) 3 month
Article source:Ross Clennett - NZ employment update: First fall in three years»

Check out more of Ross Clennett's work at hisblog

4 Economic Alternatives to Dismissing an Employee

Whether your company is under-resourced or an employee is constantly under-performing, there comes a time where it is inevitable that businesses lay-off employees. However, you may be surprised that sometimes this doesn’t necessarily have to be the case. If you are considering letting someone go, make sure you consider these 4 points to ensure you are not losing a valuable employee unnecessarily.

1. Reassigning

Just because an employee that does not perform well in their current position does not mean they are a ‘bad’ employee or lacking in capability. It may simply be a mismatch between person-job fit. Before firing an employee, consider alternative positions that they are a better fit for. Please note, that this is not a suggestion to move a ‘poor performer’ to another department, but rather an instruction to look and see if there truly is a position they would be well suited for. If you decide to reassign the employee to another role, to ensure a smooth transition, it is advisable to give the employee’s new manager some recommendations on strategies that have been successful in the past and highlight the strengths you believe the individual possesses.

2. Retraining

If an employee cannot perform their tasks, they may require additional training to build their capability in a certain area. If the employee wasn’t thoroughly trained and educated, or if their job description has changed significantly since they were recruited, they may not have the necessary skills to meet expectations. If this is the case, re-training or upskilling the current employee is more cost effective than recruiting, on-boarding or training a new employee for the role. Conducting an assessment on whether an employee requires further training will provide a good indication of their skills, and can assist in deciding if they have the right resources for the job.

3. Performance Improvement Plan

Performance plans are a great way to set expectations and clarify objectives. You could set a 30, 60 or 90 day plan. Your performance plan should state the specific performance areas to be improved; it is also helpful to provide examples where possible. State the level of work performance expected and the timeframes of deliverables. Identify and specify the support and resources that you will provide and notify them of additional resources available. Ensure the employee is clear about the measures you will be using to review their performance and progress. Monitor the plan, and communicate your feedback to the employee at specified meeting times.

4. Disciplinary Action

Given there are many legislative requirements to consider when an employee misbehaves, it is advisable to have a Disciplinary Action Plan that may be utilised when counter-productive work behaviours occur. It is important that employees are aware of what behaviour is unacceptable and are fully aware of the consequences of engaging in such behaviours. Some disciplinary actions may involve a form of counselling or training sessions, warnings, or suspension from work.


There are of course preventative measures that are time and cost effective. Many revolve around recruiting the right employee for the role and the organisation. Our partner company Psych Press has many Talent Management Solutions which can be tailored to suit your company’s needs. If you need any advice, give one of their helpful consultants a call on (03) 9670 0590.

Guest Article: 23 Leadership Essays via @LeadChangeGroup by Jennifer Miller

The Lead Change Group is hosting this month’s Leadership Development Carnival. In it, you’ll find over 20 leadership authors, consultants and coaches who wrote about various leadership topics, including:

• Leaders who have “real” conversations
• Helping people avoid the “drama” that sometimes needlessly occurs in the workplace
• How to lead people, even when they irritate you
• Leaders who develop a listening culture

. . . and 19 more insightful essays.

 

Check it out: the November 2015 Leadership Development Carnival on the Lead Change blog.

Article source:Jennifer Miller - 23 Leadership Essays via @LeadChangeGroup»

Guest Article: Stop Wasting Time Measuring HR Data by Ben

Please. For goodness sake, please stop measuring HR data.

See, I know why you’re doing it. You heard this “big data” thing it was a good idea, and you started gathering information. Then you realized how easy it was, so you started pulling together even more from a variety of sources. You’re hitting up your applicant tracking system, payroll system, and other data feeds to get what you want. I know, it’s hard to stop.

But then you did what many others do–nothing. You took all that information and you sat on it.

Why?

Because you didn’t slow down and start with a plan. You need to know ahead of time (or at least have a general idea) about how the information can help you. If you’re gathering data for the sake of gathering data, then you are wasting time and resources, and you’re probably harming your credibility as well.

On the other hand, if you started with a plan to associate the data with business outcomes to actually prove a point, then carry on. I hope you make better decisions and deliver more value to the business based on what information you’re pulling together.

A quick test

Here’s a quick test to help you figure out what data is valuable and which is not.

• Learning: what is more valuable in business terms, measuring training completions or measuring changed behaviors based on the training?
• Payroll: what is more valuable to the organization, calculating how many zip codes employees live in or calculating how many have benefits and how that number trends over time?
• Employee relations: how about this? Should you measure the number of sexual harassment complaints or how many disagreements you mediate between supervisors and staff?

Here’s the twist. I could easily make the case that any of these could be valuable in specific circumstances. But if you are truly looking at how your training is changing the organization and making people work smarter, then completion information just isn’t enough to do that.

The thing is, many people just gather data without any idea of how to use it. Your needs are different from those of every other organization, so something others might ignore could be incredibly valuable in helping your employer meet its goals and vice versa.

Think about the information you gather and report. Is it truly impacting the business, or is it just a “we’ve always done it” kind of activity? When I think back to the data I reported on at my last job, some of it was valuable, and some of it was a complete waste of time. And it was rarely used for decision-making, which made it doubly painful.

For instance, I had to regularly report on turnover numbers, but we never took the time to review them by team or functional role, which might have given us some insight into what was driving turnover for those specific positions.

We need to be thinking about what we gather and report on more critically. Stop gathering data just for the sake of it. Start with a purpose in mind before you piece together the first bits of information, or “begin with the end in mind,” as Mr. Covey would say.

Hope that helps. Lessons learned from someone who did it the wrong way the first time around. :-)

Article source:Ben - Stop Wasting Time Measuring HR Data»

Check out more of Ben Uebanks' work at Upstart HR