Manager’s Toolkit
ACKNOWLEDGEMENTS Thank you Heavenly Father for allowing me another day. For the multitude of blessi...
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Manager’s Toolkit
ACKNOWLEDGEMENTS Thank you Heavenly Father for allowing me another day. For the multitude of blessings and grace that you so freely pour upon me, for opening my eyes to new and exciting possibilities and for filling me with your Spirit—I am humbled. Lord, I have heard of your fame: I stand in awe of your deeds. Because you have been my help, I will abide in the shadow of your wings and be joyful. To Penny, my best friend and wife, for your support, guidance, and immeasurable love. For always cheering me on to do my best and believing in me. How blessed I am to have you in my life. You bring such joy. To my sons and daughters, Kristian, Kelli, Abigail, Marc, Noelle, and Renee. How can one man be so fortunate? To Mama for showing me how to walk with integrity and always believing in me. To my sister Chris, just because I love her, and to Dad, who was truly one of a kind. There are several dear friends whom I must thank for their tremendous support, wisdom, guidance, and help: To Kathy Hogan for your personal time and energy, which you gave abundantly in reviewing the book’s content and for all the valuable suggestions you brought forward. You are gifted. To John Hogan, who gave me a solid foundation of good business sense and a passion to drive forward. By your example you have taught me that persistence breaks resistance. Your friendship is greatly valued. Thanks to Lytha Belrose, for being a great source of wisdom, enthusiasm, and common business sense. And to Gale and Nancy Wetzel for teaching me and showing me by their walk how to trust in God through faith. And again, to Jesus Christ, the Alpha and Omega, for the many gifts he has given me, far beyond anything I deserve, and for allowing me to see prayers answered and to be fruitful. © Copyright 2007. M. Douglas Clark & Associates. All rights reserved. ISBN: 0-9788164-1-2 DISCLAIMER The Manager’s Toolkit is designed to present reasonably accurate and authoritative information in regard to the subject matter covered. It is produced and distributed with the understanding that neither the producers nor the distributors are engaged in rendering specific legal or other professional services or advice. If specific opinions, legal advice or other expert assistance is required; the services of an appropriate professional should be sought. Any unauthorized duplication, distribution or exhibition of any part, or the entire book in any form, is prohibited.
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The Manager’s Toolkit What will it do for you? Becoming good at any level of management does not come by chance but through hard work, desire and a willingness to learn. You have the ability to reach new levels of success if you truly desire to do so. The Manager’s Toolkit was specifically designed for you, the backbone of the workforce, to support you in your desire to succeed in reaching your personal goals and dreams.
How to Use This Workbook This workbook contains tips, checklists, worksheets and personal development tools to help you understand, practice and apply the skills you need to become—and remain—a successful supervisor/manager of products, resources, and people in the industry you have chosen for a career. The Table of Contents lists of a number of management topics in alphabetical order. Use it to find a topic of interest. Topics with the same theme may be found under several letters. For example, everything about employment is not necessarily under the letter “E”. For best results in using this workbook, you should:
Review the workbook in its entirety. Start anywhere within the text.
Underline and highlight those materials that are of interest to you. (Personalize your workbook and make it a powerful resource tool for future use.) Don't hesitate to mark an area you feel is critical to remember.
Write useful comments to yourself under the NOTES column found on the pages of the workbook. If you have gained some insight on something you have read, write it down immediately. You don't want to lose this moment of inspiration and creative thinking.
Complete the exercises and gain valuable information for your personal and professional growth. Practice and apply what you have learned to the workplace. Make your new behaviors part of your everyday performance.
Refer to your workbook periodically and re-read your notes. It will be like a mini refresher course that will keep your skills sharp.
You may consider working through this text on your own or work through it with other supervisors, managers, or fellow employees. Whichever direction you take, remember that the only non-beneficial question is the one that you don't ask. The greatest gain you will receive from The Manager’s Toolkit is personal. It will help you become more self-motivated, have greater self-esteem and personal confidence, strengthen your ability to make decisions and solve problems, be efficient in any position that you hold, and be recognized as a valuable individual and contributor. Let's also not forget the opportunity for personal growth through promotion and financial rewards. Smart management is not a destination that you will be attempting to reach through your studies. It is an ongoing process throughout your entire career.
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Manager’s Toolkit Table of Contents
ABCs for Building Interpersonal Relationships ADA Job Interview Checklist Anger: Dealing With it Attitude Snapshot
Behaviors of Successful Managers
01 02 04 05 06 11
Barriers to Positive Change in the Workplace
Coaching Tips Communication: Sending Clear Messages Customer Service : Company Evaluation Characteristics of World-Class Service Customer Service: Dealing with Reality Customer Service Professionals Standout Because … Capitalizing on Your Employee’s Talents Customer Service List of Seven Customer Service: Be Glad They Told You
Delegation: Hallmark of Good Management
12 13 16 17 18 20 21 22 24
Difficult Employees Dealing with People You Can’t Stand Discipline: Tips for Avoiding Personal Liability Disagreements: Working Through Them Diversity: Part of the Normal Workplace
25 27 28 29 33 36
Establishing Rules
37
Fair Employment Laws: Pre-Employment Questions Feedback Form
39 41
Giving Constructive Feedback
42
Human in Human Relations
44 49
How to Maintain Business and Personal Integrity
Interviewing Questions: Samples Interview and Employment Application Questions Interviewing: Moving the Discussion Along
50 51 54
Key Points No Interviewer Should Miss: Three Phases
55
iv
Labor: Department of Labor National Call Center Phone Numbers Listening: How to Become Effective Listening: The Ways You Benefit
Maintaining Workplace Integrity Manage People Correctly and They Will Excel Meetings: Informative and Worthwhile Measuring Up: Managers Trust and Credibility Managing Your Greatest Assets Motivating Others
Networking: Mastering the Art
58 67 68 69 70 84 87 88 90 95 96
New Employee Orientation Program
Recruitment Strategies Professional Image
101 106 107 114 115
Retention Tools Reducing Staff Turnover Reward, Recognition and Praise
Self-Esteem and Good Manners Stress Strategies Stress: Helping Employees Cope with Disaster Stressed Out Self Development: Pieces of Advice Supervision
Training: Secrets to Effective Employee Development
120 121 123 124 125 126
Teamwork: Elements of Effectiveness Things to Do List Training Systems Process
136 137 138 139
Values of Importance What Do Failures Do Differently? Xtra: Top Newspaper Contacts
140 141 142
Y – Z Websites to Toll Free Numbers
149
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ABCs FOR BUILDING INTERPERSONAL RELATIONSHIPS NOTES
Attentiveness
Give your undivided concentration.
Boldness
Confidence: Speak and do all things in truth.
Creativity
Approach a task or idea from a new perspective.
Dependability
Fulfilling a commitment, even if it means sacrifice.
Enthusiasm
Giving it your best effort and loving what you do.
Forgiveness
Erasing the record of those who have wronged you.
Grateful
Letting others know how they have benefited your life.
Humility
Recognizing the investment of others in your life.
Initiative
Doing what needs to be done before being asked.
Justice
Personal responsibility to uphold the purity and truth.
Kindness
Being friendly to all cultural differences.
Loyalty
Using difficult times to demonstrate commitment.
Meekness
Yielding your rights with a desire to serve.
Neighborly
Projecting a hospitable attitude.
Obedience
Cheerfully following directions of those in authority.
Patience
Properly solving a difficult situation.
Quick
Eager, sudden and prompt action to get things done.
Responsibility
Knowing and doing that which is expected of you
Sincerity
Eagerness to do what is right with transparent motives.
Truthfulness
Earning trust by reporting facts and being tolerant.
Under Control
Restrained in their actions.
Virtue
Moral excellence demonstrated consistently.
Wisdom
Responding to life situations wisely.
XL (X-Large)
Size of your open-mindedness.
Yielding
One who is willing to give.
Zeal
A passion to show sincere interest.
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ADA JOB INTERVIEW CHECKLIST NOTES NOTES
Should
Ask the applicant if he/she has full understanding of the position applied for.
Take time to explain the physical surroundings and location of where the job will be performed.
Provide the applicant with a copy of the position’s current job description.
Provide the applicant with a copy of an employee handbook and any accurate job-related documents as a basis for discussion.
Ask applicant if he/she can perform all job functions. Determine if the functions performed are essential or nonessential to the position.
Explain management's performance expectations (attendance policy, personal appearance, service attitude and skill levels).
Discuss quality, quantity and timeliness of work.
Be aware of awkward conversation topics: employee locker rooms, lunchrooms, and restrooms. Discuss in a professional manner.
Make clear the company vision, image, and service standards.
Document the interview session with enough details to be able to explain what happened and who said what to whom. File appropriately.
Should Not
Ask the applicant if he/she has a disability that will prevent him/her from performing the job task at hand.
Discuss the existence, nature or severity of an applicant’s physical or mental impairment.
Ask about applicant’s mental or physical health or that of a family member.
Ask an applicant if he/she will need to take leave for personal treatment or for the health care of another family member.
Discuss the progress of an illness if the applicant volunteers the information about a medical condition, its remission or treatment.
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ADA JOB INTERVIEW CHECKLIST (2) NOTES
Ask if the applicant has had an alcohol problem.
Ask if the applicant has had a drug-related problem.
Ask if the applicant has any personal marital problems.
Ask probing questions about the applicant's workers' compensation history.
Commit to a reasonable accommodation on the spot. It first should be discussed with both the human resources and corporate legal departments. Once approved appropriate action should be taken.
Use off-color humor during the interviewing process.
Stereotype and/or prejudge applicant on appearance.
Discuss irrelevant things, e.g., the applicant's age, dependents, and other personal matters. Stay focused on the applicant's qualifications for the position being interviewed for. If the question is not job-related, don't ask it!
Important Note: If conversation matter is job-related, it may be discussed after a conditional job offer has been extended. This refers to all sorts of employment issues and situations. Be smart during the interviewing process.
Hard work pays off in the future…..Laziness pays off now! Author Unknown
3
ANGER: DEALING WITH IT NOTES NOTES
You cannot always change the person or situation that causes you anger, but you can change how you react. Here are some tips to help you cope with anger:
Stop what you’re doing, take time out to calm down and reflect. Go for a brisk walk or jog. Work off your frustration through exercise. Get away. Go outside, go into another room, and give yourself a little time alone. Write how you feel on a piece of paper. Turn negative energy into something productive (clean your house, vacuum your car). Back off on stimulants such as caffeine, nicotine, chocolates and other sugars. Pet your pet or get a pet. Pets are great at helping you release anger. Be Forgiving. Reliving the experience over and over won’t change it. Talk to the person who made you angry. Let him or her know your needs and feelings. Buy yourself some time, pause and count to 10. Begin to think rationally. Choose not to address every single injustice. Express your anger strategically. Don’t blame or insult someone else, because what you say can’t be taken back. Try to find a reasonable explanation for the other person’s behavior. Empathize. Seeing a situation through another’s eyes can often shortcircuit anger. Meditate. Try a deep breath, self-hypnosis or a quick prayer. Actively listen. It helps you become less judgmental and helps you avoid giving advice. Work on your interpersonal relationship skills. Take time to laugh at yourself. Try to clarify and investigate the language that seems to be deliberately angering you. Don’t bait or fuel the pattern. Don’t personalize every negative statement you hear. Determine early warning signs that anger is about to hit you and leave that environment. Cry. Crying helps you discharge tension and discomfort and helps relax tight muscles. Tune out. Read, watch TV, or play games. Psychologically, these are sponges that sop up stress. Listen to your favorite music. It can have a profoundly calming effect Take a small rest break or nap. A period of no activity can be very helpful.
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ATTITUDE SNAPSHOT NOTES
Circle the extent to which you agree or disagree with the following 10 statements. One (1) representing strongly disagree to five (5) strongly agree. 1.
My work is important and I do it well.
1
2
3
4
5
2.
Providing quality service to others is a priority with me.
1
2
3
4
5
3.
Dealing with difficult people is challenging but rewarding.
1
2
3
4
5
4.
I go the extra mile at every opportunity.
1
2
3
4
5
5.
My personal enthusiasm is always high.
1
2
3
4
5
6.
Nothing hinders my positive attitude. It remains constant.
1
2
3
4
5
7.
I work at treating all people with the same level of dignity.
1
2
3
4
5
8.
Providing services to others is enjoyable to me.
1
2
3
4
5
9.
I do not let negative situations dictate outcomes.
1
2
3
4
5
1
2
3
4
5
10. I am not a "Woe Is Me Person" (WIMP).
What can you do to improve any question with a score of 3 or lower?
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BEHAVIORS OF SUCCESSFUL MANAGERS NOTES NOTES
The following is a descriptive list of managerial behaviors. They are intended to capture the essence of critical elements needed by managers to drive their business forward in a highly competitive and ever-changing market.
Capable of conducting detailed analysis on task and problems
Recognize warning signs. Clarify concerns, issues, emergencies and problems. Identify the root of the problem. Gather sufficient quantity of relevant facts and information. Develop a course of action outline. Analyze and dissect courses of action. Select the “most likely to succeed” course of action. Implement the best course of action. Evaluate the course of action and measure its success. Make necessary adjustments and alterations.
Clearly define external customer and supplier expectations
Listen to and understand external customer/supplier concerns. Consistently check with external customers and suppliers to ensure that their expectations are being met or exceeded
Clearly define internal customer expectations
Listen to and understand internal customers. Consistently check with internal customer to ensure that their expectations are being met or exceeded.
Delegate tasks or projects
Delegate according to the individual’s skill, knowledge, abilities, motivation and attitude. Delegate with clarity. Explain what should be done and the reasons for the delegation. Provide the appropriate level of authority.
Develop organizational talents, skills and competencies
Match the developmental goals and objectives with individual and team developmental activities. Create or take advantage of on-the-job opportunities to apply newly acquired skills.
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BEHAVIORS OF SUCCESSFUL MANAGERS (2) NOTES
Empower individuals and teams
Develop a sense of ownership in jobs by providing clear expectations, control of sufficient resources, responsibility, and coaching, while not removing responsibility for the action. Expand individual responsibilities by giving assignments to the employees that increase their depth and responsibility within guidelines. Openly communicate facts and information with employees through informative two-way communication.
Follow up by monitoring progress/results and taking appropriate corrective actions
Establish and maintain self-evaluation and feedback systems that encourage employees to evaluate and adjust their own performance. Seek and build upon the innovative and creative ideas of individuals. Establish and maintain procedures for monitoring processes and results. Use controls and measures that are consistent with the organization's goals, simple to understand, timely, and relevant.
Use appropriate influence
Inspire and guide individuals toward goal achievement; modify behavior to accommodate tasks, situations, and individuals involved. Establish and build rapport by communicating in a non-threatening manner. Establish and build trust through the sharing of respect. Seek and solicit suggestions and ideas from individuals, groups, and teams. Develop and build upon the suggestions and ideas offered. Give slightly more than due credit to the originator of the suggestion or idea. Develop understanding of new ideas and ways of looking at things. Gain and build commitment to new ideas and courses of action. Check for understanding of expected actions by periodically summarizing the intended actions. Check for agreement regarding the expected actions to be conducted.
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BEHAVIORS OF SUCCESSFUL MANAGERS (3) NOTES NOTES
Provide meeting leadership, management, and facilitation
Prepare for the meeting well in advance: Ensure dates times, and locations (with directions) are clarified; ensure participants are notified and agenda is published/distributed to all prior to meeting; coordinate room arrangements and recommended materials. Open all meetings by clearly explaining their purpose and importance. (Optional, if purpose/importance were included in the agenda that all participants received well prior to the meeting). Review any time periods specified for the meeting: start time, summary time, and target-end time (as a goal). Review the roles associated with the meeting: convener, facilitator, recorder, timekeeper, and the role, of all participants. Review the ground rules: sticking to the agenda; being as open and honest as possible; one person speaks at a time; listening before speaking; asking for clarification when the communications are unclear, etc. Repeat, paraphrase, or restate to clarify or confirm what is said and ensure understanding. Recognize individual contributions by ensuring that each individual has an equal opportunity to speak. Ask for ideas, alternatives, and suggestions and acknowledge each individual’s idea, alternative, or suggestion. Provide procedural suggestions to keep the meeting focused on its purpose or the agenda items being discussed. Solicit procedural suggestions from others. Use internal summaries of key points thus far mentioned. Close with a summary of the decisions reached; clearly specify the next steps to be completed, when they will be completed, and by whom. Follow-up with a complete meeting record prepared, reviewed, and distributed in a timely manner.
Conduct Negotiation
Clearly identify the concerns, interests, and issues of all parties as much as possible. Explore the underlying needs and positions of others. Clarify the specific points of agreement first. Make statements that demonstrate the clear understanding of the needs and positions of others.
8
BEHAVIORS OF SUCCESSFUL MANAGERS (4) NOTES
Disclose first from yourself personally, or from your position, to establish openness and trust. Reinforce the reciprocity of others, or very subtly question the lack of reciprocity of others. Work to achieve true collaboration whenever possible. If collaboration is not possible, work toward acceptable compromise of all parties. Keep arguments issue-oriented and not person-oriented by intervening to settle argumentative situations among participants.
Communicate orally
Communicate with clarity and brevity by presenting single ideas in a clear, concise, organized, and persuasive manner. Speak at an appropriate speed, volume, tone, and pitch to the target audience or key individual listener. Communicate nonverbally with congruence, using nonverbal keys—stand like a tree, maintain eye contact, use appropriate facial expressions, use appropriate gestures, use appropriate posture. Express confidence without being intimidating, superior, or nonchalant.
Communicate in writing
Communicate well so that the reader clearly understands the message. Present the ideas in a logical manner: Introduce the topic, provide supporting information, close with clarity. Ensure that the draft or final correspondence (memorandum, letter, report, etc.) has a little more than enough clarity and conciseness, and that the spelling, punctuation, and grammar are a little more than the norm of the organization. Ensure that written communications are appropriately drafted, written, reviewed, edited, proofed, finalized, signed, distributed, and filed for effective and efficient retrieval.
Demonstrate organizational systems awareness
Understand and maintain an organizational systems perspective by using one or two accepted systems models with these sub-systems: input, transformation, output, and feedback. Use this organizational systems perspective to monitor these factors: structure, numbers and information flow, decision-making, planning; budget, control, and measurement; threats and opportunities, and problem identification with positives and negatives for each factor.
9
BEHAVIORS OF SUCCESSFUL MANAGERS (5) NOTES NOTES
Use the organizational systems to direct organizational information. Recognize the needs and requirements of internal clients and external customers and suppliers. Evaluate the results of the organization as a system.
Manage continuous improvement and quality processes
Proactively collect data and information on customer requirements and the effectiveness of process or procedures. Involve others in the planning process. Encourage individuals to follow a systematic improvement process. Emphasize and take steps to build in quality earlier and earlier into the production and services processes. Provide education, training and reinforcement in the support of continuous improvement and total quality efforts.
Demonstrate teamwork and collaboration
Contribute to discussions, actions, and projects; respond positively to requests for information, suggestions, and assistance. Actively listen to the content and process of communications so that collaboration can occur. Disagree tactfully by focusing on facts, first those facts with which there is agreement, and then those facts with which there is conflict; avoid personal preference or self-interest. Share the credit for good ideas; acknowledge the contributions, creativity, experience, knowledge, skills, and abilities of others. Help resolve indifference, disagreements and open conflicts, by identifying common ground and then exploring differences.
Demonstrate visionary leadership
Communicate a clear vision of the desired future environment. Establish a clear set of organizational values that will influence dayto-day decisions. Gain commitment through enthusiastic communications about the vision, the desired future state, and key values. Build upon rational commitment by making the world of those individuals who support the vision and organizational values a little brighter.
10
BARRIERS TO A POSITIVE CHANGE IN THE WORKPLACE NOTES
Cold unfriendly work environment
Inadequate job knowledge and poor work skills
Outdated performance-appraisal system
Emotional outbursts
Lack of business and customer focus
Open rude criticism
Communication and listening problems
Back-stabbing and back-biting
Favoritism
Lack of individualized recognition
Grapevine gossip and loose lips
Inadequate reward system
Constant conflict, confusion and being overwhelmed
Old problems, same remedies
Frustration
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COACHING TIPS NOTES NOTES
Coaching highlights what people can readily achieve; giving support.
Successful programs can lead to improved individual and team performance and increased levels of motivation. Communicate high expectations.
Practice building relationship skills, particularly listening.
Set up regular one-to-one meetings to develop a relationship and give the employee an opportunity to share with you.
Do not compare the performance of the person you are coaching to the performance of someone else.
Never start coaching until you have a working relationship with your employee, and never stop working on the relationship until you stop coaching.
When coaching others, relate your real experiences and stories; when doing so, use "I" and not the generic "you" to talk about yourself.
Never sit across the table from the person you are coaching because this suggests an adversarial relationship.
Most coaching conversations are framed as attempts at solving problems or overcoming the learner's weakness. Try the opposite approach of profiting from opportunities and building upon the learner's strengths.
Once you have a topic, a problem, or an opportunity, ask the learner for ideas. Listen actively and attentively. When the learner says that he or she has run out of ideas, ask for some more.
If you want to avoid appearing rigid and obsessive, don't over-plan and over-rehearse your coaching session. Have a general idea of your goal and invite the learner to suggest the specific process.
At the end of a coaching session, ask the learner for feedback about your coaching performance. Model appropriate behaviors for receiving feedback. And change your behavior during your next coaching conversation.
Avoid giving advice. Advice usually brings out the ‘yes, but ...” response. Instead, try to provide information that the person can use to chart his or her next course of action.
12
COMMUNICATING: SENDING CLEAR MESSAGES NOTES
The eyes are the windows to the soul. To improve your communication effectiveness through eye contact, practice several of the following recommended eye contact skill-builders daily.
Watch and analyze how other individuals’ eye communication patterns make you feel. Ask family and friends how they feel about your eye communication. Is it strong? Weak? Does it project confidence?
Make a conscious effort to maintain eye contact with the person or persons you are speaking to for at least eight seconds before looking away.
If you have a feeling of uneasiness with the person you are speaking to, focus on the bridge of their nose or just above their eyebrows. This will help diminish your emotions and keep them steady.
Think positive, and your eyes will reflect your thoughts. Your self-esteem and friendliness will show through.
Be cautious not to stare over the listener’s shoulder or look through them.
Find a comfortable place on their face to rest your eyes and listen intently. EYE CONTACT ALERT SURVEY
1. Do you know where to look when speaking to another individual? 2. Do you know where to look when presenting in front of a group? 3. Do you know where to look while being spoken to? 4. Do you maintain eye contact long enough to build a level of respect between the two parties? 5. Do you show sincerity and compassion through your eyes?
13
COMMUNICATING: SENDING CLEAR MESSAGES (2) NOTES NOTES
Body language and physical posture movements can either help or hinder effective communications. Review the following body language and posture messages that are visible to others. Immediately replace any negative movement you might have with one that communicates a more positive image.
Messages and Movements Confidence and Authority Smiling intently Constant eye contact Leaning back with hands locked behind head Hands locked behind back Erect body stance Frustration
Tapping of foot or fingers Wringing of hands Pacing back and forth Short, controlled breathing Running hands through hair
Enthusiasm
Arms extended, hands open Eyes very wide and alert Smile showing upper teeth Lively movements Body stance erect
Anger
Hard eye contact Nostrils flaring Hands clenched as fists Lips tightly pressed together Short, shallow breathing
Self-Control
Crossed and locked legs Eye pupils contracted Wrists gripped behind the back Fists clenched tight Lips pursed
14
COMMUNICATING: SENDING CLEAR MESSGES (3) NOTES
Messages and Movements Openness
Leaning forward when speaking or listening Uncrossed legs or arms Hands relaxed and opened Head nodding forward in agreement Moving physically closer
Critical Assessment Chin in palm of hand Intense eye contact Thumb on chin, first finger over lips Body drawn back Lips pressed together Readiness
Strongly leaning forward Standing with hands on hips Legs and feet slightly spread apart Facial expression project alertness When sitting, hands on thighs
Doubt and Rejection Ear rubbing or tugging Touching nose Eyebrow rising Legs and arms crossed Squinting of eyes Evaluation
Stroking of chin Pulling beard (if male) Sitting on the edge of a chair leaning forward Slightly tilted head Hand to cheek gesture
Nervousness
Pacing back and forth Constant clearing of throat Incongruent laugh Covering mouth with hand when speaking Twitching lips or face
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CUSTOMER-SERVICE COMPANY EVALUATION NOTES NOTES
This questionnaire will help you discover specific areas in your business where you should be focusing your attention and give you a starting point in your journey toward greater guest service. Be sure to answer the questions from your individual point of view as honestly and objectively as possible. The questions refer to the way things stand now, not how you wish they were or how you think they may be in the future. The higher the overall score, the more customer-service focused the organization is. Questionnaire: Use the following numbers to evaluate each question.
0 = Not at all
1 = Small degree
2 = Moderate degree
3 = Large degree
___ Do we survey our guests to find out how satisfied they are with our service/products and ask for their suggestions for improvement? ___ Do we survey our staff to find out how satisfied they are with the working environment and ask for their suggestions for improvement? ___ Do we have a written mission statement or specific long-range goals that focus on our commitment to providing our guests with quality products and services? ___ Do we collect information on what poor quality and service costs our hotel in terms of lost guests, wasted time, and reduced morale? ___ Do we train our front-line staff in telephone and face-to-face guestrelations skills? ___ Do we train our managers in the skills they need to support staff in providing excellent service (team building, delegation, coaching, and so on)? ___ Do we put newly hired staff through an orientation process that stresses the importance of guest service in their specific jobs? ___ Do we have a computer system that supports our staff in providing fast and efficient service to our guests? ___ Do we have a process in place that allows us to make specific changes in our policies and procedures based on guest feedback? ___ Do we go out of our way to reward and recognize staff for their efforts on behalf of the guests? _____ Total Score
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CHARACTERISTICS OF WORLD CLASS SERVICE NOTES
Accessibility
Employees available when needed; approachable and friendly. Timely follow-up by appropriate person.
Competence
Staff is experienced, takes responsibility; effectively satisfies customers. Process for improvement.
Attitude
Positive and flexible. Can-do spirit with sense of urgency. Courteous, cooperative, and enthusiastic.
Communication
Changes that affect the business relationship; policies, procedures; new services are shared with customers.
Credibility
Believable; behave with integrity and trustworthiness. Actions are ethical. Business practices inspire trust and confidence.
Features/Innovation
Introduce new desired services; customer friendly, resulting in higher satisfaction and lower service cycle times.
Responsiveness
Willingness to provide service. Resolve problems quickly and effectively. Seeking fair treatment.
17
CUSTOMER SERVICE: DEALING WITH REALITY NOTES NOTES
We have been there; aggravated by nasty customer service we have received—the fast-food attendant who provides the wrong drive-thru meal, the bank teller who chats on the phone to a friend while working on your transactions, or the hotel front-desk employee who books you into a room that is already occupied. Uncommon problems? Not really. To stop dealing with gray areas and focus on the realities of outstanding customer service, consider the following approaches to improvement within your organization. Reality #1 Customer Service Will Not Take Care Of Itself
Everyone in the organization must become customer-sensitive and service-oriented. Collect information on customer perceptions about service being provided. Analyze and develop an ongoing training program to sharpen employees’ responsiveness to customer needs.
Reality #2 Policies At Times Are Problems
Review the company’s current customer-service policies to make sure they were designed to protect the business as well as the customer. All regulations should position the company as the top service provider in the minds of its customers. Policies should create good, not bad, will between the two.
Reality #3 Customer Service Is The Responsibility Of Everyone
From the President/CEO to the newly hired employee just completing his or her first day's orientation, everybody must have a strong customer-service ethic. If any link in the customer-service chain is corrupt, the customer's perception of the company will suffer.
Reality #4 Latitude: A Must For Customer Service Contact Staff
Who knows better how to properly service customers than those who interact with them daily. Those on the front line hold the key to vastly improving all services being extended to your customers. Allow them to take action without fear of retribution.
18
CUSTOMER SERVICE: DEALING WITH REALITY (2) NOTES
Reality #5 Take Pride in Selecting and Retaining The Right Staff
Organizations must take the time needed to properly identify, interview, select, train, and retain service-oriented people. Not everyone is cut out to do this type of work. It takes a special attitude, inner motivation, and commitment to have a servant’s heart. Select wisely and all parties will win.
Reality #6 Company Reputation is Paramount To Success
Organizations must be willing to give something back to the community as well as extract something out of it. The way it conducts its affairs, the image it projects, the environment it creates for its employees—all impact its visible character and reputation.
Reality #7 Persistence Breaks Resistance
Creating a customer-service organization will not happen at the snap of a finger. It will take time and patience. Share the vision, establish ongoing staff-training programs, hold people accountable to perform, and reward openly. Embrace change and promote the benefits.
"Even with a solid developmental program, not all people are suited for demanding, customer-contact positions. Remember, you’re interested in hiring more than just a heartbeat.” P.L. Clark
19
CUSTOMER-SERVICE PROFESSIONALS STAND OUT BECAUSE: NOTES NOTES
They take pride in their organization, its products and services. The organization is not seen as a “way-station” until something better comes along.
They continually work on enhancing their personal image and wisdom.
They put forth extra effort and go the extra mile to ensure satisfaction.
They look upon situations from the customer's point of view.
They hold themselves accountable for their own actions and take their responsibilities seriously.
They do more than read the company mission statement, because they are the company mission statement.
They consider what they do as a profession; it has value and makes a positive contribution to society.
They have come to understand that the word TEAM doesn't have an “I” in it.
They are interested in running a customer-service marathon, not the customer-service sprint.
They treat all customers with a high level of integrity.
They are courteous, polite, and friendly and are willing to see the good in all people.
They make others feel important through respect, recognition, appreciation, providing assurance, and extending a welcome.
They understand that customer-directed service involves the active participation of customers.
They realize that customers want tangible service.
They know that securing a loyal customer base is a key challenge.
They listen for, and are in tune to, what the customer is thinking, desiring and feeling.
They recognize that the customer defines customer satisfaction.
20
CAPITALIZING ON YOUR EMPLOYEES’ TALENTS NOTES
Keep your people engaged. Show them their increased involvement will pay dividends for them and the business. Support, nurture, and encourage their application of knowledge to help your company run better. Here are some suggestions for creating a culture where internal solutions are more the norm than the exception.
Hold periodic brainstorming meetings with all employees where snap judgments are suspended and “anything goes” in terms of proposing new ideas. Everyone contributing is on a level playing field. Ideas are welcomed from everyone. This is an opportunity to think both “inside and outside of the box.” “What ifs” are also solicited. Create a fun environment through games and toys along with positive reinforcement to encourage innovative thinking and “the sky's the limit” ideas.
Design contests to cultivate new ideas, thoughts and opinions. You can define the problem to be solved or the area you seek information on. Make sure to acknowledge and recognize all contributors for their input, no matter how much or how little is given.
Seek out employees for their help and ideas. Many employees have ideas but are intimidated or afraid of coming forward to share them. Possibly in the past they have been made to look foolish for a suggestion or possibly have had an “idea” stolen. Take time to get to know your employees on their terms. Understand their jobs, how they see existing processes, and how they can be improved. Managers who stay in touch with “employee work reality” earn employee respect and friendship.
Check the quality of the pudding. Should you hear through the grapevine such comments as “upper management doesn’t really care” or “Why share anyway, they never listen,” it’s time to go to work and correct this perception. Employees must feel that they are a vital asset of the organization and that their thoughts and thinking are valued by management. You may have to go the extra mile, or even two, in order to create the perception that management is receptive to their ideas and does value their input.
21
CUSTOMER SERVICE: THE LISTS OF SEVEN NOTES NOTES
Customer satisfaction does, in fact, yield positive financial results specifically in repeat purchases. However, due to continual competitive pressures, new demands are placed on management to reevaluate payoffs from past programs and look beyond mere customer satisfaction to strong customer loyalty. Building loyalty requires consistency in customer-service performance at all levels of the organization. Customer-Service Strategies to consider for implementation. 7 Important Customer-Service Habits All Employees Need to Possess
Always attempt to go the extra mile to ensure satisfaction.
Extend as many acceptable options as possible.
Make your positive attitude infectious.
Live up to what you have promised and then over-deliver.
Show sincerity while listening to the customers’ questions/concerns.
Step into the customers’ shoes and see things through their eyes.
Treat customers and co-workers as the most important part of the job.
7 Ways to Become a Customer-Service Role Model to Your Staff
Begin the day with a positive mindset. Be open and sociable.
Don’t vent frustrations; share them. Control emotions.
Listen actively, communicate directly, provide coaching and reward.
Always commit to the right thing, even if it is costly.
Talk the talk, and walk the walk. Be consistent.
Be willing to admit to not knowing everything.
Delegate decision-making to staff, and support their efforts.
22
CUSTOMER SERVICE: THE LISTS OF SEVEN (2) NOTES
7 Do’s and Don’ts of Customer-Service Language
"I don't know the answer but I will find out for you." vs. "I don't know, sorry."
"I'll find someone to assist you" vs. "That’s really not my job."
"I'm more than happy to assist you." vs. "Sorry, but you will have to speak to the manager on duty."
"Let me tell you what I'm going to do for you." vs. "This is what the company allows me to do."
I'm so sorry; I understand." vs. "I'm sorry, but what do you expect me to do?"
"Sir, I will be with you shortly. Thanks for understanding" vs. "I am busy. Can you come back in a few minutes?"
"Would it be OK to call you back in several minutes?" vs. "Call me back in 15, would you?"
7 Ways to Generate Sales with Customer Service
Build interest, desire, and need.
Listen to customers’ concerns and provide a solution to their liking.
Paraphrase what has been heard to ensure understanding.
Use open-ended and probing questions to extract useful information.
For every option, have an alternate option in the wings. Understand that at times, no means No.
Always promote the benefits to be received.
Use every customer-service opportunity as a sales opportunity.
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CUSTOMER SERVICE: BE GLAD THEY TOLD YOU NOTES NOTES
Customers Dictate Profits How a customer is treated and how a company backs up its public commitments to quality service will determine if a customer stays loyal to that company or begins to seek another service provider. T.R. Keepers
According to Research
The average happy customer will talk about a pleasant experience that they have had for approximately one and a half years (18 months).
The average unhappy customer will remember an incident for approximately twenty-three and a half years (282 months).
A majority of unhappy customers never complain. They just go on their merry way, never to return.
Of those who don't complain, a high percentage will never buy again from the business that offended them.
Unsatisfied customers will share a negative experience with at least 12 people, and 13% of those will tell more than 20 people.
A high percentage of customers stop doing business with a service provider based on the way they were treated during a first contact.
It's the satisfied customer who builds your reputation!
24
DELEGATION: HALLMARK OF GOOD MANAGEMENT (1) NOTES
Delegation is a must do for managers who desire their businesses and people to grow. However, there are basic approaches to delegation that, with practice, become the backbone of effective management.
Delegate the entire task outcome to a single individual. This will show the chosen one that you have faith in their ability and that you trust their judgment. It will also give you the opportunity to see how sharp their decision-making and problem-solving skills are.
Take the time needed to select the right person for the task. Assess the knowledge, skills, capabilities, and behaviors of subordinates, and assign the task to that individual who will be stretched the most but also has an excellent chance of success.
Be clear on expected results. Give information on what you expect as the final outcome of the delegated task, why it is important to complete the task in the manner prescribed, when it needs to be completed, whom to contact should a problem arise, where help can be found, and how much trust you have that the task will be handled correctly.
Delegate authority. Assign the task, not the method to accomplish it. Let the employee complete the task in the manner he or she chooses. There is more than one way to skin a cat. As long as the end results are satisfactory to the manager (and within company performance guidelines), give the employee freedom of choice.
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DELEGATION: HALLMARK OF GOOD MANAGEMENT(2) NOTES NOTES
Ask employee for clarification. Have employee restate in his or her own terms what the end results should be when the task is completed. Compare against your expected results.
Require progress reports. Set up weekly, written and/or verbal progress reports from all direct reports. Commentary should be informative and detailed. Reports should cover what was accomplished from the last report date, what goals are set for the next week and any potential issues. Regular staff meetings provide this ongoing feedback, as well.
Keep communication lines open. Don’t be overbearing or intrusive. Don't hover over subordinates, but sense what they're doing and support their checking in with you along the way. Work on keeping your anxiety down.
Do not immediately yank the task back if the initial results are unsatisfactory. Continue to work with the employee and ensure they perceive the task as their responsibility. Some take longer than others to “get it” or “get the ball rolling.” Nurture along and give support.
Evaluate, recognize, and reward employees’ performance. Evaluate results, not methods. Address insufficient performance, provide constructive criticism, coaching and counseling, and reward successes.
26
DIFFICULT EMPLOYEES NOTES
Sooner or later every employee of yours is going to have one or more significant problems or challenges in the workplace. It is not if it will happen as much as it is when it will happen. If you take the “carry the big stick” approach to every problem that arises, you will find yourself toiling away in a very lonely workplace.
When shortcomings or problems arise, they can usually be tackled with some down-to-earth instruction or coaching, or with a positive, but frank, discussion of the issues at hand. This discussion should be designed to leave people feeling that you have a sincere interest in them, that you are helping and supporting them and not punishing and reprimanding them. Reality is that all people want to succeed at their work and be recognized for it.
Be sure that when you do deliver negative news that it addresses the individual’s actions and performance and is not a direct attack on the individual’s person or character. Negative conversations should be held in private or in a place where the employee will not be publicly embarrassed.
There are those employees who just don’t get it (the job and their responsibilities) and are disruptive to the business. Such conduct needs serious action taken immediately. You may need to reassign the problem-employee’s duties, alter work schedules, or hand deliver a written warning to the employee. There is the possibility that you may even have to terminate the employee.
The smartest route to take is to follow a structured discipline program (using the progressive discipline technique) that is part of your business’ policies and procedures, which all employees have been made aware of while attending their new-hire orientation program.
27
DEALING WITH PEOPLE YOU CAN'T STAND NOTES NOTES
Not everyone you come in contact with will be a candidate for the "Personality of the Year" award. Some will crawl right under your skin, while others will trigger your hot buttons. Whichever the case, you can still manage to get through the ordeal if you use the following techniques:
Ask yourself, "Am I using my common sense in dealing with this individual?”
Seek out the core of the problem. It might be something totally unrelated to the current situation.
Take a look at your own emotions. Are you adding fuel to the fire?
Try to identify whether the individual is truly difficult or just being unreasonable.
Attempt to see the problem through the other person's eyes.
Always control your temper and manage your emotions.
Give yourself a positive self-talk that you are strong enough to handle whatever challenge is set before you.
Maintain your level of professionalism, integrity, and core values. WHEN DEALING WITH EGOS
Acknowledge individual(s) as VIP. Do not talk company policy. Do not let their ego destroy yours.
WHEN DEALING WITH ABUSIVE LANGUAGE
Ignore the language as much as possible. Use "selective" agreement; address issue.
WHEN DEALING WITH HYSTERIA
Let the individual vent. Take28 it backstage, and solve the problem.
DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY NOTES
Managers can protect themselves from liability by following some practical guidelines for conduct and behavior in the workplace.
Understand the Law
Managers must be familiar with federal, state, and local statutes and should be educated regularly in upholding and implementing them. Managers can avoid liability by recognizing when such laws are implicated, such as when employees make valid requests for family and medical leave or for accommodations for disabilities. It is management’s responsibility to be up-todate on governmental policies and regulations. This should be a top priority in any manager’s mind.
Follow Company Policies and Procedures to the Letter
There are numerous aspects of the employer-employee relationship that are not governed by any federal, state, or local law. For example, many states do not dictate the type of discipline that an employee must be given before a termination occurs. However, employers frequently choose to address these subjects in their company personnel policies, employee handbooks, and operations manuals. Once an employer has adopted new policies, they have arguably created a new law as it applies to their particular workplace. New policies and procedures should be created with the guidance of a professional legal advisor.
Consistency Creates Continuity
An employer's failure to demonstrate consistency in dealing with employees, will lead to new employee problems, because at the heart of every discrimination charge is the essential allegation that other persons outside of the plaintiff's protected class were treated differently than the plaintiff. This could be a perception call on the part of the plaintiff; however, what he or she perceives to be right is right unless proven otherwise. Whenever an employer departs from the normal course of treatment, he or she runs the risk of creating a discrimination action. This is why it is critical that all policies, procedures, and standards of operations are understood and handled consistently by all company management and supervisory personnel.
29
DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (2) NOTES NOTES
When Dealing with Employees, Deal in Truths
A fairly common and unfortunate management practice is to attempt a shortcut to disposing of a difficult and non-productive employee. Because the road to a performance-based termination is cumbersome, filled with counseling and coaching sessions, performance and personal learning plans and other progressive disciplinary steps, managers often seek an alternative basis for termination, such as a supposed job elimination, reduction in force, rules infraction, or attendance problems. Employees who are not given a truthful reason for a demotion, reassignment, or termination will usually discover that the stated reason was not the real reason for the action. This is normally enough to trigger an employee’s emotions to take action. Few things more strongly motivate employees to sue than the belief that they were not dealt with truthfully.
Treat Employees With Common Courtesy and Dignity
Managers should never forget that disciplinary actions, however well deserved by the employee, are by their nature an attack on the employee's pride and self-esteem and thus difficult for the employee to receive. Terminations, in particular, impose a significant emotional hardship on employees. No matter what the cause for termination, in most employees’ minds their actions did not warrant being let go and they justify to themselves why they should be given another chance. Managers should avoid taking any additional steps that will rob the employee of his or her dignity. These might include terminating the employee at the height of the workday so that the employee is compelled to collect personal belongings and clean out the desk while co-workers look on; standing over the employee while the employee cleans out the desk; and escorting the employee—or having a security officer escort the employee—to the parking lot. This does not mean that employers cannot take precautionary measures to ensure that the employee does not cause harm to another co-worker or do damage to the company systems or equipment or does not take proprietary information offsite—data such as customer lists, marketing or advertising strategies, and product formulas, etc. However, managers should consider employee dignity in implementing these protective measures.
30
DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (3) NOTES
Allow Employees To Voice Their Opinions Most employees, having received some measure of disciplinary action, seek to respond and present “their side of the story.” It is always a good practice to permit employees to respond to disciplinary counseling, either verbally or in writing. By permitting employees to respond, managers often can diffuse potentially explosive situations. If during this time the employee becomes too emotional, postpone the conversation until tempers and emotions have had a chance to cool down. Remaining civil to one another is the best road to travel in these types of situations.
Maintain Confidentiality Of Employee Discipline and Other Personal Information Employee discipline is a matter between an employee and the employer and should remain confidential. Failure to observe this principle is unfair to the employee and carries several potentially negative consequences. To avoid defamation suits, employees should never be reprimanded or terminated in front of third parties. Any such communications regarding an employee's poor performance should be relayed to the employee quietly, and in the strictest of confidence. Once completed, details regarding the communication should be recorded and placed in the employee's personnel file. Documentation of facts is critical in any workplace infraction. It is the responsibility of all managers to properly collect and catalogue all employee incidences and keep a copy of them in a confidential, well protected personnel file.
Control Your Temper and Never React in Anger One of the greatest challenges in dealing with difficult employees is maintaining objectivity and emotional distance. Acting in anger especially increases the likelihood of physical contact, which you want to avoid at all cost. Managers should preclude the possibility of assault and battery charges by ensuring that employees are never physically touched. Moreover, as noted above, a supervisor should never grab documents from an employee, hold onto an employee's garment or chair, or physically usher an employee from a room. Note that anger is a behavior. And behaviors have an impact on our frame of mind. Our minds control our emotions, emotions control our actions, actions control our performance, and performance brings about consequences. Remember, anger is one letter short of danger. 31
DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (4) NOTES NOTES
Utilize Your Human Resources Training and/or HR Department
Managers and supervisors should be trained to ask questions, or refer employee questions regarding employment rights and benefits to human resource professionals. HR professionals should seek opportunities to develop a strong working relationship with operational management and significantly decrease the number of potential employment actions that may arise in the workplace. Human Resource departments are more than a support function of business operations. They are the guiding light that keeps management’s feet on the safe path when dealing with people’s emotions, needs, wants, and expectations. This advice may well fall into the category of common sense; however, common sense in some workplaces is not so common. In the midst of daily business pressures, managers sometimes fail to use good judgment in dealing with employee issues. By reviewing the above guidelines with management, HR professionals can remind supervisors of the importance of these basic principles in avoiding liability not only for the company, but also for the individual manager.
Think You Can, Think You Can’t: Either Way You’re Right. Henry Ford
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DISAGREEMENTS: WORKING THROUGH THEM NOTES
All of us from time to time are called to step up to a difficult situation that has cropped up in the workplace. It could be a dispute with a fellow worker, a personality clash with a customer, going toe-to-toe with the boss, or just a flat out disagreement with a stranger. Anxiety begins to set in. Stress levels begin to hit an all time high. Blood pressure begins to rise, and your tolerance in dealing with this conflict is hanging by a thin thread. It is at this point that you must condition yourself to respond in a positive manner to both the people involved and the situation at hand.
Thinking that will lead to acceptable resolution:
I can rise above this situation and look at it from another viewpoint.
There are a number of options in dealing with this disagreement. Which is best for all parties?
I do not need to be argumentative in order to get my point across.
Building trust will be my top priority.
I will maintain my level of professionalism at all times.
It is possible for everyone to win.
Not everybody will be in agreement, but we can find a common ground.
Respect will be given, even if not received.
I will be open and honest in my dealings.
I will lead by personal example.
I will control my frame of mind.
My actions bring forth consequences.
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DISAGREEMENTS: WORKING THROUGH THEM (2) NOTES NOTES
Being sensitive and tolerant to people and situations:
Clash with the Supervisor •
Do not become reactive. Take time to think. Take time to cool down.
•
Gather your facts and support resources.
•
Look at things through the supervisor's eyes.
•
Become familiar with his or her expectations.
•
Work at establishing clear two-directional communications.
•
Be very clear in expressing your feelings while managing your emotions.
•
Keep a positive attitude.
Friction between Workers •
Acknowledge immediately a complaint or concern when it is brought to your attention.
•
Be cautious not to show favoritism to one side or the other. Remain neutral.
•
Become an active listener and gather all pertinent facts.
•
Draft an outline of possible alternatives in handling the problem.
•
Get both sides to collaborate and agree on a solution. Work toward a common place of agreement.
34
DISAGREEMENTS: WORKING THROUGH THEM (3) NOTES
Conflict with a Customer •
Step up to the challenge head on.
•
Be sensitive and sincere in your approach to the situation.
•
Be willing to take ownership of the problem until it is resolved.
•
Seek understanding through questions. Take notes if needed (as a courtesy, ask for permission).
•
Paraphrase what you hear, to clarify it with the customer.
•
Offer several solutions that will establish a positive outcome for both parties.
•
Take corrective action.
•
Follow up to secure a positive agreement between both parties.
BE MINDFUL ABOUT BEING BIASED AGAINST OTHER PEOPLE IN AREAS OF: Attitude, Gender, Posture, Mannerisms, Appearance, Voice Inflection, Race, Age, Sexual Orientation, Personal Interest, Role in Society
35
DIVERSITY: PART OF THE NORMAL WORKPLACE NOTES NOTES
Diversity is about recognizing differences and accepting them. A work environment that is open to diversity is one that is filled with the essence of hospitality. Hospitality allows space in which others are made to feel comfortable. Sometimes this means physical space, other times emotional space. To extend hospitality means to meet others where they are, not where we think they should be. In order to create a work environment that is supportive of the company's diversity initiative, all levels of management must be behind it. This goes from the president to the most recently promoted supervisor. A diversity initiative is a process that continually evolves, adapts, changes, and grows over time and at the needs of the organization. Once started, it has no ending point. Diversity and inclusion are more than just a skin-color issue. Being sensitive to various cultures’ wishes and expectations must be done across all borders. If the world’s population were 5.7 billion people, distilled to a microcosm of 100 people, the following profiles would emerge:
89 would live in substandard housing.
75 would never have made a phone call.
70 would not be able to read.
70 would be non-white.
66 would be non-Christians.
57 would be Asian.
50 would suffer from malnutrition.
21 would be European.
14 would be North or South American.
8 would be African.
1 would have a college education.
36
ESTABLISHING RULES NOTES
One of the key areas of running a business efficiently is the establishment of rules for staff to abide by. The trick in making rules is to make good ones. Bad rules can be oppressive, condescending, morale-breaking, confining and/or inefficient; on the other hand, good rules can help you and your employees avoid confusion and conflict. The right rules for your workplace depend in part on the type of work you do, but some general guidelines apply to every business:
Compensation: Salaries and Benefits
The rules of your workplace should include a clear and precise description of salary guidelines, including information about how the salary and benefits structure was designed and when employees receive pay increases. Compensation packages should be clearly outlined, explaining what they are, and who is entitled to them. Differences between full-time, part-time, salaried, non-salaried, exempt, and non-exempt employees should be defined. Be careful that your rules do not prohibit employees from discussing their salaries with one another. Labor laws protect a worker’s rights to discuss such job-related issues with fellow workers. If you are treating your employees fairly and are competitive in the market place with you compensation packages, this topic should never be an issue.
Standard Workweek
Your rules should define the company’s workweek as the full seven-day period within which you calculate overtime. Reason: If the rules limit the workweek to 40 hours Monday through Friday, employees could refuse to work before nine, after five or on weekends. Never require that overtime be sanctioned in advance. Wage laws require that overtime be paid for any labor over 40 hours regardless of whether it’s authorized by the employer. Company rules should also cover the posting of employee work schedules (where and when) and the accountability the employee has to the company and co-workers to honor that schedule. Employees should understand that no work schedule can be altered without the consent of management.
Performance Evaluations
Make a rule that employee performance will be evaluated on a regular basis and findings will be shared. Establish timetables for reviews and ensure they are followed. Educate managers and supervisors on the proper steps of conducting an employee performance evaluation.
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ESTABLISHING RULES (2) NOTES NOTES
Vacation or Other Time Off
Establish a rule that says you must approve the timing and duration of employee vacations or other requested time off. That way you can keep the necessary help on hand during peak seasons and give people time off when they aren’t needed as badly. All time-off requests should be submitted to management in writing by the employee, with adequate time for consideration. Management will authorize emergency time off and each situation will be handled independently.
Drugs, Alcohol and Cigarettes
Regulate the use of alcohol, prohibiting its consumption except for designated times (holiday parties or company sponsored social events, etc). Have rules in place pertaining to alcohol on work premises. Note that you expect employees to arrive at work in an appropriate mental and physical condition. Prohibit drug use on company premises or at any company function. If necessary, establish a drug-testing program for the safety of all workers. Specify exactly where and when employees may smoke.
Company Equipment, E-mail and Internet Use
Establish rules about the use of any company business equipment for personal gain. Also establish policies regarding whether e-mail and the Internet can be employed for personal reasons. Require that all e-mail be professional and courteous. Inform employees that deleted messages can be legally retrieved from the company system and be reviewed at the will of the company. Since the integrity of the business is at stake, consequences for breaking such rules should be outlined.
Harassment: Sexual or Otherwise
Prohibit sexually explicit comments and jokes, unwanted physical contact, and the display of sexually suggestive objects or pictures. This topic should be well defined in your company’s policy and procedures manual and your new employee orientation handbook. Employees should receive a copy of both. Your rules should designate more than one person with whom an employee can register a complaint (in case the problem is arising from the individual’s immediate supervisor). Contact people should come from the areas of business operations and human resources.
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FAIR EMPLOYMENT LAWS: PRE-EMPLOYMENT QUESTIONS
Be Cautious! Be Intelligent! Many states have fair employment laws that prohibit certain types of pre-employment questions. These are questions that fall in the categories of national origin, gender, age, religion, disability, veteran status, color, and race. Remember, if the question is not job-related, abandon it. On the next two pages is a descriptive list of both acceptable and inappropriate questions. Note that this listing is NOT all-inclusive.
TOPIC
INAPPROPRIATE -Number of children?
ACCEPTABLE
-Who is going to baby-sit the kids? -What hours and days can you work? -What faith do you practice? Reliability, Attendance
-Are there specific times that you cannot work? -Do you have pre-school aged children at home?
-Do you have responsibilities other than work that will conflict with specific job requirements such as traveling?
-Are you single, married, divorced? -Do you have a car or truck? Citizenship/ National Origin
For Reference Checking
-What is your national origin? -Where are your parents from? -What was your last name before you got married? -What is your father's surname? - Relatives’ names?
Arrest and Conviction Disabilities Birth Date Emergency
Credit Record
Military Record
-Are you legally eligible for employment in the United States? -Same as above. -Have you ever worked under a different name? -None -None
-Do you have any disabilities? -Do you have 20-20 eyesight? -What is your date of birth? -What is the name and address of a family relative to be called in case you're hurt on the job?
-Have you ever been convicted of a crime? If so, when, where, and what was the disposition of the case? -Can you perform the duties of the job you are applying for? -If hired, can you furnish proof that you are over age 18? -What is the name and address of the person to be notified in case of an emergency? (Request only after the individual has been employed.)
-Do you own your own home?
-None
-Have your wages ever been garnished?
-Credit references may be used if in compliance with the Fair Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act Of 1996.
-Ever declared bankruptcy?
-None -What type of education, training, work experience did you receive while in the military?
-Have you ever been arrested?
-What type of military discharge did you receive?
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FAIR EMPLOYMENT LAWS: PRE-EMPLOYMENT QUESTIONS (2) NOTES
TOPIC
INAPPROPRIATE
ACCEPTABLE
-What is your native language? Language
Organizations
-How did you acquire ability to read, write or speak a foreign language? -What are the clubs, societies and lodges you are a member of -Do you belong to a union?
Race or Color Worker's Compensation
Religion or Creed Gender
-Complexion or color of skin. -Have you ever filed a worker's compensation claim form? -Have you ever been injured on the job? -Inquiry into applicant's religious denomination, religious affiliations, church, parish, pastor or religious holidays observed. -Do you wish to be addressed as Mr., Mrs., Miss., or Ms.? -What was your last home address? -How long did you reside there?
Addresses
Education
-How long have you lived at your current address? -Do you own your own home? -What year did you graduate from high school, trade school, or college? -What color are your eyes, hair?
Personal -How much do you weigh?
-Inquiry into languages applicant speaks and writes fluently. (If the job requires additional languages)
-Inquiry into applicant's membership in organizations the applicant considers relevant to his or her ability to perform job. -None
-None -None
-None
-None
-None -None -None -None
-Do you have a high school diploma or equivalent? -Do you have a university or college degree? -Only permissible if there is a bona fide occupational qualification.
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FEEDBACK FORM NOTES
Want to know what your employees think about the organization? Ask!
PERSONAL VIEWPOINT FEEDBACK FORM Date_________________________ Name (Optional)_______________________________________ Below is a set of questions related to important issues in our organization. You ARE the organization, and your viewpoints are essential to our success. You will help us become a better employer by giving us your honest feedback. •
The jobs I perform that seem unimportant:
•
In order for my department to become more efficient:
•
Where I see that supervision could be improved:
•
The demeaning rules, policies, or procedures that I would change:
•
If I were the boss of this organization, I would:
•
The thing that I like best about working here:
41
GIVING CONSTRUCTIVE FEEDBACK NOTES NOTES
Feedback should provide information from which the receiver can draw his or her own conclusions…
Pay attention to what you see, not what you believe. What we see is both real and factual. On the other hand, what we believe is based on inference and perception. Both inference and perception are left up to our own personal interpretations. The problem that arises is that what we believe to be true in our minds— accurate or not—becomes truth to us. For example, some people sincerely have a fear of flying and no statistics will convince them that it is safer traveling by air than traveling by car.
Pay attention to behavior, not personality. An individual's behavior is something that can be physically seen. However, a person's personality and character can only be speculated on. We cannot expect people to change their personality in order to meet our expectations, nor do we have the right to criticize them for it. We do have the right to question behavior; and, when the behavior is inappropriate, provide guidance to change it.
Do not judge, remain neutral. Be cautious of passing personal judgment. People tend to judge using their own scale of values and standards. Most of the time, snap judgments will bring on conflict between the two parties, which creates a wall of defense that neither is able to penetrate. More harm than good is accomplished. Always take a neutral stance. This will allow the other person the opportunity to consider for themselves their own behavior and to make the appropriate choice to change.
Use feedback that informs rather than advises. When people give advice, whether they realize it or not, they sometimes take away the other person's freedom to decide for themselves what is the appropriate thing to do. People accept advice as the status quo, with no other options to turn to. Providing information in a constructive manner, however, allows people to retain their freedom to use what was given to them as they so desire.
42
GIVING CONSTRUCTIVE FEEDBACK (2) NOTES
K.I.S.S.: Keep it simple … seriously! Provide feedback in digestible amounts. Do not overload the amount of information given in a single feedback session. Quality feedback on one or two major areas that need improvement produce more results than quantity feedback on a half-dozen minor ones. Too much information can hinder the priority-setting and decision-making processes.
Talk the talk and walk the walk. Providing constructive feedback is part of the workplace communication process. Feedback is useful as well as two directional. If you feel comfortable about sharing information with others regarding how they can improve their personal performance, be open to their assessment of yours. It can only be beneficial. STRUCTURE FOR GIVING FEEDBACK Guidelines •
Ask for their views on their own performance, discussing strengths and areas of improvement.
•
Explain the situation or circumstance as seen.
•
Outline what they actually did or said and provide specific examples.
•
Outline the impact or effect that they had on you, their peers, the team, the department etc.
•
Ask for their opinions and comments and be an active listener.
•
Come to a mutual agreement regarding how they could improve on what they did.
43
THE “HUMAN” IN HUMAN RELATIONS NOTES NOTES
The core of human (employee) relations is an ongoing personal-relationshipbuilding process. It takes commitment, desire, emotional stability, time, talent, and constant effort on your part. With the variety of cultural backgrounds in today’s workplace, it is extremely challenging for managers to place their finger on the definition of what constitutes human relations and people relationships. Some ingredients involved in employee relations are communication (verbal and non-verbal), trust, ethics, honesty, truthfulness, morals, fairness, justice, feelings, beliefs, expectations, distress resolution, career counseling and coaching, career enhancement, leadership, and many other intangibles. Managers, whether they realize it or not, should be an advocate for all of their employees, and a supportive business partner in the workplace. But, what is a legitimate employee advocate? Following is a list of some behaviors that employees expect from a true advocate:
Someone who shows sincere interest in their employees well being.
Someone who strives for fair treatment of all employees.
Someone who displays interest in employee problems.
Someone who attempts, with employees’ help, to solve employee problems.
Someone who works at building employee morale and self-esteem.
Someone who believes employees should be treated with respect and dignity.
Someone who works diligently at respecting differences.
Someone who will do what is right for others, even if it costs them. Factors Involved in Human Relations
Communication
The most important component of human relations is an open, two-way line of communication. Truthful and accurate sharing of feelings, data, and information can only lead to a positive relationship between individuals.
44
THE “HUMAN” IN HUMAN RELATIONS (2) NOTES
Trust
The old question, "If I can’t trust you, who can I trust?" is something that should be taken seriously. Trust is a feeling/emotion that is nurtured over time. Trust is something that is earned along with respect. It is the opening up of oneself to another. It is the willingness to take a chance. If managers never reach a level of trust with their employees, and vice versa, everything within the workplace will face compromise. Trust takes time to build between individuals. It takes work, but the end results are well worth it.
Judgment and Ethics
If employees do not support, or do not understand a manager’s ethics, they will indirectly question the manager's motives. When employees begin second-guessing the actions of their managers, chaos creeps into the workplace. No doubt this will begin to create a stressful work environment for the employees and may hinder performance. Judgment means justice to all. Ethics means specific moral choices to be made by an individual in his or her relationship with others.
Fairness
Fairness simply means that all employees within the company are treated equally, under the same circumstances, by all management. No favoritism should be shown. No one likes to feel as if he is a second-class citizen or to be treated that way. This does not mean that superior performance should not be rewarded. To employees, fairness also means comparable (fair) wages and benefits for both men and women, single or married.
Emotions
Managers should learn how to read employee behaviors and be sensitive to employee emotions. Acknowledgment and concern about employee feelings toward work issues are an important part of establishing a relationship. Becoming familiar with their own emotions and feelings will help managers see things from their employees’ point of view. Emotions stem from our frame of mind.
45
THE “HUMAN” IN HUMAN RELATIONS (3) NOTES NOTES
Perceptions and Beliefs
In human relations, perceptions are more important than reality. Employees will act on what they perceive or believe. The power behind this is what they believe to be accurate. It is important that employees be well informed and told the truth, even when it may be uncomfortable for management or employees. Honesty is the best policy. Employee beliefs, whether true or not, and their uncertainties will affect performance. Good communication will ensure that employees’ beliefs are related to reality in the company.
Expectancy Factor
Employees need to know, and have the right to know, what to expect from their managers. They need to know what their manager’s “hot buttons” are and what triggers them. No one likes surprises unless they are good surprises. As a matter of fact, the best surprise is no surprise. Knowing the expectations of managers will greatly reduce employee stress.
Hostility Resolution
Problems arise in all companies. It is imperative that any sort of hostility be managed so that undue stress does not affect employees and their performance. With the fast pace of today’s work environment and the ever changing demands of the competitive marketplace, people are pushed to their limits. Sometimes, as with rubber bands, they become so stretched that they only thing they can do is snap.
Career Counsel
Career counseling and development will communicate to employees that the company cares about them on a personal level and is willing to invest in their future. Career counseling should begin with a skills assessment to evaluate both the strengths and areas of improvement of the individual. Once noted, personal learning plans need to be drafted with a buy-in from the employee. Checkpoints and measurements to evaluate progress are essential.
46
THE “HUMAN” IN HUMAN RELATIONS (4) NOTES
Consequences for Managers Who Pay No Attention to Human Relations
Union
Employees don’t bring unions into a business; management opens that door by the way they treat their staff. Unionization of a company hinders management’s ability to manage and drives up the cost of doing business. Unionization can be avoided if employers exercise common-sense thinking and exhibit good people skills.
Surge in Absenteeism
Employee absenteeism drives up the cost of doing business through employee benefits, replacement workers, training and development, and a loss of performance. Increased absenteeism should flag management to possible staff morale problems or concern for company products and services.
Costly Turnover
Employee turnover drives up the cost of doing business through recruiting, educating, company performance, customer service, quality of service and workplace relationships.
Litigation
The cost of defending against litigation for allegations of wrongful employment actions can be astronomical and has driven many companies out of business. Such actions taken by disgruntled employees could result in criminal, civil, and financial penalties. Managers should always take the threat of litigation seriously. In many situations, individual managers can be found individually responsible and held accountable in a criminal or civil action. This not only causes embarrassment in the management ranks, but also tarnishes the reputation of the company in the local community.
47
THE “HUMAN” IN HUMAN RELATIONS (5) NOTES NOTES
It’s All in the Way We Think!
One Frame of Mind impacts our Emotions
Five Outcomes bring forth consequences
Four Performance impacts outcomes
Two Emotions impact our actions
Three Actions impact our performance
It is critical for us to gain a better understanding of who we are, what our likes and dislikes are, and to have a passion for the things we do. What will guide our success is a combination of both our academic intelligence (IQ) and emotional make-up. There is a new synergy that evolves within us when these two are combined and become as one in our thinking. HOW TO MAINTAIN BUSINESS AND PERSONAL INTEGRITY
48
NOTES
Maintaining integrity means more than just prohibiting grand theft. Business practices that can help maintain your company’s integrity:
Demonstrate a commitment to honesty.
Demonstrate openness and disclosure in all dealings, both internally and externally.
Stand behind your promises; let your word become your bond.
Make your commitment to product and service quality clear, and hold your employees to the same standard.
Encourage people to stand up for what they believe.
Tie rewards, promotions and increases in responsibility and authority directly to performance.
Support a work atmosphere where honesty is the best policy.
Make it clear that stealing, lying, and cheating have no place within the company and will not be tolerated under any circumstances.
Make it clear that skimming profits, fudging figures, and justifying unethical business tactics are seen as unacceptable actions by any level of personnel in the company.
INTERVIEWING QUESTIONS: SAMPLES
49
NOTES NOTES
The way in which questions are phrased is very important. The following are examples of acceptable and unacceptable interview questions. The first question is unacceptable and the second one is acceptable.
No: Are you a citizen of the United States? Yes: Are you lawfully employable in the United States either by virtue of citizenship or by having authorization from the INS and the Labor Department?
No: How old are you? Yes: Are you over the age of eighteen?
No: Do you have any children? Yes: What are your child-care arrangements? (Questions about family status are not job related and should not be asked.)
No: What clubs, organizations or associations do you belong to? Yes: What professional or trade groups do you belong to that you consider relevant to your ability to perform this job?
No: Have you ever filed a worker’s compensation claim? (You may not ask this or any related question during the pre-offer stage.)
No: What disabilities do you have that would hinder you from working? Yes: Are you able to perform the essential functions of the job to which you are applying? (Be sure you tell the applicant what the essential functions are.)
No: What year did you graduate from high school? Yes: What schools have you attended?
No: What is your maiden name? Yes: Have you ever been known by another name? (Only ask this question if you need to contact a former employer, because a legal liability may exist if an applicant claims that you were trying to determine her ethnic background and consequently didn't hire her because of it.)
No: Do you smoke cigarettes? Cigars? Pipe? Yes: Our smoking policy is a state policy; can you adhere to it? (Be aware of any state laws that relate to smoking. Some states prohibit an employer from excluding applicants for off-the-job smoking.)
No: Do you have AIDS or are you HIV-positive? (There is no acceptable way to inquire about this, or any other medical condition.)
INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS
50
NOTES
You have been given key responsibility for conducting employment interviews at your place of work and would like to conduct all interviews in a professional and lawful manner. Also, you have reviewed the company's employment application and aren't sure whether there is a need to ask some of the questions that are listed on the employment application. The information to follow may be used to ensure that your company's employment application form asks for information from applicants in a lawful manner. It is of critical importance to conduct lawful employment interviews, because jury trial awards can have a devastating impact on your company's financial picture. The guiding principle behind any applicant question: "Can the employer demonstrate a job-related necessity for asking the question?”
In asking potential hires questions, the interviewer should first ask himself:
Is this information a "must have" in order to judge the applicant's qualifications?
Will I be able to evaluate an applicant's skills level from this question(s)?
Can I gain insight into the applicant's overall ability for the position?
The Equal Employment Opportunity Commission (E.E.O.C.) issued its Pre-Employment Inquiry Guidelines in 1981 and its Enforcement Guidance: Pre-Employment Disability-Related Questions and Medical Examinations in 1995. These address the issue of interview questions which, if used in making a selection decision, have a discriminatory effect by screening out minority applicants, female candidates, older applicants and individuals with a disability, etc., for the particular job in question.
RACE - There are no job-related considerations that would justify asking an applicant a question based on race.
RELIGION - There are no job-related considerations that would justify asking about religious convictions, unless your organization is a religious institution, which may give preference to individuals of their own religion.
INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS (2) 51
NOTES NOTES
GENDER - Generally, there are no appropriate questions based on the applicant's gender during the interview process. Specifically: •
Women are no longer protected under state wage/hour laws re: number of hours worked, lifting restrictions, etc.
•
It is unlawful to deny a female applicant employment because she is expecting a child, or planning to have children at some future date.
•
Questions on marital status, number of children in the family, childcare and parental-care arrangements, etc., are not appropriate.
•
Questions as to availability to work should be job-related: "What are the actual hours you can work? What shift(s) can you work—morning, afternoon, evening, split? Can you work on holidays and/or weekends?”
SEXUAL PREFERENCE - Under certain state and municipal laws, there are no permissible questions regarding an applicant's sexual preferences.
HEIGHT AND/OR WEIGHT RESTRICTIONS - These questions may support gender or national-origin-discrimination claims unless their relationship to specific job requirements can be demonstrated.
AGE - Under the E.E.O.C.’s Age Discrimination Interpretive Rules issued in 1981, as amended, a request for date of birth on the employment application is permissible, with an appropriate disclaimer shown. In practice, this is not asked on applications. Any hiring effort that is age-biased such as "recent graduate," or any question during the interview process that hinders employment because of age is unlawful. The Age Discrimination Act of 1967 bars discrimination against persons age 40 or over.
ARREST AND CONVICTION RECORDS - Questions relating to an applicant's arrest record are improper, while questions of an applicant's conviction record may be asked, if job related. The E.E.O.C. and many states prohibit use of arrest records for employment decisions because they are inherently biased against applicants in protected classes. The E.E.O.C. has issued a Revised Policy Statement covering the use of conviction records by employers in making employment decisions: •
The employer must establish a business necessity for use of an applicant's conviction record in its employment decision. In establishing business necessity, the employer must consider three factors to justify use of a conviction record: Nature and gravity of the offense for which convicted, amount of time that has elapsed since the applicant's conviction and/or completion of sentence; and specifics of the job in question as it relates to the nature of the offense committed.
52
INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS (3) Notes
•
The E.E.O.C.'s Revised Policy Statement eliminated the existing requirement that employers consider the applicant's prior employment history along with rehabilitation efforts, if any. The Revised Policy Statement requires that the employer consider job-relatedness of the conviction, plus the lapse of time between the conviction and current jobselection process.
NATIONAL ORGIN - You may not ask an applicant where his/her parents were born, or where he/she was born. You may ask if the applicant is eligible to work in the United States. FINANCIAL STATUS - Interviewers should avoid questions that ask applicants if they own or rent a home or car, or if wages have been previously garnished, unless financial considerations for the job in question exist. Any employer who relies on consumer credit reports in its employment process must comply with the Fair Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act of 1996. MILITARY RECORD - You may not ask an applicant what kind of discharge they received from military service. However, you may ask whether the applicant served in the military, length of service, final rank at time of discharge, and type of job experience and education received while in the service. DISABILITY - You may not ask whether the applicant has a particular disability. You may only ask whether the applicant can perform the duties for the job in question.
“The challenge that bosses face while interviewing a potential hire is identifying those candidates whose skills, qualities, attitudes and capabilities truly "FIT" the job requirement.” Getvell Soona
53
INTERVIEWING: MOVING THE DISCUSSION ALONG NOTES NOTES
Interviewers want to extract as much quality information as possible from the applicant. The sure way to accomplish this is by creating a non-threatening atmosphere that allows the applicant to speak freely and openly.
Make the applicant feel at ease right from the beginning of the interview. If the applicant feels comfortable, he or she will be more likely to share information with you. Project a positive and professional image, one that is approachable at all times.
Some applicants tend to freeze up because of nervousness during the interviewing process. Some questions might be hard for them to answer. That's okay. Keep the tempo of the session moving and come back to those questions later on in the interview. The more time you spend with an applicant, the more relaxed they will become with the process.
Try to ask questions that are thought provoking. Use open-ended questions—those that an applicant cannot answer with just a simple yes or no.
Avoid leading questions. Create an atmosphere where the applicant feels free to discuss what is on his or her mind. Remember, you are seeking credible answers, the type that will provide you the kind of information needed to make an informed hiring decision.
Be safe. Only ask job-related questions. If you feel that the question you’re going to ask is outside the legal guidelines, it probably is.
The purpose of an interview is to collect information. This is hard to do if you, the interviewer, are doing all the talking. ZIP IT! Give the applicant time to speak. Remember the 80-20 rule: Applicant speaks 80% of the time and the interviewer 20% of the time. If these percentages differ, who's interviewing whom?
Actions and emotions sometimes speak louder than words. Keep an eye on the applicant's non-verbal communication. Is what they are saying and what they are feeling one in the same?
54
KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHASES NPre-In
Before scheduling a face-to-face interview with a potential candidate, take time to screen the applicant on the telephone. Use the telephone as an assessment tool, looking at such criteria as:
The efficiency of the candidate on the telephone.
The initial attitude, voice, language and professionalism displayed by the candidate.
The quantity and pertinence of information given by the candidate.
The manner in which the candidate accepts or declines the opportunity to talk personally about another position.
The candidate's flexibility in arranging a time and place to meet for a personal interview.
During the Interview When we meet people for the first time, it is human nature to perceive what we like and dislike about that person within the first 30-seconds of the encounter. Sometimes the call is right on target, but more times than not we miss the mark. Enter every interview with an open mind. As questions are being answered, quietly evaluate the candidate’s personality, personal appearance, creative thinking skills, adaptability to questions, common courtesies, personal habits, interpersonal skills and humor. Ponder the following:
What is the candidate's overall appearance? Is he or she well groomed and neatly attired? Do they project themselves well?
Is the candidate over- or under-dressed for the interview?
What type of attitude does the candidate project? Polite/courteous?
Does the prospect have good communication and listening skills?
Is the candidate's sense of humor nonsexist, non-racist and devoid of cultural stereotyping?
How much does the prospect try to control the interview?
What quantity and quality of questions does the candidate ask during the interview? Are they well thought out? Do they have purpose?
55
NOTES
KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHASES (2) NOTES NOTES
How much knowledge of the industry/competition, does the candidate possess? What types of reading does the candidate do?
Is the candidate aware of the opportunities the new position offers? Would you consider this individual a self-starter? A visionary?
What is the candidate's attitude toward present and past employers?
Is the candidate discreet when disclosing information about a past employer?
How do the candidate’s work ethics match your business standards?
Is this candidate able to describe present and past responsibilities accurately? To what degree?
How much foresight did the candidate show regarding previous career moves? Were all moves logical and in the company's and candidate's best interest?
How much flexibility does the candidate have regarding travel and willingness to relocate? What is the previous relocation history?
What is the candidate's educational background, including colleges attended, and degrees and honors awarded? Has education been continual throughout the candidate's career?
What are the candidate's strengths (including degree of expertise) versus the job description requirements?
What is the candidate's compensation package level relative to years in the industry? Below market? On target? Above market?
What have been the prospect's contributions to community groups and industry affiliations? Has he or she held positions of leadership?
What is the extent of travel and understanding of other cultures?
Has candidate participated in any company-sponsored recreational activities?
What level of leadership qualities does the candidate exhibit?
Relative to the candidate's past and present positions, are their expectations for personal achievement reasonable?
56
KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHRASES (3) NOTES
Post-Interview Once the interviewing process has been completed, take time to evaluate both the candidate and the information gathered.
Compare both the achievements and position levels attained for individuals in the same age category as the candidate.
Determine the candidate's willingness to provide meaningful and objective references.
How does this candidate measure up to other candidates who have applied for the position? Is this candidate best suited for the slot?
Is a second interview warranted? Would a second interview, conducted by someone else, shed more light on the candidate's personality and skills?
After all the information has been analyzed, the big questions to ask are, "Will there be a good fit between the candidate and the company?” and “How strong a bond can be established between the candidate, other team-members and the management?” Although a candidate may look ideally qualified on paper, there could be a number of “just-don’t-feel-right” things that could add up to a negative decision. Ultimately, management’s goal is to get the right person, in the right position, at the right time.
"The caliber of people who work for your company will arguably have more impact on the success of your company than any other factor." Bob Adams
57
LABOR: DOL NATIONAL CALL CENTER PHONE NUMBERS NOTES NOTES
US Department of Labor National Call Center Phone Numbers The Department of Labor National Call Center provides workers and employers a way to get consistent, accurate information and assistance. The Call Center provides nationwide toll-free assistance with questions about job loss, business closures, pay and leave, workplace safety and health, pension and health benefits, and workplace injuries. In addition to answering general information, the Call Center will relay any specific inquiry to the proper office without delay.
Main Call Center Number:
1-866-4-USA-DOL
Employment and Training Questions:
1-877-US-2JOBS
Wage and Hour Questions:
1-866-4-US-WAGE
Workplace Safety and Health Questions:
1-800-321-OSHA
Energy Employees' Compensation Questions:
1-866-888-3322
Federal Employees' Compensation Questions:
1-866-999-3322
TTY number for all Department of Labor Questions:
1-877-889-5627
State Labor Departments ALABAMA
PH: 334-242-8990 Fax: 334-242-3960 Internet: www.dir.state.al.us
Commissioner Alabama Department of Labor P.O. Box 303500 Montgomery, AL 36130-3500 PH: 334-242-3460 Fax: 334-240-3417
ALASKA Commissioner Department of Labor P.O. Box 21149 Juneau, AK 99802-1149 PH: 907-465-2700 Fax: 907-465-2784 Internet: www.labor.state.ak.us
Director Department of Industrial Relations Industrial Relations Bldg. 649 Monroe Street, Room 204 Montgomery, AL 36130
58
DOL NATIONAL CALL CENTER PHONE NUMBERS (2) COLORADO
ARIZONA
Executive Director Department of Labor and Employment 1515 Arapahoe Street, Tower 2, Suite 400 Denver, CO 80202-2117 PH: 303-318-8000 Fax: 303-318-8048
Chairman Industrial Commission P.O. Box 19070 Phoenix, AZ 85005-9070 PH: 602-542-4411 Fax: 602-542-3104
Director Labor Standards Office 1515 Arapahoe Street, Suite 375 Denver, CO 80202-2117 PH: 303-318-8441 Fax: 303-318-8400 Internet: http://www.coworkforce.com
Director State Labor Department P.O. Box 19070 Phoenix, AZ 85005-9070 PH: 602-542-4515 Fax: 602-542-8097 Internet: www.ica.state.az.us
CONNECTICUT
ARKANSAS
Commissioner Labor Department 200 Folly Brook Boulevard Wethersfield, CT 06109-1114 P H: 860-263-6505 Fax: 860-263-6529 Internet: www.ctdol.state.ct.us
Director Department of Labor 10421 West Markham Little Rock, AR 72205 PH: 501-682-4500 Fax: 501-682-4535 Internet: www.state.ar.us/labor
DELAWARE
CALIFORNIA
Secretary Department of Labor 4425 N. Market Street, 4 Floor Wilmington, DE 19802 PH: 302-761-8200 Fax: 302-761-6621 Internet: www.delawareworks.com
Director Department of Industrial Relations 455 Golden Gate Ave., 10th Floor San Francisco, CA 94102 PH: 415-703-5050 Fax: 415-703-5059
DISTRICT OF COLUMBIA
State Labor Commissioner Division of Labor Standards Enforcement Department of Industrial Relations 455 Golden Gate Ave., 9th Floor San Francisco, CA 94102 PH: 415-703-4810 Fax: 415-703-4807 Internet: www.dir.ca.gov
Director Department of Employment Services Employment Security Building 54 New York Ave., NE, Suite 3007 Washington, D.C. 20002 PH: 202-671-1900 Fax: 202-673-6993 Internet: does.ci.washington.dc.us
59
DOL NATIONAL CALL CENTER PHONE NUMBERS (3) NOTES
FLORIDA
HAWAII
Secretary Department of Business and Professional Regulation 1940 N. Monroe St. Tallahassee, FL 32399-0750 PH: 850-488-3131 Fax: 850-487-4928 Internet: http://www.state.fl.us/dbpr/ or http://www.MyFlorida.com (Farm labor and child labor)
Director Department of Labor and I Relations 830 Punchbowl Street, Room 321 Honolulu, HI 96813 PH: 808-586-8865 Fax: 808-586-9099 Internet: www.dlir.state.hi.us
IDAHO Director DOL 317 W. Main Street Boise, ID 83735-0001 PH: 208-334-6112 Fax: 208-334-6430 Internet: www.labor.state.id.us
Director Agency for Workforce Innovation Caldwell Bldg., Suite 100 107 East Madison St. Tallahassee, FL 32399-2129 PH: 850-488-7228 Fax: 850-921-3223 Internet: http://www.floridajobs.org/ or http://www.MyFlorida.com (Employment related services)
ILLINOIS Director, DOL 160 N. LaSalle Street 13th Floor, Suite C-1300 Chicago, IL 60601 PH: 312-793-1808 Fax: 312-793-5257 Internet: www.state.il.us/agency/idol
GEORGIA Commissioner DOL Sussex Place - Room 600 148 International Blvd., N.E. Atlanta, GA 30303 PH: 404-656-3011 Fax: 404-656-2683 Internet: www.dol.state.ga.us
INDIANA Commissioner DOL 402 West Washington Street Room W195 Indianapolis, IN 46204-2739 PH: 317-232-2378 Fax: 317-233-5381 Internet: www.state.in.us/labor or teenworker.org
GUAM Director DOL Government of Guam P.O. Box 9970 Tamuning, GU 96931-9970 PH: 671-475-0106 Fax: 671-477-2988 Internet: www.labor.gov.gu
60
DOL NATIONAL CALL CENTER PHONE NUMBERS (4) IOWA
MAINE
Director Iowa Workforce Development 1000 East Grand Avenue Des Moines, IA 50319-0209 PH: 515-281-5387 1-800-562-4692 Fax: 515-281-7995
Commissioner Department of Labor 20 Union Street P.O. Box 259 Augusta, ME 04332-0259 PH: 207-287-3787 Fax: 207-287-5292
Labor Commissioner Division of Labor Services 1000 East Grand Avenue Des Moines, IA 50319 PH: 515-281-3606 Fax: 515-281-7995 Internet: www.iowaworkforce.org/labor
Director Bureau of Labor Standards Department of Labor State House Station #45 Augusta, ME 04333-0045 PH: 207-624-6400 Fax: 207-624-6449 Internet: http://www.state.me.us/labor
KANSAS MARYLAND Secretary, DHR 401 S.W. Topeka Boulevard Topeka, KS 66603 PH: 785-296-7474 Fax: 785-368-6294 Internet: www2.hr.state.ks.us
Secretary, DOL Licensing and Regulation 500 N. Calvert Street, Suite 401 Baltimore, MD 21202 PH: 410-230-6020 ext. 1393 Fax: 410-333-0853 Ass't Secretary, DOL Licensing Regulation Commissioner Division of Labor and Industry 1100 Eutaw St. - 6th Floor Baltimore, MD 21201 PH: 410-767-2999 Fax: 410-767-2986 Internet: www.dllr.state.md.us
KENTUCKY Secretary Kentucky Labor Cabinet 1047 U.S. Hwy. 127 South, Suite 4 Frankfort, KY 40601 PH: 502-564-3070 Fax: 502-564-5387 Internet: www.kylabor.net
MASSACHUSETTS LOUISIANA Director Department of Labor & Work Force Development 1 Ashburton Place, Rm 2112 Boston, MA 02108 PH: 617-727-6573 Fax: 617-727-1090 Internet: www.detma.org/index.htm or www.state.ma.us
Secretary Department of Labor P.O. Box 94094 Baton Rouge, LA 70804-9094 PH: 225-342-3011 Fax: 225-342-3778 Internet: www.ldol.state.la.us
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DOL NATIONAL CALL CENTER PHONE NUMBERS (5) NOTES
MICHIGAN
MISSOURI
Director Department of Consumer & Industry Services P.O. Box 30004 Lansing, MI 48909 PH: 517-373-3034 Fax: 517-373-2129 Internet: www.michigan.gov/bwuc
Chairman, CIRC P.O. Box 599 3315 W. Truman Boulevard Jefferson City, MO 65102-0599 PH: 573-751-2461 Fax: 573-751-7806 Members of the Commission Labor and Industrial LIRC P.O. Box 599 Jefferson City, MO 65102-0599 PH: 573-751-2461 Fax: 573-751-7806
MINNESOTA Commissioner Department of Labor and Industry 443 Lafayette Road St. Paul, MN 55155 PH: 651-284-5010 Fax: 651-282-5405 Internet: www.doli.state.mn.us
Director DOL & Industrial Relations P.O. Box 504 Jefferson City, MO 65102-0504 PH: 573-751-9691 Fax: 573-751-4135 Internet: www.dolir.state.mo.us
MISSISSIPPI MONTANA Executive Director Employment Security Commission P.O. Box 1699 Jackson, MS 39215-1699 PH: 601-961-7400 Fax: 601-961-7405 Internet: www.mesc.state.ms.us
Commissioner DOL and Industry P.O. Box 1728 Helena, MT 59624-1728 PH: 406-444-9091 Fax: 406-444-1394 Internet: http://dli.state.mt.us
NEBRASKA
Chairman Workers' Compensation Commission 1428 Lakeland Drive P.O. Box 5300 Jackson, MS 39296-5300 PH: 601-987-4258 Fax: 601-987-4233 Internet: www.mwcc.state.ms.us
Commissioner, DOL 550 South 16th Street Box 94600 Lincoln, NE 68509-4600 PH: 402-471-3405 Fax: 402-471-2318 Internet: www.dol.state.ne.us/
62
DOL NATIONAL CALL CENTER PHONE NUMBERS (6)
Fax: 609-633-9271 Internet: www.state.nj.us/labor/index.html
NEBRASKA Commissioner Department of Labor 550 South 16th Street Box 94600 Lincoln, NE 68509-4600 PH: 402-471-3405 Fax: 402-471-2318 Internet: www.dol.state.ne.us/
NEW MEXICO Secretary Department of Labor P.O. Box 1928 401 Broadway, N.E. Albuquerque, NM 87103-1928 PH: 505-841-8409 Fax: 505-841-8491 Internet: www3.state.nm.us/dol/dol_home.html
NEVADA Commissioner Office of the Nevada Labor Commissioner 555 E. Washington Avenue Suite 4100 Las Vegas, NV 89101-1050 PH: 702-486-2650 Fax: 702-486-2660 Internet: www.LaborCommissioner.com
NEW YORK Commissioner Department of Labor State Campus, Building 12, Room 500 Albany, NY 12240-0003 PH: 518-457-2741 Fax: 518-457-6908
NEW HAMPSHIRE Commissioner Department of Labor 95 Pleasant Street Concord, NH 03301 PH: 603-271-3171 Fax: 603-271-6852 Internet: www.labor.state.nh.us
345 Hudson Street New York, NY 10014-0675 PH: 212-352-6000 Internet: www.labor.state.ny.us
NORTH CAROLINA NEW JERSEY Commissioner Department of Labor 4 West Edenton Street Raleigh, NC 27601-1092 PH: 919-807-2796 (toll-free NC only) 1-800NCLABOR Fax: 919-733-6197 Internet: www.nclabor.com
Commissioner New Jersey Dept. of Labor John Fitch Plaza 13th Floor, Suite D P.O. Box 110 Trenton, NJ 08625-0110 PH: 609-292-2323
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DOL NATIONAL CALL CENTER PHONE NUMBERS (7) NOTES 800 NE Oregon Street #32 Portland, OR 97232 PH: 503-731-4070 Fax: 503-731-4103 Internet: www.boli.state.or.us
NORTH DAKOTA Commissioner Department of Labor State Capitol Building 600 East Boulevard, Dept. 406 Bismark, ND 58505-0340 PH: 701-328-2660 Fax: 701-328-2031 Internet: www.state.nd.us/labor/
PENNSYLVANIA Secretary Department of Labor and Industry 1700 Labor and Industry Building 7th and Forster Streets Harrisburg, PA 17120 PH: 717-787-3756 Fax: 717-787-8826 Internet: www.dli.state.pa.us
OHIO Director Department of Commerce 77 South High St., 23rd floor Columbus, OH 43215 PH: 614-644-7053 Fax: 614-466-5650
PUERTO RICO Secretary Department of Labor & Human Resources Edificio Prudencio Rivera Martinez 505 Munoz Rivera Avenue G.P.O. Box 3088 Hato Rey, PR 00918 PH: 787-754-2119 or 2120 Fax: 787-753-9550 Internet: www.osha.gov/oshdir/stateprogs/ Puerto_Rico.html
Superintendant Division of Labor and Worker Safety 50 West Broad St., 28th floor Columbus, OH 43215 PH: 614-644-2239 Fax: 614-728-8639-5650 Internet: http://www.state.oh.us/ohio/agen cy.htm
OKLAHOMA Commissioner Department of Labor 4001 N. Lincoln Blvd. Oklahoma City, OK 73105-5212 PH: 405-528-1500, ext. 200 Fax: 405-528-5751 Internet: www.state.ok.us/~okdol
RHODE ISLAND Director Department of Labor and Training 1511 Pontiac Avenue Cranston, RI 02920 PH: 401-462-8870 Fax: 401-462-8872 Internet: www.det.state.ri.us
OREGON Commissioner Bureau of Labor and Industries
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DOL NATIONAL CALL CENTER PHONE NUMBERS (8) UTAH SOUTH CAROLINA
Commissioner Utah Labor Commission P.O. Box 146610 Salt Lake City, UT 84114-6610 PH: 801-530-6880 Fax: 801-530-6804 Internet: www.labor.state.ut.us
Director Dept. of Labor, Licensing & Regulations Synergy Center - King St. Building 110 Center View Drive P.O.Box 11329 Columbia, SC 29211-1329 PH: 803-896-4300 Fax: 803-896-4393 Internet: www.llr.state.sc.us
VERMONT Commissioner DOL&I National Life Building Drawer #20 Montpelier, VT 05620-3401 PH: 802-828-2288 Fax: 802-828-2195 Internet: www.state.vt.us/labind
SOUTH DAKOTA Secretary Department of Labor 700 Governors Drive Pierre, SD 57501-2291 PH: 605-773-3101 Fax: 605-773-4211 Internet: www.state.sd.us/dol/dol.htm
VIRGIN ISLANDS Commissioner of Labor, DOL 21-23 Church St., Christiansted St. Croix, U.S. VI 00802-4612 PH: 340-773-1994, Ext. 230 Fax: 340-773-0094 Internet: www.usvi.org/labor
TENNESSEE Commissioner Department of Labor Andrew Johnson Tower 710 James Robertson Pky. 8th Floor Nashville, TN 37243-0655 PH: 615-741-6642 Fax: 615-741-5078 Internet:www.state.tn.us/labor-wfd/
VIRGINIA Commissioner, DOLI Powers-Taylor Building 13 S. 13th St. Richmond, VA 23219 PH: 804-786-2377 Fax: 804-371-6524 Internet: www.dli.state.va.us
TEXAS Executive Director Texas Workforce Commission 101 East 15th Street, Rm 618 Austin, TX 78778 PH: 512-463-0735 Fax: 512-475-2321
WASHINGTON Director, DOLI P.O. Box 44001 Olympia, WA 98504-4001 PH: 360-902-4203 Fax: 360-902-4202 Internet: www.lni.wa.gov
Commissioner Representing Labor Texas Workforce Commission 101 East 15th Street, Rm 674 Austin, TX 78778 PH: 512-463-2829 Fax: 512-475-2152 Internet: www.twc.state.tx.us
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DOL NATIONAL CALL CENTER PHONE NUMBERS (9) NOTES
Internet: www.dwd.state.wi.us
WEST VIRGINIA Commissioner Division of Labor Bureau of Commerce State Capitol Complex Building #6, Room B749 Charleston, WV 25305 PH: 304-558-7890 Fax: 304-558-3797 Internet: www.state.wv.us/labor
WYOMING Director Department of Employment Herschler Building, 2East 122 W. 25th Street Cheyenne, WY 82002 PH: 307-777-7672 Fax: 307-777-5805
WISCONSIN Program Manager Labor Standards Department of Employment 1510 E Pershing West Wing Cheyenne, WY 82002 PH: 307-777-7261 Fax: 307-777-5633 Internet: http://wydoe.state.wy.us /
Secretary Department of Workforce Development 201 East Washington Avenue, #400 x P.O. Box 7946 Madison, WI 537077946 PH: 608-266-7552 Fax: 608-266-1784
A player’s effectiveness is directly related to his ability to be in the right place, at the right time, doing the right thing at the right moment. Author Unknown
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LISTENING: HOW TO BECOME EFFECTIVE NOTES
Easy to follow steps for effective listening
Silence is Golden. •
Allow the speaker to talk. •
Show some empathy. Hear what is being said and place value on the speaker's point of view. Be open-minded to new ideas.
Control your emotions. •
Do not become pre-occupied with other things. Give total undivided attention. Listen to understand rather than to reply. Do not let outside influences distract you.
See things from their side of the fence. •
Do no interrupt or complete the speaker's thoughts for him. Do not attempt to second-guess where the conversation is going. Listen to the entire message.
Show sincere interest. •
You cannot actively listen if you are talking. Begin listening to the speaker. Maintain eye contact. Be quiet.
Don't fuss, argue, or criticize. Watch your attitude. Do not become defensive. Even if you win the battle, you might loose the war. Be disciplined.
Ask quality questions. •
This will encourage the speaker to continue sharing. It shows that you are interested in what is being said.
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LISTENING: THE WAYS YOU BENEFIT NOTES NOTES
Everybody has the potential to become a good listener. Not everybody chooses to do so. Anyone can sharpen this skill if they set their mind to it. It takes concentration and participation but it is well worth it. In the long run, those who master listening techniques will become effective well-rounded communicators. There are some exciting benefits that good listening can bring about in both personal and business relationships:
Decisions are no longer made by "shooting from the hip."
Relationships will be built on trust and respect.
Personal image and self-confidence will grow.
Dealing with conflict situations will be less difficult.
Fewer errors will be made during the decision-making process.
Wasted effort, energy and resources will be reduced.
The ability to manage and control will be strengthened.
Intelligent responses will become the norm.
Flexibility and insight will be achieved. TECHNIQUES TO DRAW OTHERS INTO ACTIVE LISTENING Eye Contact, Questions, Humor and Laughter, Expressive Body Language, Demonstrations, Probing Questions, Thought-Provoking Language.
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MAINTAINING WORKPLACE INTEGRITY
NOTES
There are a number of business practices that with steadfastness and commitment, will help maintain workplace integrity.
Demonstrate a personal commitment to honesty.
Show disclosure in all transactions, both external as well as internal.
Establish ground rules to unacceptable behavior such as stealing, lying and cheating.
Do not accept the excuses: “This is the way we have always done it,” or “Everybody does it this way.”
Provide encouragement to all to stand up for what they believe is fair and right.
Rewards should be with great care and in such a way that they do not support favoritism.
Increases in authority should be directly tied to an individual's performance.
Hold all accountable for their personal actions.
"The man who only works for himself, by himself, with himself, is going to get corrupted by the company he keeps.” D.L. Moody
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL NOTES NOTES
Unless you are a single proprietor and work totally alone, most of us find ourselves working in companies with and for others. To be successful and to mutually achieve our goals we must be able to relate to others effectively. These ideas will help you do just that.
Take time to catch people doing things right, and let them know that they are doing things right.
Use routine feedback to stay informed about what other people are doing in your area of responsibility and authority.
Have regular, focused meetings regarding the projects or achievements that you are responsible for.
Provide adequate instructions (both verbal and written). Time is lost if things are not done correctly. If you don’t have time to do things right the first time, where will you find the time to correct them later?
Educate and train others to do jobs. You cannot do them all, nor do you want to do them all. Distribute tasks, as well as credit, among others.
Have expectations that others will succeed. It becomes a self-fulfilling prophecy when you believe others are loyal, dedicated and doing a good job. A rock pile ceases to be a rock pile the moment a single man contemplates it, envisioning within him the image of a castle.
Help others see how they will personally gain and benefit from doing a job. This is when they truly become energized.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (2) NOTES
Do not avoid talking to a weak performer. It hurts them, the business, the service and yourself if the situation is not dealt with.
Do not over-control others. It is frustrating and infuriates them and is timeconsuming for you.
Zero in on measurable results, not on activities or personalities.
Recognize and reward people for the results they produce, no matter how large or small their contribution.
Manage by hitting the pavement. Take time to walk around and see what people are doing; then listen to what they have to say.
Make quality an obsession, especially on smaller items, but don’t compromised service in the meantime.
Send personalized, handwritten thank-you notes and memos. Your recipients will be surprised!
Provide workers with open, direct, and immediate feedback on their actual performance.
Practice active listening. Don't talk; just let people explain why they are doing the types of things they are doing. You will learn much.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (3) NOTES NOTES
Manage by exception. When things are going well, leave the situation alone. If it’s not broken don’t try to fix it. When a problem occurs, help those who need help to help themselves in dealing with it.
Never seek to place blame. Always focus on the problem, not personality.
Never ignore a concern of one of your people. While it may seem trivial to you, to the other person it is a problem that will continue to destroy their train of thought and twist their emotions.
Make it a personal rule and a challenge to respond to someone within 24 hours of hearing their request.
Keep memos on bulletin boards to a minimum. People will spend less time standing there reading. Tack up “must know,” not just “nice to know” items.
Give employees an opportunity to speak their opinions and suggestions without fear of ridicule, reprisal or retribution.
When you are going to make a change that affects others, get them involved before making the actual change. This increases commitment to make the change work after it is implemented. You want them to take ownership of the change.
Put key ideas on small posters to hang around the office. If the idea comes from an employee, include that person’s name for personal recognition.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (4) NOTES
When the environment and your sincerity permit, give the person a hug or handshake.
Employees are the only business resource that can, with training and education, appreciate in value. All other resources depreciate.
People want to be involved in something important. Give them a whole project or a significant piece of the project to work on.
Have salary tied into performance appraisal and accomplishing of set goals and objectives.
Consider sharing distasteful tasks to reduce resentment and hard feelings.
Ask, “Will you please do this for me?” instead of telling someone to do it.
Eliminate private secretaries in favor of shared secretaries in order to make it easier to even out the workload.
If you give employees a well-organized and informative employee handbook, you will not be interrupted with their questions.
Pay attention to small details, the big ones are obvious and get taken care of.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (5) NOTES NOTES
Avoid asking others to do trivial personal tasks for you.
Say “please” and “thank you” to those with whom you associate.
A warm smile and strong handshake break barriers.
Smile. It helps you feel better and is contagious. The whole business shudders when the boss is frowning. Likewise, it smiles when the boss does.
Keep things "light" and have fun rather than being too serious. Seriousness blocks productivity. Life is too short to be miserable.
In order to fly with the eagles you must “think lightly” and remove yourself from the company of buzzards.
Work with each person to create standard operating procedures for their specific job. It will eliminate repetitious questions.
Let people know why they are doing something. It then becomes more meaningful when they recognize their part in a greater vision. Attach a sense of value to the task.
Provide soft, lively background music—not slow, and not rock.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (6) NOTES
To get a disorganized, coffee-drinking crew started off more efficiently, begin each day with a 5 to 10 minute meeting at starting time. The crew will then be focused, set in the right direction, and can get right to work.
Practice the golden rule in business (and it’s not “THE MAN WITH THE GOLD RULES”): It is: “Treat others the way you would have them treat you.” Fairness will then be in your business.
Practice the platinum rule in interpersonal relationships: “Treat others, the way they want to be treated.” People will be more apt to stay comfortable interacting with you when you are able to do things their preferred way.
Get others to commit to deadlines by asking, “When can you have that for me?” Then jot their answer down and hold them to it.
Nail down commitment by asking, “Do I have your word that you will have that for me then?”
Set the stage for cooperation from others by: 1) Introducing the idea; 2) Stimulating everyone by talking about it; and 3) getting others to make an investment by having them participate in the planning.
If you are unable to reach agreement or get a commitment from another person in a meeting, agree to disagree, but summarize your understanding in a confirming memo.
Giving people recognition generates energy within them. They will then direct that energy toward increased productivity.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (7) NOTES NOTES
Always give people the benefit of the doubt, unless facts prove otherwise. They may not be the cause of a problem. The cause may be beyond their control. Be persistent and follow up.
Admit when you do not know the answer to a question posed by a staff member. Then challenge the staff person to research and decide what the best answer is. It will help this person grow.
When you are away and find that some of your people did an exceptional job, call them at home in the evening and personally thank them for what they did. Don’t wait until the next time you see them.
If you know that a person will respond angrily to a particular comment, avoid bringing it up. It is nonproductive and bad for the relationship. In other words, “Never kick a skunk.”
When you appreciate what someone has done, let him or her know and put it in writing. This can then be added to their personnel file.
Have an “employee opinion survey” conducted to determine how people view the organization. That way you can catch any problems while they are still small. Let people know that their comments were taken seriously by posting a list of things that will be changed because of their sharing.
Encourage periods of uninterrupted activity such as a daily quiet hour in your department or work group.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (8) NOTES
When asking someone to do something, let them know what is in it for them and for the business. Do not focus only on what is in it for the organization and yourself.
The boss is the strongest model the employees have. Be a positive model, as people are watching to see how you behave. They will reflect this in their own behavior. Lead by example. Walk your talk.
Be a member of the “5-F club” with others. Be seen as Fair, Firm, Friendly, having Foresight, and being Fun to be around.
Do not help others unless they need and ask for help; however, do not allow them to dig a hole so deep that they will not be able to get out of it.
Encourage your people to come up with new ideas and ways to do things. Give them credit and recognition for their ideas.
If a new idea won't work, at least praise the effort of the person so he or she will come up with future ideas.
Once a week or month, meet with each staff member to catch any problems or concerns the person may have. This will help catch problems soon, before they become crises.
Be the kind of person whom others want to help and work for. Be flexible and do whatever it takes to get the job done. Remember, results are what count, not activities.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (9) NOTES NOTES
Generally speaking, getting something done perfectly is not as important as getting it done. Perfection has a high cost and may not be worth it. Attempt to do something imperfect each day. The majority of us do this with very little effort.
When giving or receiving information, don't hurry. Take the time needed to truly understand. It prevents future problems and misunderstandings.
Whenever you are having an important discussion with a person, before parting, set a specific follow-up date and time and write it on your follow-up, things-to-do list.
Never criticize an employee in front of his or her peers. Have all discussions of a corrective nature in private.
Hire people with specific skills and interests that match what the business needs to have accomplished. The better the match, the better the productivity and the more motivated the person.
Treat people as people, not objects.
Flaring in anger will drive others away, if not physically at least mentally.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (10) NOTES
Have regular "development discussions" with each of your people, in which you discuss only how the individual may grow personally and how you and the organization may be able to support them in doing this.
Low morale in workers may be an indication that the boss is only talking about negative things or what's wrong. Be sure to balance negative comments with more frequent positive comments.
Let your people know you are there to help them, not to harass them.
Telling people what you plan to do, and when, can be a catalyst for getting objections and input that you might not otherwise receive.
Form an action team to address people's problems right away rather than letting things drag out and perhaps get worse.
Instead of asking someone, “What can I do for you?” ask, “What can you do for me on this project?”
Do not be reluctant to discuss the need to improve performance with one of your people.
Encourage others to develop their plans of action and give you detailed explanations.
Encourage individuals to compete against themselves to achieve more. Let it be a personal challenge to become better as an individual.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (11) NOTES NOTES
Check the ratio of positive comments to negative comments that you make to your people. Purposely make more positive comments.
Demand accountability.
Do things for others. They will be more willing to do things for you.
Consider using time off as a reward for getting things done ahead of time.
Set up an orientation-training program for all new employees. Have both a company and departmental orientation program. It will help them learn their way around as well as teach them where things are kept and why.
Stay informed of subordinates' needs and interests. Projects can be more effectively designed and rotated when you are well informed.
If individuals need some encouragement in taking action, ask them, “What if ...” questions to help them see what choices of action are available.
Let people know that you know they can do it.
Ask questions creatively so that the person who is to take action is the one who suggests it.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (12) NOTES
Set up incentives that reward desired performance.
Ask others for their estimate of how long it will take to do a project. When possible, agree, and hold them accountable for that goal.
Take on someone else's routine so they can do what you need done without interruption.
Just as with family members, break large chores up into small, fun activities and enjoy doing them with team members.
Before an employee leaves on vacation, agree on a “must do” list of activities to be completed.
Do not be quick to judge others. Learn to listen carefully before coming to conclusions.
Consider sharing ideas and responsibility with others rather than just getting someone to do it for you or just doing it yourself.
Don't ask just anyone who is busy to get things done for you; look for the busy person who is getting results. This is a doer, not simply a busy wheelspinner.
Believe in the goodness of people.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (13) NOTES NOTES
Do not be a "baby sitter" of others, constantly taking care of them and telling them what to do. Challenge them and help them learn to think and do things for themselves.
Consider an incentive plan to reward productivity gains.
Don't do what you can get someone else to do by simply asking.
Clearly communicate who you want to do what, by when, and at what cost. Then identify who needs to know about it and when they are to be informed.
For people you relate to regularly, keep a list of things you need to talk about. Then when you meet with or call them, you can review all the items that have accumulated on your list.
Recognize that you are not the only one who can do a job right. Trust others to do things for you.
Organize, deputize, and supervise.
Meditate for one minute before starting a new subject or project.
Don’t worry about who gets the credit for completing a project. Focus on the task to be accomplished.
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MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (14) NOTES
When credit is given to you for completion of a project, be sure to give it to all who were involved. This will nurture the relationships and provide motivation to support you in the future.
Be sincerely interested in the people working for and with you.
Help others recognize their own importance.
Keep a list of birthdays, marriage and work anniversaries, and other special dates. Recognize your people on each of these dates. Mark your calendar prior to the actual date so you have time to prepare for it.
Differences Between Employees and Supervisors When employees take a long time, they’re slow. When a supervisor takes a long time, he's/she’s thorough. When employees don't do it, they’re lazy. When a supervisor doesn't do it, he's/she’s too busy. When employees make a mistake, they’re idiots. When a supervisor makes a mistake, he's/she’s only human. When doing something without being told, an employee is overstepping authority. When a supervisor does the same thing, that’s initiative. When an employee takes a stand, he’s/she’s being bull-headed. When a supervisor does it, he's/she’s being firm. When an employee overlooks a rule of etiquette, he’s/she’s being rude. When a supervisor skips a few rules, he's/she’s being original. When an employee pleases the boss, he’s/she’s apple-polishing. When a supervisor pleases his/her boss, he's/she’s being cooperative.
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MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE. NOTES NOTES
There are several practical tools that anyone chairing a meeting can use to make a meeting more effective. These tools are ones that have been suggested by toplevel managers, meeting experts, association resources, and books on the subject.
Agendas
It is nearly impossible to talk about effective meetings without discussing agendas. A properly prepared agenda can have a tremendous influence on the meeting’s outcome. Some agendas are more effective than others. Meeting agendas should be carefully planned and orchestrated. The items listed should not be merely sketchy notations indicating generally what is to be discussed, but should be described at such length that the participants will know what to expect. The person responsible for the presentation of each item should be noted, as should the expected length of time for its consideration at the meeting. Due care must be given to keep the agenda of the meeting from becoming too full. Meetings should start on time and end on time with respect to people’s available schedules. If matters can be handled outside the meeting, they should be. Many managers recommend that meeting agendas be as detailed as possible. Simply putting down “discussion of weekly sales” is too vague and allows for too many unexpected issues to be brought up during a meeting.
Communication
Open communication between meeting attendees is important. Letting all participants see an agenda before the meeting begins helps them come prepared to each meeting. It gives them a chance to review issues before the meeting begins and even get questions answered outside of the meeting. If necessary, questions can be jotted down and brought to the meeting for clarification.
Meeting Calendars
A meeting calendar can help a manager who is running a meeting determine when reports will be given and schedule issues to be discussed in order of priority. This keeps participants from feeling that every issue must be discussed at every meeting. Managers can use the meeting calendar to help impose discipline at meetings. While the manager may not want to forbid anything that is not scheduled, he or she should encourage participants to stick to it. Calendars can be duplicated and distributed to all participants.
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MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE (2) NOTES
Controlled Environments
Many managers have found that they can manipulate the meeting’s physical environment to have a positive effect on the efficiency of meetings. Some managers even go so far as to remove all chairs from a meeting room, forcing participants to stand so that the meeting will go faster. Some managers conducting meetings use a three-minute egg timer when there is time to debate a topic. The purpose for this is that participants have to be prepared to sell or support their position in the designated time. No doubt, this forces all participants to prepare prior to attending the meeting. Even managers who don’t take things to such an extreme will note the difference in length and meeting efficiency, based on when and where meetings are held, and the amenities available.
Meeting Procedures
Every meeting must have some sort of procedure by which it is run. General Henry Robert developed meeting procedures in 1876 by adapting the rules followed by the U.S. House of Representatives. Since that time, Robert’s Rules of Order have been generally accepted as an efficient way to run a group meeting. Some people, though, may resist Robert’s Rules of Order as too stifling or because they inhibit debate. However, when used correctly, Robert’s Rules can do just the opposite. They are ultimately meant to ensure that the majority is able to accomplish its goals while the views of the minority are protected and heard. A danger to Robert’s Rules of Order is what is called “motion sickness.” Not all items require “motions.” If participants can agree to something quickly, then they should do so and save the procedures for when they are needed.
Consent Agendas
For every item opened for discussion, someone will feel obligated to say something. However, not all items that come before a group need to be discussed. There are always routine actions that must be voted upon due to tradition, bylaws, or policies. These might include contract renewals, ceremonial decrees, setting meeting times, etc. One way to reduce the amount of time spent on these routine items is for the meeting facilitator or chairperson to develop a consent agenda.
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MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE (3) NOTES NOTES
Consent Agendas (continued)
The consent agenda is given to all participants before the meeting. When the meeting starts, any participant can request that an item be removed from the consent agenda and opened for general discussion. All other items are voted on together, without further discussion. It is important to note that the consent agenda should be used only to save time, not to push something through on an unaware team or board. The only items that should be placed on a consent agenda are those that are highly likely to pass unanimously without discussion or amendment.
Straw Votes
A straw vote is as much a consensus-building tool as a timesaving tool. A straw vote involves introducing an issue and allowing a moderate amount of discussion. When the meeting facilitator or chairperson senses that there is a majority or consensus on an issue, he or she can ask for a non-binding X or straw X-vote on the issue using a show of hands. This enables participants to see whether there is a consensus and how other people are voting. If there is a clear majority, the chairperson can ask, “Are you ready to vote?” The straw vote can cut down on discussion time, since it reveals when a group is ready to vote, often long before they realize they are ready.
Discussion-Only Items
Some groups have found they can save time by bringing up an item at separate meetings. The first time an item is brought up it is either introduced without discussion (preferably at the end of a meeting) or introduced for discussion only. At the next meeting it can be brought up for a vote without any discussion. This method allows participants to work out any problems they have with the item between meetings instead of on the spot. They can then come to a meeting more prepared and comfortable with their decision. The reward to implementing the tools discussed here can be a more effective meeting style. “Choose always the way that seems the best, however rough it may be.” Penny Lynn
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MEASURING UP: MANAGERS TRUST AND CREDIBILITY NOTES
The best ways for managers to build trust, and the quickest ways for them to lose credibility are as follows: Building Trust
Maintaining integrity in all circumstances and situations.
Sharing the vision and establishing values among all.
Partnering and showing high levels of respect.
Sharing goals so that personal agendas become secondary.
Making the proper decision regardless of personal cost.
Being open-minded to creative and innovative thinking.
Showing that compassion and caring are part of character make-up.
Having, and exhibiting, confidence in peers and staff.
Diminishing Credibility
Using a double set of standards.
Giving priority to personal agendas.
Providing minimal information.
Telling lies or half-truths.
Being grounded in set in ways.
Being disrespectful/condescending through actions and speech.
Providing non-support of any kind.
Making—and then breaking—commitments.
Abusing confidentiality.
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MANAGING YOUR GREATEST ASSETS: THREE KEY PRINCIPLES NOTES NOTES
Let's begin by saying that each manager plays an important role in shaping the work environment. Managers must be well rooted in the company's philosophy and must understand the company's value system. Not only must they know them, they must believe in them and support them enthusiastically. How else can they communicate them to their service staffs? The ways managers communicate and direct their staffs will strongly influence the organization's culture and climate. Even when employees base their service attitudes on personal commitments, the prevailing environment established by management influences them.
Principle #1 Be a Role Model
The impact a manager has on an employee's perception of the work area is everlasting. Either the manager is held in high esteem or he/she is not. It is remarkable to think that to employees a manager can be the greatest supervisor they've ever known or, at the other end of the spectrum, the worst. Managers must realize that the employees they supervise are evaluating them. It is important to realize that what managers do often communicates values more strongly than what they say. If the company endorses one set of values, managers must not function under another set.
Principle #2 Create an Environment Where Workers Feel Secure
Establish a work atmosphere that builds synergistically. You know 1 + 1 = 3, where the sum of the individual parts is greater together than if they stood alone. Workers today have a desire for fewer social divisions by rank. The most successful work areas are those in which workers feel a common bond with others in their peer group. Workers tend to migrate toward those individuals who possess or share similar interest, feelings, opinions, and attitudes. To be secure in their work environment, people need personal contact, friendship, and the feeling of belonging. If they feel they are a third party or don't belong, they don't stay. A team structure supervised by participative management is the answer. An interaction within a group strengthens the group.
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MANAGING YOUR GREATEST ASSETS: THREE KEY PRINCIPLES (2) NOTES
Principle #3 Treat Workers with Dignity
Every employee in your organization is worthy of your respect. Each deserves to be treated as an adult and not as a piece of equipment. Management must be familiar with each staff member in order to know what makes each of them tick, how to activate their 'on' buttons, and what will bring satisfaction to them in the workplace (rewards other than pay). All this, while maintaining a professional image themselves. Good advice to managers: Compliment and praise in public. No doubt the greatest thing managers can give their staff members is a healthy dose of self-esteem. Workers need to be convinced that whatever position they hold, their position is important to the success of the organization. They must also come to believe, through strong orientation/reinforcement programs, that they as individuals are important to the organization's success. The mindset of workers should be one of pride in position and pride in self. They must not feel like interchangeable clones “just doing a service job.” EMPLOYEE EXPECTATIONS
Personal & Company goals as one.
Self-centered concerns for career satisfaction.
Quality treatment as individuals.
Dignity & Respect.
A voice in change and policies that affect them.
Camaraderie with co-workers.
Fewer social divisions based on rank.
Innovative & Creative work environments.
Fair competition.
Responsibility & Autonomy
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MOTIVATING OTHERS NOTES NOTES
Today's employees may not need a pay increase as much as they desire a personal pat-on-the-back from their manager for a job well done. Listed below are some proven motivational techniques that managers can use to stimulate their staffs, while creating a friendly work environment.
Be willing to take the time to meet with, and actively listen to, employees. Set no time limits.
Take a moment to personally thank employees for doing a good job. Do this face to face, verbally, in writing or both. Do it in a timely manner; do it often and be sincere.
Provide honest and specific feedback about the performance of the employee, the department, and the company.
Involve employees in the decision-making processes of the company, especially when those decisions will have a direct impact on them.
Allow employees to have responsibility and accountability for their work. Delegate authority for decision-making.
Create a work environment that is respectful and trusting. Allow innovation and creative thinking.
Provide information about how the company makes and loses money, upcoming products, and strategies for competing in the marketplace and how the person fits in with the overall plan.
Recognize personal performance achievements. fairly and adequately.
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Reward
MOTIVATING OTHERS (2) NOTES
What is Motivation? Motivation is what makes a person do something. It is what makes them put real effort and energy into what they do. It varies in nature and intensity from individual to individual, depending on the particular mixture of influences on them at any given moment.
Getting people to do willingly—and well—those things that have to be done:
Signs of Motivation
High performance and results being consistently achieved.
The energy, enthusiasm and determination to succeed.
Unstinting cooperation in overcoming problems.
Willingness to accept responsibility.
Willingness to accommodate necessary change.
Signs of De-motivation
Apathy and indifference to work.
A poor time-keeping and absenteeism record.
An exaggeration of the effects/difficulties encountered.
A lack of cooperation in dealing with problems or difficulties.
Unjustified resistance to change.
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MOTIVATING OTHERS (3) NOTES NOTES
THERE ARE FOUR KINDS OF PEOPLE IN THE WORLD 1) People who WATCH things happen. 2) People TO WHOM things happen. 3) People WHO DO NOT KNOW what is happening!
4) People who MAKE things happen!
To make things happen through other people, you must be aware of how you can get people to work willingly and well to increase individual satisfaction in the job and the organization's efficiency.
Management Must Make Subordinates Feel Valued
By regularly monitoring their subordinate’s work.
By sharing an interest in subordinates’ lives and in whatever they see as important.
By creating an atmosphere of approval and cooperation.
By ensuring every subordinate understands the importance of his or her contribution to objectives.
By ensuring every subordinate understands the function and philosophy of the organization and why work matters.
Management Must Provide Opportunities For Advancement
By setting standards and targets for all subordinates.
By providing on- and off-job training.
By arranging any necessary internal and external contacts.
By using subordinates to coach others in their specialist skills.
By structuring or grouping tasks to use the subordinate's skills to the fullest.
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MOTIVATING OTHERS (4) NOTES
Management Must Recognize Achievement
By praising and communicating individual successes.
By reporting regularly on the team's progress.
By conducting regular meetings to monitor and counsel an individual's progress toward targets.
By expanding the organization's results and achievements.
Management Must Provide A Challenge
By setting extending objectives.
By providing scope for the individuals to take a greater responsibility.
By encouraging ideas, and where practical, allowing subordinates responsibility for implementing them.
By nurturing an environment that requires innovation and creativity on the subordinate's part.
By holding subordinates accountable through measurable results.
"I was going to buy a copy of the 'The Power of Positive Thinking' and I thought… …What the heck good would that do?” Ronnie Shakes
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MOTIVATING OTHERS (5) NOTES NOTES
Management: In the Way of Productivity
What does management do, or fail to do, that is likely to get in the way of employee productivity? Productivity suffers because management:
Fails to supervise work closely. Detail is no longer a strict priority and the unacceptable slips through.
Does not involve workers in workplace decisions. Mindset is that workers should do what they are told and not think for themselves.
Ignores good employee job performance. Compliments are few and far between.
Does not advance or promote workers to levels where the workers can make the greatest contribution back to the organization while maximizing their skill potentials.
Fails to educate and train employees adequately for the positions they hold. “Why train them? They’re going to quit anyway.”
Does not screen and hire the right people.
Does not take time to understand employees’ concerns and expectations
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NETWORKING: MASTERING THE ART NOTES
Here are some suggestions for mastering the art of networking
Choose your networking partners carefully. Step back and evaluate the worth of different people as part of your network.
Go to the places that the people you wish to meet go to.
Start giving before you need to receive. Don’t burn any bridges.
Always be courteous and considerate with those in your network.
Do your homework so you don't waste the time of people in your network.
Acknowledge others' contributions publicly. Share the limelight.
Read all business cards given you. Later, note on the back of the business card when you met the person, and anything that you promised to do.
Don't whine, complain, or gossip maliciously to people in your network
Establish affiliations of mutual advantage.
Find common ground. Be natural and don’t oversell.
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NEW-EMPLOYEE ORIENTATION PROGRAM NOTES NOTES
To make sure that you will not forget anything important, here's a checklist of topics you may want to cover in your New Employee Orientation Program. The orientation session is the best opportunity managers have to assure the new employee that he made the right decision to work for your company.
Orientation Topics
Company history, philosophy, and overview of what the company does. Explain services and products, values and standards.
Organizational chart, showing where the new employee fits into the picture. Discuss career growth opportunities.
Overview of the industry and its future.
Review of benefits package, including health insurance, vacation time, sick time, tuition reimbursement, retirement, etc.
Summary of performance appraisals system: how, when, and by whom employees are evaluated. Discuss how appraisals tie into compensation.
Review of compensation procedures: pay periods, direct deposit, and how and when to punch time cards or complete time sheets.
If required, how to schedule an employee physical and what to expect.
Career development information, such as an overview of possible career paths and resource library offerings. Discuss company training programs.
Distribution of employee handbook (have copy signed for), policies and procedures, medical provider brochures, company newsletter, and credit union flyers.
How and where to obtain an identification badge, e-mail account, computer password, pager, telephone, office supplies, and parking pass.
A tour of the facility. Point out the closest restroom, parking lots, employee locker room, uniform distribution department and cafeteria.
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NEW-EMPLOYEE ORIENTATION (2) NOTES
Key Elements Found in a Supervisor's New Employee Orientation Kit
Every supervisor should have a treasure chest of information readily available in order to answer any question that might be addressed during a new employee orientation session. These items should be updated on a regular basis and include the following.
Copy of the company's organizational chart with names and positions filled in.
A listing of industry jargon, lingo, and glossary terms unique to the organization, its services and products.
A listing of names, phone numbers, and email addresses that employees would need immediate access to.
Copy of any company magazine, newsletter, monthly publication.
Copy of current company policy and procedure manual (with new updates).
Overview of any training and development programs offered by the organization and scheduling dates.
Floor plan of workplace.
Examples of performance appraisal forms.
Examples of disciplinary action forms.
Copies of position job descriptions.
Copy of the company standards of conduct.
Copy of the company mission statement.
Copy of the New Employee Orientation Handbook.
Copies of any HR forms that the employee might need to fill out with sample copies of completed forms.
Information on unions (if applicable).
Copy of company core values, ethical stance and vision.
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NEW-EMPLOYEE ORIENTATION (3) NOTES NOTES
Questions That Might Be Asked During A New Employee Orientation…Are You Prepared?
Who will I be reporting to and what is their position?
What types of training will I be receiving (how often) and who will be my instructor?
How will I know if I am living up to the company’s and my bosses’ expectations with my performance?
Over time, what other type of company benefits will I be eligible to receive?
When will I have the opportunity to take a look at my job description? How current is it?
Over time, where can my current position lead me?
What special skills will I need to learn and master in order to secure my position with the company?
What job equipment will I be taught to use?
What does the future of the company really look like?
What makes this organization better than the competition?
What can I do in order to be seen as a team player by my co-workers and management?
What types of things does my supervisor frown upon?
How long might it take for me to advance to the position of supervisor?
How often will my job responsibilities change? Will I be compensated for taking on the extra work?
How long before I can earn a position like yours?
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NEW-EMPLOYEE ORIENTATION (4) NOTES
Orientation: How to Create One of Value All new hires have a plethora of questions about the internal structure of their new company, the culture it functions under, and its long- and short-range goals. A well-designed orientation program can answer many of those questions and start new employees off with the right frame of mind and a sense of purpose. Orientation programs can take place in-house, at the actual workplace location, or off-site, with audio-visual tools such as informational videos, PowerPoint presentations, overhead transparencies or slides, through role-playing activities or simulations, or simple discussion and question-and-answer time. However you structure your orientation program, make sure it occurs during a new employee’s first week on the job. And make sure the program covers the following areas:
The Welcome. This is both the company’s and your chance to make new employees feel comfortable and motivated. It is the only time that you have to secure in the mind of the new employee that they made the right decision to work for your company. This is the first step in building a long-term relationship with the new hire. Don’t miss this opportunity.
Company History. Give an overview of where the company was, where it is today, and the plans for tomorrow. While speaking of the future, share your thoughts as to where the new employee fits in company growth and goals. Be sure to cover activities both inside and outside the employee’s department, and tie together how all departments are in support of one another.
Industry Snapshot. It is important for employees to know about the competition and to be knowledgeable about the industry when talking to customers, co-workers and potential business contacts. They should understand the products and services that the company provides and the benefits behind those products and services.
Company Culture. What makes the company tick? Does management believe in innovative and creative thinking or does it function on onedirectional communication? Does the company support promotion from within, or do they always look outside for new leadership? Are there regularly scheduled educational and training programs in place for employees’ personal and professional development? Are flextime and telecommuting acceptable? Does the company have a well-balanced worklife policy?
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NEW-EMPLOYEE ORIENTATION (5) NOTES NOTES
Everybody Wins with a New-Employee Orientation The first day of employment at a new company—a career opportunity—is always exciting. There is a lot of high energy, emotion, enthusiasm and expectation carried by the joining employee. However, when hiring a new employee, supervisors must realize that just as they have expectations on the performance of the employee, the employee carries the same type of expectations on the company. The challenge for the supervisor is to create in the mind of the employee that the company has become the "employer of choice." Happy employees are productive employees.
BENEFITS OF A QUALITY NEW-EMPLOYEE ORIENTATION
Company Benefits
Management Benefits
Employee Benefits
Customer Benefits
# Helps retain the employees' positive image of the company.
# Aids in reducing amount
# Becomes a team member
# Employees will possess a
of turnover.
on day one.
positive service attitude.
# Provides workers with
# Ensures that employee
# Senses the strong
# Company atmosphere
understands performance standards.
commitment of management support.
will be user-friendly.
# Provides a foundation
# Creates a structured development process.
and expectations will be met.
consistency in information.
from which supervisors work.
# Lays a sound foundation
# Defines policies and
# Lends understanding of
# Relationships will be
boss's expectations.
built upon trust.
regarding company values and standards.
procedure with clarity.
# Helps motivate employee
# Consistency in services
and builds self-esteem.
and products will be received.
basic information about the company and the job.
# Gives every employee
# Confirms in the mind of the employee that they made the right decision to work for the company.
# Eliminates unrealistic expectations.
# Ensures supervisors stay current on organizational change.
# Aids in creating other personal relationships.
# Customers will get what
# Lays a foundation on
they want, how they want it, when they want it.
which an employee can grow personally and professionally.
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# Personal needs, wants,
RECRUITMENT STRATEGIES NOTES
Needs Assessment The need to hire an employee can arise from various events such as voluntary or involuntary termination, increased workload, or restructuring of a department or position that results in the need for additional skills and/or abilities current employees do not possess. Therefore, the first step in the recruitment process should be to evaluate the need to hire a new employee.
Job vacancy has occurred due to a termination. First, ponder whether another position should pick up these job duties or whether these duties should be eliminated altogether. What is the value of the task being assigned?
Can the position be changed to part-time or temporary status? How critical was the position to the overall operations? Was it a position to support convenience or necessity?
If a new position is created as a result of additional responsibilities or increased workload, the company should consider restructuring the department to accommodate the changes without an addition to staff.
Recruitment Strategies Recruitment strategies should always be designed to meet company demands. Strategies must be tied to operational, company, and affirmative action objectives and goals. This can be accomplished by:
Projecting the companies manpower needs by each and every department.
Identifying the company recruiting activities that will take place over Twelve-month period and developing a budget that will support these activities.
Ensuring that all job descriptions are complete and up to date.
Reviewing all company policies that surround the recruiting process.
Updating all company forms that support the recruitment process: job requisition forms, employment applications, and applicant tracking forms.
Requiring that all company personnel involved in one way or another with prospective hires attend educational classes on EEO requirements and restrictions.
Using a number of recruitment techniques and
Identifying and using a variety of recruiting and retention methods for attracting quality internal candidates.
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RECRUITMENT STRATEGIES (2) NOTES NOTES
Most Common Recruitment Methods
Classified Advertising •
Most popular method for recruiting external applicants.
•
If classified is written properly, cost can be minimal.
•
Qualifications and job duties must be specified and presented in such a way that it will attract the interest of qualified candidates.
•
Avoid "Blind Ads" if possible. They are not as effective as other types of classified advertising methods.
•
CAUTION: Job advertisements must not include any reference to race, sex, color, religion, national origin, age, or disability. Always comply with all civil rights and labor laws.
•
CAUTION: Ads should not contain language that suggests lifetime (permanent) employment, or suggest termination only for cause.
Educational Institutions •
High Schools are an excellent source of supply for both co-op students and clerical employees. Become involved in JOB FAIRS, send open position notices to guidance counselors; build a personal relationship with both teachers and coaches. Seek out students involved in work-study programs or night classes.
•
Vocational schools educate and train students in a variety of skills such as secretarial, electronics, mechanics, data entry, and computers. Network with the school faculty.
•
Junior colleges and universities are an excellent source for entrylevel, professional, administrative, and sales employees. College placement offices help alumni with job availability information, and some also provide a free listing service to employers seeking job applicants. Colleges are a great place to check if you are in need of temporary or summer help. Contact campus professional and social clubs.
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RECRUITMENT STRATEGIES (3) NOTES
Job Fairs •
Industry associations, consulting/search firms, and private companies often sponsor job fairs, which allow a wide range of employers and prospective employees to have an opportunity to meet in one setting.
•
Company representatives must be skilled interviewers who can quickly determine whether a potential candidate should be invited back for a more extensive interview.
Labor and Community Organizations •
Affirmative action employers may look to the NAACP, or organizations such as the Urban League to supply a listing of potential candidates with specific skills and experience.
•
Community organizations such as the YWCA, YMCA, local community centers, and area church associations can supply leads on candidates who possess specific skills and abilities.
State Agencies •
The state employment services and/or unemployment offices may be a good source of recruitment for companies.
•
Agencies can be a cost effective method of attracting candidates. Most agencies provide pre-screening and testing of prospective candidates.
Employment Agencies (Private) and Search Firms •
Typically used by employers to assist in identifying qualified candidates for a specific job opening.
•
Normally a fee is paid for services rendered if the candidate who is referred is ultimately hired. Fees can be based on percent of income, flat fee, or on contingency agreement.
Employee Referral Program •
Effective and cost-efficient way of attracting qualified candidates.
•
Program provides a monetary reward to employees who refer candidates for employment, if the candidate is hired and remains employed for a specific amount of time, normally six months.
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RECRUITMENT STRATEGIES (4) NOTES NOTES
Internal Job Posting •
Organizations that support promoting from within typically find it easier to attract and then retain ambitions, career-minded individuals.
•
Posting programs is the easiest, quickest, and most accurate technique to use when seeking to identify quality internal candidates.
•
Postings should contain the following critical information: Accurate position description, minimum qualifications, experience and educational background required for the position, and overview of job duties and task.
•
Posting must be placed in an area that is available and visible to all employees.
Trade Association •
Usually you can post job openings with the trade association that represents your industry.
•
Trade association members are more likely to possess the job experience you are looking for. They might even be familiar with your company.
Online Recruiting Sites •
There are a number of online recruiting venues for employers on the World Wide Web:
Newspapers, which post job listings Company websites Industry-related websites News groups Chat-room locations Career and resume super-sites Search engines
Recruitment Sources •
Additional locations to seek out and find quality applicants:
Local Youth Groups Ad in community "Penny-Saver"
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RECRUITMENT STRATETIES (5) NOTES
Recruitment Sources (continued) •
Apartment complexes, townhouse complexes, housing developments
•
State Hotel Association/State Restaurant Association
•
Local and regional Human Resources Associations
•
Businesses “GOING OUT OF BUSINESS”
•
Military agencies (Reserves/National Guard)
•
Exercise centers
•
Child care centers
•
Libraries
•
Senior Citizen groups (AARP)
•
Agencies for the disabled
•
Any high school or college student organization
•
Chambers of Commerce
•
Community welcome groups
•
Home placement agencies
•
Real estate companies (agents to new arrivals)
•
Women’s and men's social groups
•
Social services organizations
•
Competitor's establishments
Employers and recruitment agencies are governed by laws prohibiting discrimination in employment. Recruitment agencies are often considered representatives of the employer. An employer may be liable for the illegal actions of any agency acting on the employer's behalf. This applies even to state agencies. Consideration may be given to oral and written agreements between the parties as well as the terms and conditions required by law. Therefore, employers should be selective when choosing a recruitment agency. It is a good idea for an employer to require a written agreement from the recruitment agency and to insert protective language, which will limit the company's exposure in the event of a claim of discrimination against the agency.
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PROFESSIONAL IMAGE NOTES NOTES
How many of the following statements are true when evaluating your own professional image? For those that are false, what steps can you take to improve yourself? Circle the answer that best represents how you feel now.
TRUE
FALSE
I have confidence in my capabilities.
TRUE
FALSE
I strive to have a positive self-image.
TRUE
FALSE
I possess a strong sense of pride in my work.
TRUE
FALSE
I look for ways to aid and support others.
TRUE
FALSE
I handle conflict well.
TRUE
FALSE
I have excellent body posture.
TRUE
FALSE
I have excellent personal hygiene.
TRUE
FALSE
I control my language even when I am angry.
TRUE
FALSE
I make certain my appearance is acceptable.
TRUE
FALSE
I am very open to self-development.
TRUE
FALSE
I have an understanding personality.
TRUE
FALSE
I am rational in my thinking.
TRUE
FALSE
I have a positive attitude when with others.
TRUE
FALSE
I project warmth in my smile.
TRUE
FALSE
I extend common courtesies to everyone.
TRUE
FALSE
I look for ways to improve myself every day.
TRUE
FALSE
I project high self-esteem.
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RETENTION TOOLS NOTES
"Even if you're on the right track, you'll get run over if you just sit there." Truer words were never spoken for today's management when it comes to the responsibility of recruiting and retaining a quality workforce. The level of success managers will achieve will be directly related to their ability to predict the company's future needs for talent, and then do something about it. They must have creative and innovative plans that will meet the needs, wants, and expectations set by their workers. Retention planning can be designed using a variety of strategies. Following are options to ponder:
Retention Tools EMPLOYEE RELATIONS TOOLS “Cease and desist” letters Intellectual Property Agreement and Non-competes In-house focus groups
Exit Interview Program COMPENSATION TOOLS
Frequency and amount of salary increases
Adaptation to salary structure
“At Gamble” compensation
DESCRIPTION Outlined and written by legal council from executive management to counterpart. Verify if legally defensible. Variables: scope of job in industry, number of years, geographic radius. Neutral facilitator, structured agenda, 6-10 participants, confidentiality critical, follow-up mandatory, credibility critical. Responsibility of both HR Department and department manager. Identify trends, issues, concerns, and expectations. Evaluate work environment; make appropriate changes. DESCRIPTION Accelerated schedule/amount for vulnerable groups, i.e. highly technical personnel/uniquely skilled individuals. Ensure equal treatment to all workplace personnel. Establish target percentile for pay structures in the marketplace. To be based on available workforce, market movement, and economic factors surrounding the recruiting area. Be keenly aware of competition's pay programs. Continually access amounts of minimum, midpoint and maximum pay ranges. Correlate desired performance and percentage of pay increase. Pay for performance. Based on meeting objectives set on Personal Learning Plans (PLPs) and tied to company business objectives. For both exempt and nonexempt personnel.
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RETENTION TOOLS(2) NOTES NOTES
COMPENSATION TOOLS
Lump sum layout
Retention bonuses and contracts
Sign-on bonuses
Relocation payback agreement
Technical training payback agreements
Spot cash awards
Career counseling and outplacement packages BENEFIT TOOLS Alter waiting period to qualify for benefits
Base amount of company-paid premiums on tenure
Tuition reimbursements
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DESCRIPTION Employee is at or near the end of salary grade. Receives one time payout for entire year. Results in slower movement in the grade. Allows time for salary structure to advance based on changes in the marketplace. Company commits lump sum or annual cash payments, non-cash perks. Employee promises to remain at company for contracted period of time. Misconduct, poor performance, litigation nullify contract. Granted upon hire. Provide extra compensation without affecting salary structure. Employee agrees to pay back relocation benefits received if they leave the company voluntarily before a contracted period of time. Employee signs prior to receiving benefits. Employee agrees to pay back training tuition funded by company if they leave voluntarily before a contracted period of time. Employee signs prior to receiving training To award a special accomplishment,or project work. No stipulation if or when company will provide on a continual basis. Surprise element has great impact. Funding on packages can vary by level of position. Consistency is important. Employees can choose between the package of services and the cash value. DESCRIPTION Shorten or eliminate waiting period on group health coverage. Prorate contribution levels based on service. After "x" years, company pays entire premium. Lower deductibles, higher co-pays, preventive services, spending accounts for health care and child care expenses. Increase percent of reimbursement, range of courses covered. Reimburse for books, fees. Offer onsite courses on your premises given by local college.
RETENTION TOOLS (3) NOTES
BENEFIT TOOLS
Introduce new programs
Subsidized child care On-site employees services: on-premises dry cleaning, banking, grocery shopping, take-out catering “Total Compensation” Statements SCHEDULING TOOLS
Sabbaticals
Paid internships
Leaves of absence
Flexible scheduling arrangements
Job shares
Rotational assignments
DESCRIPTION Stock-purchase plans, stock options, long-term care insurance, legal insurance, financial planning, benefits for same-sex partners, life insurance benefits for the terminally ill. Unusual plans are no longer restricted to nonexempts. Company pays all or part of cost. Possible options include referrals, contractors, on-site discounts for off-site care. Research any liability issues. Watch for heavy administration, company liability, legal exposure for companies with non-solicitation rules. Issued to each employee annually; states value of all compensation and benefit plans, company paid taxes, vacation, etc. “Hidden Paycheck” theme. DESCRIPTION Paid or unpaid. Can be earned after attainment of service level. Encourage research projects, grants; pursue areas of special interest. Return to same or different position in the company. Prevent burnout. Offer to college juniors and above during summers. Make job offer prior to graduation. Generally unpaid. May give employee window of opportunity to pursue personal or career issue; could prevent resignation. Working for another employer during the leave should be prohibited. Core hours when everyone must be at work; floating hours at either end. Good communications/teamwork in work group is a must. Split workday, shift, work week. Sometimes a transitional day is scheduled where both parties work the same day. Clear expectations, good communications between individuals a must. Can be used for initial training or to enrich existing assignment. Assign specific tasks, develop check points and deliverables to ensure meaningful experience.
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RETENTION TOOLS (4) NOTES NOTES
SCHEDULING TOOLS On-call arrangements
Virtual office/telecommuting WORKPLACE ENHANCEMENT TOOLS Relaxed dress code Separate locations for technical groups
Redeployment versus terminations
Meaningful new hire orientations.
Timely performance appraisals
Effective dispute resolution procedures
Effective career pathing
DESCRIPTION Existing staff; pinch hit for unexpected absences. “Virtual arrangements.” Vary pay rates for being on call and for reporting. Save office space, increased flexibility for employees. Liability and equipment issues. Hard to control productivity. Requires skillful manager to be successful. DESCRIPTION On selected days or every day. Can be used as a team award or incentive. Be sure to define expectations. Off-site, think-tank environment. Liberates “techies” from traditional corporate world. Retrain to learn new skills. If possible, structure job around skills of displaced worker. Use attrition and volunteers for transition packages to prevent terminations. Strategic decisions needed about who you want to exit and when. Infuse culture of the organization. Communicate values and create a road map for success. A basic that is often overlooked. Tie employee’s raises to meaningful, timely appraisals. Peer review councils, fair hearing process. Restores a feeling of control to employees and reduces third-party claims and legal expense. Review career options regularly. Provide tools needed to get there. Strengthen management development program, commitment to training, and create career ladders within job families. Make employees accountable for their own future.
“The highest reward for man’s toil is not what he gets for it, but what he becomes by it” J. Ruskin
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RETENTION TOOLS (5) NOT NOTES
More Retention Tools to Choose From
Measure/reward managers (teams) for attracting, developing and retaining the best.
Identify and fix inadequate managers and supervisors.
Treat people with special intent and tell them.
Develop a personal growth plan for every employee. Employees are #1.
Do a roadblock to productivity survey.
Ask people what made them decide to stick around. Ponder it!
Ask people to stay, and to inform you before they consider leaving.
Treat top performers like free agents, volunteers, mature adults.
Provide mingle time between high performers and top management.
Realize the relationship among attraction, satisfaction, loyalty, and retention.
Calculate the cost and impact of staff turnover.
Ask employees, “Are you challenged, listened to, and recognized?”
Have HR ask employees, “Are you challenged, listened to, and recognized?”
Use employee focus groups to identify personal and workplace issues.
Involve headhunters and recruiters in identifying businesses weaknesses/strengths.
Hold all management accountable for employee turnover. Justify the numbers.
Buy all who manage people the Nelson’s 1001 Ways to Reward book.
Conduct post-exit interviews to find out why employees really leave.
Terminate non-performers and low-producers.
Practice random acts of attention and recognition.
Shift retention responsibility to managers and employees.
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RETENTION TOOLS (6) NOTES NOTES
More Retention Tools to Choose From:
Establish a firm employee-orientation program.
Have a social gathering for all new hires and their families.
Have the new employee’s computer, business cards, and work area ready before he or she starts.
Ask employees who among them might be considering abandoning ship.
Develop constructive confrontation skills among your employees.
Institute part-time job rotations for full-time employees and short-term assignment programs.
Ask employees what they want to see more or less of in the workplace.
Ask employees if they were the boss, how would they run the business.
Have managers educated in techniques for retaining employees.
Share important business information with your employees. Communicate daily.
Remember, it is rarely ever “just the money.”
Develop “if you decide to leave, you loose” reasons in the minds of your employees, so that they will stay.
Teach employees how to say no to your competitors who are looking to recruit them.
Increase your employees’ learning ability and speed.
Understand how your people learn best.
Hire with a wide range of people characteristics in mind.
Place an ad in your community newspaper thanking your employees for a job well done.
Develop internal "smoke detectors" for employee-relations problems.
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RETENTION TOOLS (7) NOTES
More Retention Tools to Choose From:
Have employees share their career dreams and aspirations.
Be flexible on international retention practices.
Treat employees with the attention of a first date.
Do a “heartbeat” e-mail survey to gauge morale issues.
Do a quarterly “human asset” review (turnover = assets out the door).
Set outrageous goals (turnover of 0% top and 100% of bottom performers).
Use headhunters to “validate” industry compensation packages.
Offer “stay on” bonuses to encourage high performing people to finish projects.
Offer referral bonuses to customers, suppliers, etc. ( non-employees).
Remind employees on a regular basis why this is a great place to work and how the business has their best interest in mind.
Involve and recognize the family: Get the spouse to be a retention anchor.
Create an “overdue” for recognition/promotion list.
Hire your competitor’s best recruiters away so they can’t hurt you. Involve recruiters in the long-term retention of those they recruited.
Don’t pay retention bonuses unless you make them “happy” with their job first.
Develop a listing of business “traumas” that are causes in increasing turnover.
Develop a list of turnover predictors: leaving early, rejection of promotion, frequent absenteeism, completion of advance degree, updating of resume, etc.
Increase the quality of “first 60 days” welcome/employee-orientation activities.
Pre-qualify internal candidates for promotions to lessen anxiety and turnover.
Identify the unique needs of diverse employees and tailor programs to make them feel needed and part of the team.
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REDUCING STAFF TURNOVER NOTES NOTES
What can you do to help reduce staff turnover? Let’s see:
Review your company’s policy of compensation. Is it about or below the industry standard? Where does it stand in relation to the competitive job market? In the beginning, compensation may draw an excellent candidate who is considering other job offers. However, looking at it from a long-term perspective, compensation alone may not necessarily create a loyal, productive employee. It is normally a combination of things that entice an employee to stay at “home.”
Evaluate the work atmosphere. What is the morale level of all employees? How do they feel about the organization and the direction in which it is headed? Do employees feel part of the decision-making process? In the positions employees hold, are they valued to build self-esteem? Is there a level of trust between management and employees? In times of turbulence, does management stand behind all employees? Does the company treat employees as their greatest asset? Are employees sincerely recognized for their contributions? Is constructive feedback given on a regular basis? Are personal learning plans put in place for employee growth? Are company policies flexible to support employees’ needs, wants, and expectations?
Fine-tune the hiring process. The first step in reducing employee turnover is to measure the efficiency of your company’s hiring practices. Is the company making effective hiring and placement decisions? Does the company really know the characteristics they are looking for in a new hire? Have managers been educated in interviewing and questioning techniques? Do managers know how to spot qualified candidates who would best fit into the culture of the company? Are they able to discern a candidate’s ability through reading and studying employment applications and resumes? If not, this mismatch may be a source of discontent to both the employer and the employees.
Staff turnover is something that all managers will have to deal with at one time or another. Turnover will never be totally eliminated. Some turnover within an organization is healthy. The key to good turnover control is controlling how much and who falls through the cracks.
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REWARD, RECOGNITION AND PRAISE NOTES
Times have changed and so has the expectations of those in the workplace. Truth be known, today people want to be appreciated for who they are and for the contributions they make. No employee ever seeks to be mediocre. All seek to have value in the eyes of others. No longer will using rewards, recognition and praise be optional in managing staff. Reward, recognition, and praise are important to the business climate for the following reasons:
Individuals entering the workplace today have a different set of values than those who came before them.
The cultural diversity mix is much greater, which creates an enormous challenge for managers in meeting workers’ personal expectations.
Employees expect their work, at a minimum, to be purposeful, challenging and motivating.
"Employees are the cornerstones on which a productive, motivating and successful work environment is built". M. Douglas Clark
Ways to reward, recognize and praise employees:
Hold a meeting with employees and thank them for a job well done. Do not discuss any other issues.
Place a personal, handwritten note at the employees’ entrance expressing appreciation for perfect time and attendance. (Others might get the hint!)
Send a thank you note to the employee's home thanking her or him for the professional way she or he handled a work situation.
Name a continuing recognition award after an outstanding employee.
When encountering any employees, acknowledge them by using their first names and providing them a smile.
Create an “ABOVE AND BEYOND THE CALL OF DUTY” wall with photos of outstanding employees. Invite employees and spouses to a special recognition party in their honor.
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REWARD, RECOGNITION AND PRAISE (2) NOTES NOTES
Ways to reward, recognize, and praise employees (continued):
Offer a change in job title to an employee who has earned it. (Not necessarily a promotion but a status change within the peer group).
Send personally selected cards on birthdays, wedding anniversaries, the birth of a child, a death in the family, the purchase of a new home, a promotion, or completing of an educational degree.
Write a personal publicity article for an employee's hometown newspaper, praising his or her outstanding performance. (Some papers provide this space free of charge).
Provide an employee with tickets to the movies, a sporting event, concert, amusement park, educational seminar or special local event.
Give an employee a three-day weekend with pay.
On an employee's anniversary date, provide one flower for each year of service. (Flowers are considered one of the most thoughtful gifts. They are always appreciated and can fit into any budget). NON-FINANCIAL REWARDS
Manager’s Role •
Praise: Providing compliments on a regular basis and expressing warm approval/admiration for a job well done.
•
Attention: Carefully observing, and then supporting, the personal growth of an individual.
•
Interest: Showing an outward display of curiosity and following through with personal involvement.
•
Time: Knowing that quantity of time is not as important as quality of time spent with an individual.
•
Listening: Giving undivided attention, listening to the message without evaluating the messenger.
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REWARD, RECOGNITION AND PRAISE (3) NOTES
Development •
Career Planning:
Identifying career goals, setting short- and long-range plan.
•
Personal Growth :
Being assigned stretch goals and new task.
•
Mentoring :
Learning of the organization's ground rules and values.
•
Cross Training:
Becoming skilled in more then one work area, while raising personal value to the company.
•
Coaching:
Performance being tutored through educating.
•
Shadowing:
Being assigned to a competent trainer.
•
PLPs:
Assessing skills, identifying strengths and areas of improvement, setting goals and objectives, scheduling training activities (Personal Learning Plan).
Award Programs (Create your own) •
Star Quality Award: Awarded to employee for suggestions leading to the raising of quality service or standards.
•
Associate of the Month: Awarded two ways: For outstanding contribution in assigned department or for providing assistance to another department outside the area of responsibility.
•
Team Spirit Award: Awarded two ways: Outstanding department effort (at single location) or in competition with other departments throughout company.
•
EINSTEIN Award: Awarded to employee who has successfully completed the largest number of educational programs over a specific period of time.
•
Team player of the Quarter: Awarded to employee for support given to fellow co-workers (co-workers nominate).
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REWARD, RECOGNITION AND PRAISE (4) NOTES NOTES
Award Program (Create Your Own) •
Safety and Security Award: Awarded to employee for contribution made in the area of guest, co-worker or property safety and security.
•
Performance Plus Award: Awarded to employee for going well beyond normal expectations.
•
Champion Service Award: Awarded to employee who has delivered the most unique service to a guest.
•
Community Award: Awarded to employee for a personal contribution to a community effort.
•
Bright Thought Award: Awarded to employee for any idea given that helps save money, raise service levels, increase productivity, etc.
•
Pot of Goal Award: Awarded to employee, department or property that achieves the highest percent of increase over set financial goals.
•
Pace Setter Award: Awarded to any employee who exceeds set goals by considerable margin.
•
Golden Pineapple Award: Awarded to any employee who excels in the level of personal hospitality given to a guest.
Financial Rewards
Annual pay review Periodic pay review Progression rewards Pay for knowledge Bonus payments Addition to benefits Funding for personal development Paid time off Share options Profit sharing Split dollar corporate life insurance Deferred compensation Supplemental retirement pensions Personal financial planning 118
REWARD, RECOGNITION AND PRAISE (5) NOTES
REWARD SYSTEMS DO HAVE PITFALLS Managers must realize that company reward systems are neither a cure-all nor a quick fix. Simply put, they are a management tool that can be used to aid in increasing employee performance, while enhancing self-esteem and morale. Reward systems should be an indication of how the company feels about their employees, the value they place on them and the respect they openly show towards them. Where would you select to spend your work life—with a company that pours all of its funds and profits into equipment, bricks, mortar and image or with a company that shows an equal emphasis in their human capital investments?
Behaviors such as arriving to work at the scheduled time, following performance standards, and conserving company resources are excellent behaviors that lend themselves to be part of a structured reward system.
Caution must be taken when administering rewards. Integrity is paramount. Rewards should be given fairly across the board. Equal reward for equal performance is required or employees will see the system as being unfair and prone to favoritism.
Systems should be designed to reward all contributors, not just cream-ofthe-crop performers. Bottom line profitability does not come from individual performance; it comes from group performance.
Rewards are a type of tool that managers can use to alter employee performance in order to achieve a desired result. But they will take time. Reward systems should not be seen as a cure-all or quick-fix solution to a business problem.
NOTE: Performance management, reward, and recognition aims to ensure that performance is proactively managed toward higher standards, which deliver better results for the business.
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SELF-ESTEEM AND GOOD MANNERS NOTES NOTES
As a manager, if you take time to observe the nature of your employees, you will notice that a certain percentage carry low self-esteem around with them. This is a behavior that can be altered with sincere interest shown by management to the employee. Seasoned managers (those in positions for two decades or more), say that today’s workforce is less respectful and mannerly than the typical worker of just a generation ago. Unless workers learn respect for others, they can never learn to respect themselves. Manners, respect, and self-esteem are inseparable. Manners are a product of our childhood and the environment in which we grew up. If there is respect for one another within the home, this will carry over into the workplace. If not, it will be non-existent. We might even go so far as to recommend that employees be taught to respond to all adults, clients, customers, etc., with “Yes, Sir” and “Yes, Ma’am.” “Please and thank you” would also be great additions to employee vocabulary. TIPS
Work on one social skill/workplace manner at a time. If you try to teach too many social skills at once, you will end up teaching none of them well. Social skills require a change in character behavior and that change comes from within an individual. To make such a change, the individual must see the benefits of changing. The question, “What’s in it for me?” has to be answered. Once a new behavior/manner has been learned and applied successfully, move to another one. A nugget of gold to remember about behavior change: Behavior that is rewarded is behavior that is repeated. Give praise for successes. When employees display proper behaviors/manners in the workplace, don’t hesitate; give them immediate, positive feedback. It's crucial that you do this during the early “learning phase” of manners instruction. Everybody likes the proverbial pat-on-the-back from time to time. It strokes their ego and lifts their self-esteem. Keep and open mind and be tolerant of mistakes. Everybody stumbles and falls. Nobody is perfect all of the time. The more patient you are with individuals, the more progress they will make. There is no justification for openly reprimanding a worker’s social errors in public, but corrective action has to be taken. Think before speaking, and speak with respect. Show manners by setting a good example. Every day, whether you realize it or not, your actions speak louder than your words. Your character is being evaluated by your workers. A “do as I say, not as I do” approach to workplace behaviors and manners simply won't work. Your staff must see you setting a good example when it comes to common sense and manners. If you want your employees to behave in a mannerly way toward you and others, then you must behave in a mannerly way toward them as well. Respect given goes a long way in raising a person’s selfesteem.
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STRESS STRATEGIES NOTES
Companies loose billions of dollars each year due to employee stress-related problems. Stress causes employees either to be absent from work or continually late. It lowers personal productivity while on the job. It distracts or disables employees so they are unable to perform up to their potential. Each person deals with stress differently because each has had a different life experience. Some cope well while others do not. We cannot avoid stress entirely, but we can work on minimizing how much we have to deal with. The following strategies will aid in the management of stress:
Don't place yourself in the position of over commitment.
Acknowledge to yourself that each day is a learning opportunity and that you will make mistakes.
Make it acceptable not to be a perfectionist.
Remove personal expectations that are unattainable.
Know when to “let go” of something and move on.
Stop kidding yourself; you're not indispensable. Who is?
Re-think priorities and establish balance.
Improve time-management skills.
Establish a set time for a regular exercise program.
Make a distinction between the job and the rest of your life.
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STRESS STRATEGIES (2) NOTES NOTES BOILING POINT: TIPS ON NOT GETTING THERE
Strategies that will aid in the management of stress:
Keep your mind open to new concepts and change.
Take time out of the day to laugh at yourself.
Remember, things are only about half as bad as they seem.
If you have a short fuse, don’t ignite it.
Share what is on your mind with someone who will seriously listen.
Take a moment to think about some of the successes you've had.
Require yourself to break from routines from time to time.
Evaluate your actions and consider the price before you take them.
Delegate tasks that you know others can accomplish with greater success.
Don't skip your break time (even if it is only for ten minutes).
If you find yourself becoming impatient, use empathy.
Take time to socialize with your co-workers.
Don't react. … THINK!
Carve out time to reflect.
Start each day as if it were a clean sheet of paper. Warning!
Warning!
Warning!
If you answer yes to more than several of these questions you might be reaching your boiling point: Do you set unachievable goals for yourself? Do you dread going to work each day? Do you continually worry about tomorrow? Do you eat, drink, smoke and sleep in excess? Do you have a quick temper?
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STRESS: HELPING EMPLOYEES COPE WITH DISASTER NOTES
Devote time to reassure and provide comfort. The stress of coping with a disaster, natural or otherwise, can be distracting for adults. Just a moment of your time, a gentle hug, or reassuring word may be all that is needed to bring back a sense of safety.
Be direct and honest about the situation. Explain in easy-to-understand terms what you believe has happened. Be patient, answer all questions, and do not be afraid to admit you do not know, or have, the answers. Individuals may want to voice their own opinions about what happened in order for them to begin to cope with the situation.
Acknowledge the individual’s emotions and feelings. Listen to what is said, how it is said, and note the non-verbal body language behind it. Repeating the words you’ve heard, and recognizing a person’s fear, anxiety, and insecurity is very helpful. Don't be afraid to let them know that you feel this way, too. Listening goes a long way, even if you cannot fix the immediate problem.
Routines are necessary. Getting back to a daily routine may provide an individual with a sense of security. Maintaining some routine activities can provide both children and adults with a sense of stability and control.
Give the gift of optimism. Share your thoughts in cheerful and expectant terms about things to come. Attempt to see things from a positive viewpoint—the “glass is half-full.” Help rebuild strength and confidence in the future.
“Don’t dwell on how far you think you have to go, just savor the joy in the distance you have already traveled.” Author Unknown
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STRESSED OUT NOTES NOTES This quick 20-question stress test will help you assess your current level of stress at
Read each question and select the answer that best represents your feelings (circle either YES or NO). 1.
Do you feel that your boss does not listen to suggestions you make?
Yes
No
2.
Do you feel that you are spending too much time at work?
Yes
No
3.
Do you skip your scheduled breaks during the day?
Yes
No
4.
Do you feel that you are constantly under the gun to hit deadlines?
Yes
No
5.
Do you find it difficult to communicate with your supervisor/peers?
Yes
No
6.
Do you feel that your job offers no opportunity for career growth?
Yes
No
7.
Do work projects take up your evenings, weekends, and personal time? Yes
No
8.
Do you juggle a half-dozen tasks on a regular basis?
Yes
No
9.
Do you not delegate because you would rather do it yourself?
Yes
No
10.
Do you feel that you are the only one in your area pulling their weight? Yes
No
11.
Do you find that people make you impatient easily?
Yes
No
12.
Do you find that interruptions make it hard to regain focus?
Yes
No
13.
Do you normally eat your meals at your workstation?
Yes
No
14.
Do you run late for scheduled meetings or functions?
Yes
No
15.
Do you find yourself on an emotional roller coaster?
Yes
No
16.
Do you smoke more than a pack of cigarettes a day?
Yes
No
17.
Do you drink more than four cups of tea or coffee a day?
Yes
No
18.
Do you take fewer than two days off a week from work?
Yes
No
19.
Do you dislike the work atmosphere that you work in?
Yes
No
20.
Do you feel that your job leads to a dead-end?
Yes
No
Record the number of YES answers: _____ 0-5 (minimal stress-good), 6-10 (average-manageable), 11-15 (trouble-things need attention), 16+ (caution-immediately take corrective steps).
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SELF DEVELOPMENT: PIECES OF ADVICE NOTES
As long as you draw breath, you are capable of changing and growing. You can do anything you want to do, be anything you want to be. You are only limited by what you believe you can or cannot do.
Accept personal responsibility for your own growth. Take steps now. What you do today will determine your readiness and success for tomorrow. Take time every day to do something for yourself. Do something that you enjoy and place value in. Take classes to stay current in your field of expertise. The world is changing rapidly and you must learn to manage change to avoid obsolescence. Life belongs to the living, and he who lives must be open to change. Listen to CDs or cassette tapes on personal/professional growth topics. Never dwell on the past. You can only control your actions in this moment, so what should you be doing right now? Learn from other people's experience, both good and bad, rather than having to try everything for yourself. Why? Because it shortens the time needed to learn. There’s no sense in re-creating the wheel. Dealing with a problem head on helps you learn patience and strengthens your management skills. It is a good mental exercise. Analyze, in a non-judgmental way, mistakes in which you were involved. It will help you side-step future mistakes. Reward yourself when you catch yourself working on the most important priorities. Feel good about yourself. Never say that something can't or won't be done. Find a way to do those things that are achievable in your mind. Share what you have learned after participating in an educational session,
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discuss with your boss and peers some ways to incorporate what was learned. For all learning experiences, whether reading, seeing, thinking or attending, apply the R-A-squared formula: Recognize, Relate, Assimilate, and Apply. These actions will help you grow in the direction of your goals. Eliminate one time-waster a week. Read one chapter of a book daily. Read a minimum of three books a month on a wide range of topics. Be hungry for what life has to offer. Pull a chair up to the table, and begin eating those things that you like. Decide what you really desire to do; then begin to do it. Become what you are capable of becoming. When you have the option of reading a book or listening to the cassette tape version, listen to the tape. It will be more to the point and can be done while you are driving, jogging, walking, or getting other routine things done. Understand how you learn best. Is it through hearing, seeing, doing, or feeling? Develop a "master mind" group of four or five people with whom you can openly discuss ideas in a nonjudgmental way. Make yourself accountable to them and vice versa. Develop yourself as a resource for others by networking. Find out who does what, when, and for whom. You may find excellent contacts for your future needs and for the needs of others you meet. Be forever on the search.
SUPERVISION NOTES NOTES
DO YOU KNOW WHAT SUPERVISOR STANDS FOR? Serving--Willing to take on any assignment or task that comes along. Provides a helping hand to all and is not discriminatory. Has fun doing things for others with no personal hidden agenda or expectation of receiving something in return. Uniqueness—Owns a one-of-a-kind mindset … positive! Has the ability to get to the heart of the matter. Very novel in approach when dealing with people's needs, wants, and expectations. Persistent--Refuses to give up or let go until each task has been properly finished. Demanding at times, but always durable and uniform. Meets standards. (Persistence breaks resistance.) Effective—Has the intended or expected effect. Is influential in capturing desired results. Very able and capable. Rational—Thinks broadly and makes decisions based on sound logic. Collects a wide variety of information and sifts through it in order to collect all the facts before taking any action. Intelligent and open-minded. Visionary--Identifies opportunities that others miss. Has intelligent foresight and the ability to conceive thought-provoking ideas and bring them into reality. Approaches a need, a task, or an idea from a new perspective. Imaginative—Has the ability to create new ideas through a strong imagination. A creative and innovative thinker. Enjoys coloring outside of the box. Sharing—Holds mutual respect for all. Willing to inform. Believes in joint participation: Everyone has an equal part and everyone is equally held responsible. Objective—Deals in truths and realities. Spends quality time in observation before coming to a conclusion. Very focused. Recognizes and does what needs to be done before being asked to do it. Reasonable--Not excessive or extreme in actions, words, or deeds but attempts to be fair to all parties. Is sensitive and sympathetic towards others. Uses common sense.
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SUPERVISION (2) NOTES
EFFECTIVE LEADERSHIP STYLE Anyone can improve his or her leadership style if they put their mind to it. Read, memorize and begin to apply the following tips to raise your level of efficiency as a leader.
Establish a belief that all employees are of value and that each is important to the overall success of the organization.
Realize that the best motivation is that which comes from within.
Begin building a business relationship with your employees through mutual trust and respect.
Become receptive to new ideas and concepts. Promote interpersonal relationships.
Encourage open, frank, and honest communication of work-related information.
Share the vision regarding direction the organization is going and where it will take those who are loyal.
Become in tune to employees’ dreams, needs, and expectations. Listen actively to their emotions.
Allow all employees to make whatever level of contribution they can to the organization and recognize them for it.
Provide superior rewards for superior performance.
Establish ground rules up front regarding performance expectations, and hold people accountable.
See conflict as an opportunity to improve problem-solving and decision-making skills.
Delegate with authority and allow individuals to fail without fear.
Share goals and objectives openly and provide resources to achieve them. "If one falls down, his friend can help him up. But pity the man who falls and has no one to help him up." Ecclesiastes
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SUPERVISION (3) NOTES NOTES
SUPERVISORY EXPECTATIONS One of the crucial elements of becoming a successful supervisor is dealing with realistic expectations. Expectations are two-fold. First, there are the expectations you place on yourself; for example, the personal and professional goals you want to achieve over the length of your career. Second, there are the expectations that others place upon you. It is wise always to put both types of expectations into proper perspective. From time to time, asking yourself the following question can make a huge difference in how well you understand your job and its expectation: “If I were the CEO of this company how would I manage it differently and what would I expect to happen?” Key Expectations As a supervisor, what are some key expectations you should have of yourself in managing your operation and staff? List each expectation and its importance.
1)
Expectation
___________________________________________
Importance __________________________________________________________________________ __________________________________________________________________________
2)
Expectation
___________________________________________
Importance __________________________________________________________________________ __________________________________________________________________________
3)
Expectation
___________________________________________
Importance __________________________________________________________________________ __________________________________________________________________________
4)
Expectation
___________________________________________
Importance __________________________________________________________________________
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SUPERVISION (4) NOTES
SUPERVISORY LEADERSHIP STYLES In the course of a single day each supervisor will use many different types or patterns of leadership. Lets look at the most common styles used and when they are most effective. DEMOCRATIC This leadership style allows the supervisor to solicit information from those working around him. Employees become part of the decision-making process and opinions are respected. Authority is delegated as well as the power to enforce. The ideal time for using a democratic supervisory leadership approach in the workplace is when:
Employees are knowledgeable, trusted, highly skilled and have experience.
Seeking to identify informal group leaders and build individual self-esteem.
Desiring to improve the group's problem-solving abilities as a team.
You want to create an atmosphere where creative thinking is welcomed.
You want to consider a variety of concepts, ideas, and suggestions.
Do you know of a supervisor who has been successful in using the Democratic Leadership style? What impact did this style have on the workplace? The employees? The business in general?
_________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ 129
SUPERVISION (5) NOTES NOTES
AUTHORITATIVE Communication with this type of leadership style is one-directional, originating from the top down. Orders are given and individuals are expected to respond immediately. Discussion is not an option. Power and decision-making authority stays in the hands of the supervisor. Authoritative leadership has its purpose. The key is to know when to use it. This style is best used when:
You're working in an environment that shows no respect for management or the business at hand.
You find yourself dealing with a group of unskilled workers who need immediate improvement in their performance.
You have multiple tasks and priorities to handle and minimal time to complete them.
You want to create an atmosphere where creative thinking is not welcomed.
You do not want to consider a wide variety of concepts, ideas, and suggestions.
Do you know of a supervisor who has been successful in using the Authoritative Leadership style? What impact did this style have on the workplace? The employees? The business in general?
_________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________
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SUPERVISION (6) NOTES
PASSIVE In this type of workplace environment the supervisor allows employees extensive levels of freedom and provides very little direction. Decisionmaking is mostly left up to the discretion of the employees. An “If it isn't broke, don't fix it” attitude is this supervisor’s normal mode of operation.
Passive leadership is useful in situation when:
Employees have a sense of pride in their work and are self-motivated.
The skill level of the employees is excellent and they are experienced in the business.
The employees are supportive of one another and are goal-oriented.
Employees have established a past track record of being efficient and reliable.
You have a good working knowledge of your staff and know what they are capable of accomplishing.
Do you know of a supervisor who has been successful in using the Passive Leadership style? What impact did this style have on the workplace? The employees? The business in general? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________
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SUPERVISION (7) NOTES NOTES
EXECUTIVE Following the rules is how this supervisor operates. Policies, procedures, regulations and directives make up the cornerstone of his or her leadership style. This type of supervisor falls back on higher management if a situation evolves that needs a decision on a topic that has no ground rules. The most beneficial time to use an Executive Leadership style is when:
Employees need a clear understanding of what is expected from their performance.
Tasks have become routine and mundane in the minds of the employees.
Employees are working with hazardous equipment and safety is a major concern.
Overall workplace safety and security is a priority.
There can be no deviation for operational procedures.
Do you know of a supervisor who has been successful in using the Executive Leadership style? What impact did it have on the workplace? The employees? The business in general? ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________
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SUPERVISION (8) NOTES
EXERCISE: Select FOUR supervisory characteristics that you feel you need improvement in and list several steps that you will take to improve your performance in this area.
Characteristic #1 ___________________________________
____________________________________________________________ ____________________________________________________________ ____________________________________________________________
Characteristic #2 ___________________________________
_____________________________________________________________ _____________________________________________________________ _____________________________________________________________
Characteristic #3____________________________________ _____________________________________________________________
_____________________________________________________________ _____________________________________________________________
Characteristic #4____________________________________
_____________________________________________________________ _____________________________________________________________ _____________________________________________________________
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SUPERVISION (9) NOTES NOTES SUPERVISORY SKILL TRAITS: DEFINITIONS
Technical Skills These are the hands-on skills needed to perform a job efficiently. To some extent technical skills support the supervisor’s understanding of how job tasks should be completed by the employees. These also give the supervisor the tool needed to evaluate the employees’ performance against standards. A supervisor with sound technical knowledge is highly respected by his or her staff.
Human Relations Skills Human Relation skills are also known as interpersonal or people skills. These include coaching, counseling, listening, communicating, teambuilding, employee training, motivating, and mentoring. A supervisor must master these skills in order to drive the business.
Imaginative Skills Each supervisor’s day is filled with tons of incoming information that has to be sifted through and digested. Having good imaginative skills means being capable of seeing the big picture, then breaking it down into smaller workable components. It is the ability to gather the facts needed in order to make a logical decision. In essence, it involves comparing apples to apples.
Visionary Skills Supervisors become visionaries through innovative and creative thinking. In their mind’s eye they envision things as how they could be, not how they are. They see diversity and risk as allies and opportunity, not as opponents. QUICK SNAPSHOT
Place a check mark next to the words that would best describe you in the minds of your employees.
____ Supporting
____ Competitive
____ Patient
____ Congenial
____ Intimidating
____ Approachable
____ Organized
____ Confident
____ Appeasing
____ Intimidating
____ Flexible
____ Direct
____ Indecisive
____ Understanding
____ Critical
____ Harsh
____ Manipulative
____ Reliable
____ Respected
____ Ethical
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SUPERVISION (10)
Summary Supervisory Skills Traits Rating Take a moment to do a quick evaluation of your skills. What do your findings tell your? LIST YOUR TECHNICAL SKILLS 1. 2. 3. 4. 5. 6. 7. HUMAN RELATIONS SKILLS
1. Decision-making 2. Coaching 3. Motivating 4. Listening 5. Performance feedback 6. Counseling 7. Mentoring 8. Problem-solving 9. Communicating person to person 10. Communicating in writing 11. Employee development 12. Self-development 13. Delegating 14. List Other: IMAGINATIVE SKILLS
1. Organizing 2. Planning 3. Appraising 4. Controlling 5. Time-managing 6. Analyzing 7. Conceptualizing 8. List Other:
VISIONARY SKILLS
How would you evaluate yourself against other supervisors in this skills area?
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Above Standard
Satisfactory
In Need of Improvement
TRAINING: SECRETS TO EFFECTIVE EMPLOYEE DEVELOPMENT NOTES NOTES
In a prefect world, all employees would be bright, efficient, helpful, selfstarters and would need no training. However, most managers live in the real world, so the above-mentioned characteristics are something they mostly dream of. The truth of the matter is that all employees, to be successful, need to participate in ongoing education/training programs. Educating and training is a worthwhile investment, not a wasted expense. Way too many managers hesitate to invest their company’s time, money, energy, and resources in developing employees. Their thinking is: “If I’m going to loose them any way, I’ll just leave them clueless for their next employer.” Feeling that educational expense doesn’t justify the end results, they choose instead to give each new hire a crash course and put them right to work.
Allow workers to apply new knowledge through the use of newly learned skills and behaviors. Many managers, without knowing it, hinder the growth of both their employees and their businesses by not allowing new ways of thinking. In today’s highly competitive and ever changing market place, if a new idea does work, it could quickly become obsolete. Change is the most constant thing that management has to deal with. Consider other viewpoints. If you don’t posses the resources to adequately educate and train your employees, consider seeking outside professional help.
Seminars, Workshops and Night School courses. Seek testimonials from past participants prior to spending your company’s money. The collection of ideas from these types of activities can be priceless and worth the investment. Industry Consultants. There are many to choose from and each will bring something worthwhile to the table. Focus on your company objectives and see which of the consultants will be the best match for what you want to achieve. There is truth in the old saying, “You get what you pay for.” Product Vendors and Manufacturers. Many vendors will train your employees in the use of their products on their equipment. Many supply manuals and testing materials to measure knowledge retention. The Net. Online training programs can be an efficient way to train workers. Inhouse programs can be offered; or, team up with an outside service provider. In-house Library. Invest in a business library for your employees to use for personal development. Books, magazines, video’s, CDs, etc., are examples of resource options. Drive home bottom-line responsibilities. Employees should understand the impact they have on the business and its bottom line. Training is a life-long journey. Good workers want to learn, and you should provide them with opportunities to do so. Encourage workers to talk to you when their learning curve goes flat. Then find ways to provide them with challenges and the knowledge they need to grow more.
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TEAMWORK: ELEMENTS OF EFFECTIVENESS NOTES
A team is defined as a group of individuals who are dependent upon each other to get the required task done. They need each other's experience, ability, savvy, and commitment to achieve their mutual goals. This means that no one person or department can accomplish the task at hand without coordination, cooperation, and the sharing of information. Teams consist of individuals who are committed to the idea that working together as a group leads to greater overall productivity and bottom-line results. Effective teams are those that produce the desired results. They possess the following characteristics:
Responsibility Good team members identify themselves with the overall success or failure of the team. They place the team's welfare before their own. They exhibit a willingness to take on the responsibility of the teams' actions by taking responsibility for their own actions. They are willing to step up to difficult challenges if called upon.
Contribution Each and every member participates and makes a contribution to the team. When this happens, the greatest end results are achieved. Each member’s contribution is welcomed, respected, valued and appreciated. Sharing of knowledge and expertise is encouraged.
Mission Clearly Stated Teams normally evolve in order to achieve a specific goal or organizational objective. A team’s mission has to be clearly defined, understood, accepted, and perceived to be beneficial in order for it to have purpose. Most importantly, the final results have to be measurable.
Team Spirit Open and honest examination of oneself, team members and processes will help build a positive and constructive team environment. This type of ongoing critique will reinforce the team’s strength and help identify those areas that are in need of improvement.
Capacity To Deliver A team binds together all of the unique talents of its members, which in turn produces a synergism that allows them to produce an end product or service that is far beyond their individual capabilities. In essence, 1 + 1 = 3.
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“THINGS TO DO” LIST NOTES NOTES
THINGS TO DO:
A-Top Priority
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B-Need to Address
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C-Must Remember
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Identify A, B or C rating. List task to be accomplished. Check off when completed.
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TRAINING SYSTEMS PROCESS NOTES
SYSTEMATIC TRAINING APPROACH • Include the total work environment in the process. • Build programs on careful analysis and educational goals of the organization. • Identify the learning needs and objectives for each job position.
TOTAL LEARNING ENVIRONMENT • Give workers control of all processes used in their jobs. • Educate workers to know what to do, why they are doing it, and how to make appropriate decisions. • Explain constraints and boundaries. • Emphasize how an individual’s work relates to, and impacts, the rest of the business.
LINE FUNCTIONS • All employees should participate in the educating of fellow workers. • Supervisors and workers are educated together to become trainers to others. • Employees take responsibility and co-ownership of their personal growth.
PARTICIPATION • Training should not be a catch-as-catch-can process. • Every member of the organization is directly involved and responsible for people-development. Everyone must participate.
FOLLOW-THROUGH • Learning that is continually reinforced and repeated is successfully retained. • The learning process must be ongoing. • Follow-up training is an integral part of the educating process.
RELEVANCE • Focus on real-world work that is to be done. • Learning takes place through the use of all the senses. • People learn by doing. What they learn first they learn best.
MEASUREMENT • Results must be objectively measurable. • Demonstration of skills is required with functional training. • Employees must understand learning objectives and objectives must be tied to operational goals. • Management must know that learning objectives have been met and competencies achieved.
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VALUES OF IMPORTANCE NOTES NOTES
One of the major impacts shaping the labor market is the changing of values and expectations of workers. Management is dealing with mixed cultures, beliefs and traditions. Employees expect more from the company or organization they work for than ever before. If the organization cannot satisfy their needs, they're likely to make a job change. The Expectancy Factor Management has the responsibility to be clear and concise when explaining to employees just what is expected of them in terms of accountability and performance. Common sense tells us that you can't hold people accountable for things they did not know they were being held accountable for. In the past, once management communicated its expectations to the employee, the conversation was over. Company goals had been identified. But what about the employee's goals? Workers today want to see a connection between the company's mission and goals of their own. An honest look reveals that today's workforce is focusing first and foremost on personal goals, and secondarily on company goals. Their expectancy factor translates into: “If I, as an employee, live up to—or exceed—the company's expectations of me and my performance, what can I, as an employee, expect in return from my company?”
Quality of Treatment The day of the autocratic “My way or the highway” style of management is unacceptable to today's workforce. Now employees require a participative management style from supervisors. Employees want to be part of the decision-making process and have a voice in policies that will affect them. They want a workplace that offers fair competition and provides outlets for personal creativity. They are attracted to environments where camaraderie with all levels of co-workers is the norm. Hierarchical rank systems that preclude interactions are seen as undesirable; systems that encourage and reward teamwork are applauded. Autonomy, dignity, self-esteem and respect are critical ingredients in forming a preferred-employer work environment.
Lifetime Skills Training Today's workers expect support for personal development and long-term growth. Many workers want to be prepared to run a career “marathon,” not just a career “sprint.” They seek ongoing training that focuses on lifetime skills, and mentors who will contribute to their individual growth.
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WHAT DO FAILURES DO DIFFERENTLY? NOTES
FAILURES:
Do not take the time to understand and learn the daily operation.
Continually apply technical skills while neglecting interpersonal skills.
Have a poor sense of time management.
Take on too many priorities.
Fail to step up to strategic business needs.
Attempt to do everyone else's job.
Always deliver less than promised.
Go about their business as usual.
Avoid innovative and creative thinking.
React instead of initiate.
Do not distinguish between high and low priorities.
Are insensitive to the needs of others.
View personal development and growth as a chore.
Wait for things to fall into place.
Are devoid of a sense of humor.
Thrive on perfection.
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XTRA: TOP NEWSPAPER CONTACTS NOTES NOTES
Newspaper Contact Information
Wall Street Journal 200 Liberty Street, New York, NY 102811003 212-416-2571 (P) 212-416-3783 (F)
New York Daily News 450 West 33rd Street New York, NY 10001 212-210-2100 (P) 212-643-7831 (F)
USA Today 1000 Wilson Blvd. Arlington, VA 22229 703-276-3400 (P)
Chicago Tribune 435 North Michigan Avenue Chicago, Ill 60611-4066 312-222-3232 (P) 312-222-4760 (F)
Los Angeles Times Times Mirror Square, Los Angeles, CA 90053-9933 213-237-3778 (P) 213-237-4712 (F)
Newsday Newsday 235 Pinelawn Road Melville, NY 117474250 516-843-3711 (P) 516-843-2953 (F)
New York Times 229 West 43rd Street New York, NY 10036 212-556-1144 (P) 212-556-1967 (F)
Houston Chronicle PO Box 4260 Houston, TX 772104260 713-220-7276 (P) 713-220-6677 (F)
Washington Post 1150 15th Street NW Washington, DC 200710002 202-334-6000 (P) 202-496-3928 (F)
Chicago Sun-Times 401 North Wabash Ave. Chicago, Ill 60611-3546 312-321-2140 (P) 312-321-3084 (F)
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XTRA: TOP NEWSPAPER CONTACTS (2) NOTES
Dallas Morning News Dallas Morning News PO Box 655237 Dallas, TX 75265-5237 214-977-8222 (P) 214-977-8019 (F)
Detroit Free Press 600 West Fort Street Detroit, MI 48226-3138 313-222-6455 (P) 313-222-5981 (F)
San Francisco Chronicle 901 Mission Street San Francisco, CA 94103-2988 415-777-1111 (P) 415-896-1107 (F)
San Diego Tribune 350 Camino DeLa Reina
Boston Globe PO Box 2378 Boston, MA 20107-2378 617-929-2785 (P) 617-929-3192 (F)
San Diego, CA 92108 619-299-3131 (P) 619293-1896 (F) Orange Cty. Register 22481 Aspam Street, Lake Forest, CA 92630 714-768-3631 (P) 714-454-7354 (F)
New York Post 1211 Avenue of the Americas, New York, NY 10036-8790 212-930-8517 (P) 212-930-8540 (F)
Miami Herald 1 Herald Plaza, Miami, FL 33132-1693 305-350-2111 (P) 305-376-5287 (F)
Arizona Republic PO Box 1950, Phoenix, AZ 85001-1950 602-444-4809 (P) 602-444-8044 (F)
Portland Oregonian 1320 S.W. Broadway Portland, OR 97201 503-221-8548 (P) 503-227-5306 (F)
Philadelphia Inquirer 400 North Broad Street Philadelphia, PA 19130-4099 215-854-2000 (P) 215-854-5099 (F)
St. Petersburg Times PO Box 1121 St. Petersburg, FL 33731 727-893-8425 (P) 727-8938675 (F)
Newark Star-Ledger 1 Star-Ledger Plaza, Newark, NJ 07102 973-877-4141 (P) 973-565-0160 (F)
Denver Post PO Box 1709 Denver, CO 80201-1709 303-820-1599 (P) 303-820-1369 (F)
Cleveland Plain Dealer 1801 Superior Avenue, NE Cleveland, OH 44114-2198 216-999-4554 (P)
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XTRA: TOP NEWSPAPER CONTACTS (3) NOTES NOTES
Sacramento Bee PO Box 15779 Sacramento, CA 95852 916-321-1139 (P) 916-321-1109 (F)
Minn. Star Tribune 425 Portland Avenue Minneapolis, MN 554880001 612-673-4000 (P) 612-673-4359 (F)
Kansas City Star 1729 Grand Blvd. Kansas City, MO 641081458 816-234-4141 (P) 816-234-4926 (F)
Rocky Mountain News PO Box 719, Denver, CO. 80201-719 303-892-2592 (P) 303-892-2841 (F)
Boston Herald PO Box 2096 Boston, MA 02106 617-426-3000 (P) 617-542-1315 (F)
St. Louis Post Dispatch 900 N. Tucker Blvd. St. Louis, MO 63101 314-340-8235 (P) 314-340-3127 (F)
New Orleans Times 3800 Howard Avenue New Orleans, LS 70140 504-826-3300 (P) 504-826-3007 (F)
Baltimore Sun PO Box 1377 Baltimore, MD 21278 410-332-6638 (P) 410-332-6455 (F)
Ft. Lauderdale SunSentinel 200 East Las Olas Blvd. Ft. Lauderdale, FL 333012293 954-356-4704 (P) 954-356-4624 (F)
Atlanta Constitution PO Box 4689 Atlanta, GA 30302 404-526-5151 (P) 404-526-5746 (F)
Orlando Sentinel 633 N. Orange Avenue Orlando, FL 32801 407-420-5065 (P) 407-420-5350 (F)
San Jose Mercury News 750 Ridder Park Drive San Jose, CA 95190 408-920-5701 (P) 408-288-8060 (F)
LA Investor’s Business Daily 12655 Beatrice Street Los Angeles, CA 900667303 310-448-6000 (P) 310-577-7350 (F)
Milwaukee Journal Sentinel 333 West State Street Milwaukee, WI 53203 414-224-2345 (P) 414-224-2047 (F)
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XTRA: TOP NEWSPAPER CONTACTS (4) NOTES
Columbus Dispatch
Columbus Dispatch 34 South 3rd Street Columbus, OH, 43215-4241 614-461-5000 (P) 614-461-7580 (F)
317-633-1240 (P) 317-633-1038 (F) Louisville Courier Journal PO Box 740031 Louisville, KY 40201 502-582-4011 (P) 502(582-4200 (F)
Detroit News 615 West Lafayette Blvd. Detroit, MI 48226-3142 313-222-6400 (P) 313-222-2335 (F)
Seattle Times PIO Box 70 Seattle, WA 98111-0070 206-464-2283 (P) 206-464-2261 (F)
Charlotte Observer PO Box 30308 Charlotte, NC 28230-0308 704-358-5236 (P) 704-358-5022 (F)
Omaha World-Herald World Herald Square Omaha NE 68102-1138 402-444-1000 (P) 402-345-0183 (F)
Pittsburgh Post-Gazette 34 Blvd. Of the Allies Pittsburgh, PA 15222-1200 412-263-1662 (P) 412-391-8452 (F)
San Antonio Express News PO Box 2171 San Antonio, TX 78297 210-250-3439 (P) 210-250-3105
Buffalo News PO 100 Buffalo, NY 142400-0100 716-849-3434 (P) 716-856-5150 (F)
Hartford Courant 285 Broad Street Hartford, CT 06115 860-241-3743 (P) 860-241-3865 (F)
Tampa Tribune PO Box 191 Tampa, FL 33601-0191 813-259-7616 (P) 813-259-7676 (F)
Richmond Times Dispatch PO 85333 Richmond, VA 23293 804-649-6364 (P) 804-755-8059 (F)
Ft. Worth Star-Telegram PO Box 1870 Ft. Worth TX 76101-1870 817-390-7400 (P) 817-390-7789 (F)
Daily Oklahoma PO 25125 Okl. City, OK 75125 405-475-3311 (P) 405-475-3183 (F)
Indianapolis Star 307 North Pennsylvania Street Indianapolis, IN 46204-1811
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XTRA: TOP NEWSPAPER CONTACTS (5) NOTES NOTES
Philadelphia Daily News PO Box 7788 Philadelphia, PA19109 215-854-2990 (P) 215-854-5691 (F)
LA Daily News 21221 Oxnard Street Woodland Hills, CA 91367-5015 818-713-3000 (P) 818-713-0058 (F)
Rochester Democrat & Chronicle 55 Exchange Blvd. Rochester, NY 14614-2071 716-258-2738 (P) 716-258-2356 (F)
St. Paul Pioneer Press 345 Cedar Street St. Paul, MN 55101-1057 651-228-5419 (P) 651-228-5416 (F)
Little Rock Democrat Gazette PO 2221 Little Rock, AR 72203 501-378-3888 (P) 501-372-3908 (F)
Norfolk Virginian-Pilot 150 W. Brambleton Ave Norfolk, VA 23510 757-446-9000 (P)
Palm Beach Post West Palm Beach, FL 33416-4700 561-820-4729 (P) 561-820-4407 (F)
Seattle Intelligencer PO Box 1909 Seattle, WA 98111-1909 206-448-8000 (P) 206-448-8166 (F)
Florida Times Union PO Box 1949 Jacksonville, FL 32231 904-359-4111 (P) 904-359-4478 (F)
Cincinnati Enquirer 312 Elm Street Cincinnati, OH 45202 513-721-2700 (P) 513-768-8340 (F)
Providence Journal 75 Fountain Street Providence, RI 02902 401-277-7000 (P) 401-227-7346 (F)
Nashville Tennessean 1100 Broadway Nashville, TN 37203 615-259-8800 (P) 615-259-8093 (F)
Memphis Commercial Appeal 495 Union Avenue Memphis, TN 38103-3221 901-529-3222 (P) 901-529-2522 (F)
Austin American Statesman 305 South Congress Avenue Austin, TX 78704-1297 512-445-3500 (P) 512-445-1707 (F)
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XTRA: TOP NEWSPAPERCONTACTS (6) NOTES
Des Moines Register PO 957 Des Moines, IA 50304-0957 515-284-8506 (P) 515-286-2504 (F)
914-694-9300 (P) 914-696-8396 (F) Las Vegas Review Journal PO Box 70 Las Vegas, NV 89125 702-383-0274 (P) 702-383-4676 (F)
Tulsa World PO Box 1770 Tulsa OK 74102-1770 918-581-8300 (P) 918-581-8353 (F)
Birmingham News PO Box 2553 Birmingham, AL 35202 205-325-2465 (P)
Riverside Press Enterprise P0 792 Riverside, CA 92502-0792 909-782-7505 (P) 909-782-7630 (F)
Toledo Blade 541 N. Superior Street Toledo, OH 43660-0002 419-245-6000 (P) 419-245-6439 (F)
Asbury Park Press PO Box 1550 Neptune, NJ 07754-1550 732-922-6000 (P) 732-922-4818 (F)
Akron Beacon Journal PO 640 Akron, OH 44309-0640 330-996-3547 (P) 330-376-9235 (F)
Raleigh News & Observer PO Box 191 Raleigh, NC 27602-9150 919-829-4766 (P) 919-829-4529 (F)
Bergen Record 150 River Street Hackensack, NJ 07601 201-646-4100 (P) 201-646-4135 (F)
Fresno Bee 1626 East Street Fresno, CA 93706-2098 209-441-6111 (P) 209-441-6436 (F)
Arlington Hgts DH 155 E. Algonquin Road Arlington Hgts, Il 60005 847-427-4300 (P) 847-427-1301 (F)
Dayton Daily News PO 1287 Dayton OH 45401-1287 937-225-2165 (P) 937-225-2088 (F)
Grand Rapids Press 155 Michigan Street NW Grand Rapids, MI 49503 616-222-5503 (P) 616-222-5202 (F)
White Plains Journal News White Plains, NY 10604
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XTRA: TOP NEWSPAPER CONTACTS (7) NOTES NOTES
PO Box J
Albuquerque, NM 87103 505-823-3800 (P) 505-823-3994 (F)
Allentown Morning Call PO Box 1260 Allentown, PA 18105 610-820-6694 (P) 610-820-6693 (F)
Sarasota H.Tribune PO Box 1719 Sarasota, FL 34203-1719 941-597-5417 (P) 941-597-5276 (F)
Tacoma News Tribune PO Box 11000 Tacoma, WA 98411-0008 253-597-8683 (P) 253-597-8247 (F)
Charleston Post Courier 134 Columbus Street Charleston, SC 29403 843-937-5541 (P) 843-937-5579 (F)
Wilmington Journal PO Box 15505 Wilmington, DE 19850 302-324-2500 (P) 302-324-5509 (F)
Atlanta Journal 72 Marietta Street, NW Atlanta, GA 30303-2899 404-526-5502 (P) 404-526-5746 (F)
Knoxville News-Sentinel PO Box 59038 Knoxville, TN 37950 423-521-1898 (P) 423-521-8124 (F)
Worchester Gazette PO Box 15012 Worchester, MA 01615 508-793-9100 (P) 508-793-9281 (F)
Spokane Spokesman PO Box 2160 Spokane, WA 99210 509-459-5587 (P) 509-459-5482 (F)
Jackson Clarion-Ledger PO Box 40 Jackson, MS 39205-0040 601-961-7059 (P) 601-961-7211 (F)
San Francisco Examiner PO Box 7269 San Francisco, CA 94120 4150777-7910 (P) 415-543-6956 (F)
Long Beach Press Telegram PO Box 230 Long Beach, CA 90801 562-435-1161 (P) 562-437-7892 (F)
Lexington H. Leader 100 Midland Avenue Lexington, KY 40508 606-231-3446 (P) 606-231-3454 (F)
Honolulu Advertiser 605 Kapiolani Blvd. Honolulu, HI 96813-5128 808-525-8080 (P)
Albuquerque Journal
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Y – Z: WEBSITES TO TOLL FREE NUMBERS NOTES
AIRLINES: Reservations & Information Air Canada (US, Canada) American Airlines (US, Canada) Continental Airlines (US, Canada) Delta Airlines (US) Northwest Airlines (US, Canada) Southwest Airlines (US) United Airlines (US, Canada) US Airways (US, Canada)
www.aircanada.ca www.aa.com www.continental.com www.delta.com www.nwa.com www.southwest.com www.ual.com www.usairways.com
888-247-2262 800-433-7300 800-525-0280 800-221-1212 800-225-2525 800-435-9792 800-241-6522 800-428-4322
TRAINS Amtrak (US) Via Rail (Canada)
www.amtrak.com www.viarail.ca
800-872-7245 800-842-7245
www.avis.com www.budget.com www.dollarcar.com www.enterprise.com www.hertz.com www.nationalcar.com www.thrifty.com
800-230-4898 800-527-0700 800-800-3665 800-736-8222 800-654-3001 800-227-7365 800-847-4389 800-387-4747
AUTO RENTALS Avis (US, Canada) Budget (US) Dollar Rent-A-Car (US, Canada) Enterprise (US) Hertz (US, Canada) National Car Rental Thrifty Car Rental (US, Canada) Tilden-National (Canada only)
HOTELS & MOTELS: Reservations & Information 800-780-7234 Best Western (US, Canada) www.bestwestern.com Comfort Inn US, Canada) www.choicehotels.com 800-221-1222 800-544-8313 Days Inn (US, Canada) www.daysinn.com Embassy Suites (US, Canada) www.embassysuties.com 800-362-2779 800-465-4329 Holiday Inn (US, Canada) www.holiday-inn.com 800-654-2000 Howard Johnson Hotels & Lodging www.hojo.com 800-633-7313 Hyatt Hotels (US, Canada) www.hyatt.com 800-228-9290 Marriott Hotels & Resorts (US, Canada) www.marriott.com 800-228-5151 Radisson Hotels (US, Canada) www.radisson.com 888-298-2054 Ramada Inn (US, Canada) www.ramada.com 800-325-3535 Sheraton Hotels (US, Canada) www.sheraton.com Renaissance Hotels & Resorts www.renaissancehotels.co 800-684-3571 800.241-3333 Ritz Carlton Hotels www.ritzcarlton.com 800-578-7878 Travelodge Hotels www.travelodge.com 800-228-3000 Westin Hotels & Resorts www.starwood.com CREDIT CARDS: Information/Lost/Stolen Card American Express www.americanexpress.co Diners Club/Carte Blanche www.dinersclub.com Discover www.DiscoverCard.com MasterCard (US, Canada) www.mastercard.com Visa (US) www.visa.com
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800-554-AMEX 880-347-2683 800-347-2683 800-826-2181 800-336-8472
Y – Z WEBSITES TO TOLL FREE NUMBERS (2) NOTES NOTES
TRAVELER CHECKS American Express (US) Inter-payment (US, Canada) MasterCard Inter. (US, Canada)
www.americanexpress.com www.visa.com www.mastercard.com
800-221-7282 800-227-6811 800-847-2911
COURIERS DHL Worldwide Express (US, Canada) Emery Worldwide (US, Canada) Federal Express (US) Purolator Courier (US, Canada) United Parcel Service (US, Canada) United States Post Office (US)
www.dhl.com www.emeryworld.com www.fedex.com www.purolator.com www.ups.com www.usps.com
OTHER Western Union
www.WesternUnion.com 800-325-6000
800-225-5345 800-443-6379 800-463-3339 888-744-7123 800-742-5877 800-222-1811
GOVERNMENT/INVESTING Better Business Bureau Federal Trade Commission Fidelity Investments Internal Revenue Service NSAS Smithsonian Institution US. House of Representatives U.S. Senate
www.bbb.org www.ftc.gov www.fid-inv.com www.irs.ustreas.gov www.nasa.gov www.si.edu www.house.gov www.senate.gov
NEWS/WEATHER/SPORTS CBS CNN Interactive ESPN Golf Digest Wall Street Journal USA Today Weather Channel
www.cbs.com www.cnn.com www.espn.com www.golfdigest.com www.wsj.com www.usatoday.com www.weather.com
SEARCH ENGINES Alta vista Excite Google MSN Yahoo
www.altravista.com www.excite.com www.google.com www.msn.com www.yahoo.com
Note: Website and phone numbers accurate at time of printing.
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ABOUT THE AUTHOR Dr. Clark is a service/hospitality veteran of more than three decades.
A graduate of LaSalle
University, he holds a Doctorate in Hotel/Restaurant and Tourism Management.
He has
conducted over 3,000 domestic and international seminars in such locations as Mexico, Canada, Thailand, Taiwan, India, Switzerland, Africa, the Caribbean and Spain. He is president of M. Douglas Clark & Associates DBA: SmartBizzOnline.Com. Dr. Clark is the author of the Smart Management Workbook Series. He has spoken with such notables as Erin Brockovich, George Hamilton, Ira Blumenthal, Mark Victor Hansen and Larry Winget. He has written a number of management articles for a wide variety of service industries
He was the first recipient of the National Career Achievement in Human Resources Training Award, and received the Distinguished Public Service Award from the State of Tennessee for contributions to the area of hospitality/service training. He holds the designations of Certified Hotel Administrator (CHA), Certified Human Resources Executive (CHRE) and Certified Hospitality Educator (CHE) from the American Hotel & Lodging Association. AH&LA has also presented Dr. Clark with its prestigious Lamp of Knowledge Award, identifying him as an outstanding national educator. Hi! Did you enjoy Dr. Clark’s book? We hope so! Why not distribute several to your friends and coworkers and help them grow personally and professionally? To purchase additional copies of this book or other Smart Management resources, visit our secure website at www.smartbizzonline.com or email your request to sales@smartbizzonline . Our office phone is 270-586-7244 Need a speaker for your event? Give Dr. Clark a call today!
SmartBizzOnline.com9© PO 624, Franklin, KY 42135-0624
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