The following are articles that we have come across that we found interesting and informative. Enjoy!

Working To Keep Your Best People

"Teamwork-we need teamwork in our organization to be successful." This was the response I heard over and over again as I called the various seminar participants prior to the meeting. They continued to stress the importance of good communication skills and working as a team to place a great place to work.

As I continued to ask more in depth questions and studying their work patterns and environment, I soon realized that teamwork was a buzz word they were just using to summarize their feelings about the lack of respect and cooperation they were receiving from their coworkers.

In this particular work environment employees were mostly in charge of their own projects versus the entire office working together on one common project. What seemed to be lacking was respect and cooperation among the employees. Complaints would surface when one employee thought their project was more important than others. Staff meetings became unproductive as employees felt their ideas are becoming squelched by other employees. They began to keep their thoughts and opinions to themselves.

In our competitive world we sometimes forget the importance of respect and cooperation--the basic skills of getting along with each other and supporting other people's endeavors. TV court room shows have gained vast popularity. The average citizen could probably name a TV court room judge quicker than a US Supreme court judge. On television court room shows two people bring a conflict to the judge and ask for a ruling to settle the matter. There is always a winner and a loser. Many times people take ques either consciously or subconsciously on ways to pattern their lives from what is happening in our culture. Sporting events are another influence on today's society from pre school to professional teams. Team coaches usually stress team work within their own team but once again there is usually a winner or a loser.

Somewhere along the way people are forgetting the cooperation and respect we need to show to other people. In the December/January issue of the Working Women in an article on Missing Manners, the author Kathleen Jacobs shares, "People are so busy rushing, they're not taking the time for basic niceties, such as saying hello to a coworker in the hall. With more work and less time, people feel overwhelmed. Sometimes they don't realize they are being rude. Even little things such as refilling an empty paper cartridge so the next person isn't stuck, really do help out. Treat others like you'd like to be treated."

Determining the reason why people choose either cooperation or competition maybe be helpful in evaluating your work environment. In the book, Management Would be Easy... If it Weren't for the People, by Patricia Addesso, Ph.D. she cites the five factors that influence that decision.

As an employer or employee you might ask yourself, "What am I doing to promote cooperation and respect in my place of work? How can we support and help each other?" People want to work in an environment where they are nurtured and encouraged. Encouraging cooperation and respect is a key to keeping your best people.

Morale Builders, Barb Wingfield
10113 Township Road 110 · Rushsylvania, OH 43347
Phone: (937) 468-2197 · Fax: (937) 468-2273
E-mail: barb@moralebuilders.com

The four workshop participants sat bewildered, whispering to one another. The assigned exercise had asked them to list one way their place of employment showed them they were assets. Even putting their heads together, they were unable to supply an answer. The exercise left them wondering if they had any value in their workplaces.

What their supervisors apparently didn't realize is that showing employees that they are assets is vital to retaining good employees. What's more conveying their value can be really simple, low-cost and painless to implement. Some supervisors complain they don't have the time to recognize employees. It is wise to remember, however, that when a good employee leaves, it takes far more time to hire and train a new employee. Making time in your day to recognize people for their efforts will go a long way towards keeping good employees, saving you time in the long run.

These five ideas can help you retain good employees by communicating their value to your business.

Retaining good employees is a challenge that must be part of your business mix. It's critical to give employees feedback that they are doing a good job and are important to the success of your business.. Don't let your employees sit and wonder like the participants at the workshop did. Let them know they are a valuable assets to your business.

Building Knowledge, book recommendation:
Heart At Work
by: Jack Canfield & Jacqueline Miller

Morale Builders, Barb Wingfield
10113 Township Road 110 · Rushsylvania, OH 43347
Phone: (937) 468-2197 · Fax: (937) 468-2273
E-mail: barb@moralebuilders.com

It's your employees first day of work. Besides having the newcomer fill out the necessary government tax papers, and insurance forms, what do you do to welcome them to your place of work? At the end of the day, how would your newest employee feel about the first day of work?

In today's tight labor pool with employers are clamoring for good employees, paying attention to the small details is critical. Part of the mix is welcoming them to their new jobs.

Who is responsible?
An important first step is deciding who will be responsible for sharing company information, assisting in filling out paperwork and explaining health benefits, vacation and sick day policies, company mission, and other important details. Natalie Comer from the Logan County Education Service Center, was the person responsible for helping Krista Adelsburger work through the maze of forms. Comer explained where to find the forms for each task, and then took the time to sit down with Krista and fill out an example form for future reference.

Keep in mind the person who is charge does not have to be the person to handle all the welcoming tasks. Different aspects can be delegated based on availability, experience, and a welcoming personality. Asking different employees to help with the orientation process can also build a stronger team, which in turn can help you keep your best people.

Company Attire Ready or Explained?
If uniform or name tags are worn having these items ready for people on their first day is a great way to say "You are important to our business." Explaining the company dress code before the employee's first day can help to prevent misunderstandings and embarrassment.

Is the Company Manual Prepared?
If your business has a company employee manual, determine whether all the sections are current and complete. One employee commented, "It would be so helpful if the forms we need to submit for our jobs-to request vacations or be reimbursed for mileage, for instance-would have been place in one easy to use notebook." Make sure the employee knows whether the manual is to be left at work or can be taken home.

Is the Employee's Work Area Ready?
Some employers inadvertently overlook employee work space when someone begins a new job. Weather the work space is an office, a cubicle or desk area or a locker to put personal belongings in, an employee can feel unwelcome if the space is not ready. Comments like "We will get your desk in here soon-just work on the table for now" can foster feelings of frustration.

At the Logan County Education Service Center, new Staff Development Director, Heather Nee found her desk ready and waiting for her. Prior to her arrival the office had contacted her and asked about her preference in organizational systems. Her new system was purchased and placed on her desk in anticipation of her arrival.

Who Explains the Job Details?
At the American Pan Company in Urbana, Carol Knox throughly organized and typed up a complete set of instructions for Louise Norris, new executive assistant to the president. Knox realized Norris was in a separate building away from other support staff so she would not be able to ask questions easily. Knox's attention to all aspects of office procedure impressed Norris, and made her feel welcome, and at ease in handling her new responsibilities. When the president asked her for assistance, she could quickly respond using her detailed instructions.

During the first week on the job, the different department heads would stop by Norris's desk and ask how things were going, and whether they could answer any questions, or get Norris anything. "All the support made me feel like part of the team," she commented.

Every work environment has its own unique work culture. Workers may chose to buy pizza every Friday, have birthday potlucks monthly, cheer for a certain team, or chip in for the boss's birthday gift. While it may be impossible to think of all the activities that happen over the course of a year at your business, a new employee will feel more welcome if someone begins to share the work environment culture. The newcomer will start to feel like part of the team and that fellow workers are excited about working with them.

Louise Norris also shared that her welcome to the American Pan Company started at her first interview, long before her first day at work. Her initial interview with the human resource director created an atmosphere that made her feel very welcome and comfortable. A history and background of the company was shared with Norris which gave her a greater understanding of the business.

Her second interview was with the owners, who are family members. They gave her a tour from top to bottom and were willing to answer any questions. Norris shared, "They immediately treated me like family, and made me feel like a valuable person." The American Pan Company's approach to the interview process was a major contributing factor to Norris changing jobs.

Several business take the new employee out to lunch, some with the entire group and others individually. One Ohio veterinarian clinic has a rose for the new employee with a card that says, "Welcome to our family." Another clinic gathers information about the employee ahead of time and posts the information on a bulletin board. Items such as children's names and ages, or favorite hobbies can help employees find similar interests and bond quicker.

Planning ahead and providing both the basics and the extras can make new employees' first day at work a great experience, giving you new workers who are glad they came to work at your business.

Morale Builders, Barb Wingfield
10113 Township Road 110 · Rushsylvania, OH 43347
Phone: (937) 468-2197 · Fax: (937) 468-2273
E-mail: barb@moralebuilders.com

American workers are a steadfast lot, despite blows inflicted by downsizing, restructuring and outsourcing over the last decade. At least, that's what a national study released this month shows.

"Employee Loyalty in America" explored the issue of work force commitment in phone interviews with 2,020 workers selected to be representative of the general working population. The study concluded that employees are basically loyal to their companies.

"We were all surprised," said David Stum, director of the study and president of The Loyalty Institute of Aon Consulting in Ann Arbor, Mich. "Then we took a careful look at why we were surprised."

Stum and his colleagues first discussed their own perceptions. They reasoned that a work force subjected to so much change might sink into widespread negativity. Since the study showed that not to be true, they concluded that "maybe we think that because we're all cynical."

Although the scores were likely influenced by a strong economy, low inflation and a general lack of tension between labor and management (strike headlines were not blaring at the time of the study earlier this year), Stum said, "I'm quite confident we have discovered the American worker is patient."

Employees are waiting to see what employers will do to meet the needs of the work force in the information age, Stum said. The ways of the past no longer apply.

Under the old "social contract" between employee and employer, the employee expected a lifetime or long-term job in exchange for regular promotions, benefits and a pension, Stum said. In the "new work order", employees will seek short-term social contracts in which employee and employer will outline mutual commitments for each other's success. Such agreements will be individually forged.

"Making generalizations about what will work for all employees is not realistic anymore," Stum said.

In the fully formed new work order, an employee would be comfortable informing his employer of his intent to leave the company, say, in one year. In the meantime, the employee would outline what he could do for the company and ask for additional training. The employer would agree to provide training, and tell the employee what the company expected from him before he moves on.

In that future, the employee would not be afraid that informing the employer of his intent to leave would mean he could expect to be written off. No more training opportunities, no more nothing.

"It's a major, major cultural change," Stum said. "I'm not naive enough to say it's going to happen next week or next year. . . . Change never has a constituency. But I believe this issue will not go away because of the underlying dynamics, the underlying tension between those who are employed and those who do the employing. That's not going to go away."

A few "smart organizations" will see the wisdom of mutual social contracts, implement them and begin to make a lot of money, Stum predicts, and then other companies will follow.

Stum will be in Iowa City Sept. 30 to discuss work force commitment at the Eastern Iowa Human Resource Association meeting.

The Loyalty Institute conducted the employee loyalty study to provide a work force commitment norm for medium to large, private-sector organizations. Companies will be able to use the Workforce Commitment Index (WCI) to measure the loyalty of their own employees against a national baseline. The study will be conducted annually, allowing the Institute to track commitment trends.

The WCI is based on answers to six questions exploring how Americans act and feel toward their companies. Survey participants were asked:

About the efforts made by co-workers in improving their skills and in making personal sacrifices to help work groups succeed.

Whether they would recommend their company as one of the best places to work in the community.

Whether they intended to stay with the company for several years, and whether they would stay even if offered a similar job with slightly higher pay.

Stum and his colleagues also investigated demographic factors that might affect loyalty. There, too, there were a few surprises.

Older workers were more loyal than younger workers, but Generation Xers (age 31 and younger) showed relatively high levels of loyalty, in contrast to characterizations that show them to be floundering and aimless. Almost two-thirds said they intend to stay with their employer for the next several years. More than half said they would stay even if offered another job with slightly higher pay.

The study found higher commitment among men than women, unlike previous studies that showed women to be more loyal. Married people were more loyal than single and single women had the lowest loyalty scores. Level of education was found to have no effect on loyalty.

Job and industry factors that might impact loyalty also were examined. The size of the company, the study found, makes a difference. Scores tended to be highest for companies with more than 1,000 employees and companies with less than 100 employees.

The kind of job held affects commitment, too. Workers in hourly and customer service categories scored the lowest. While low wages in those categories are a factor, customer service workers had the lowest loyalty scores even after accounting for the effects of income.

That finding may be a major cause for concern, the study said, because customer service workers are most likely to be in a position to influence customers' perceptions of a company.

Finally, the study looked at six factors controlled by companies that could affect loyalty:

Companies need to give consideration to all six factors to improve employee commitment, Stum said, but recognition and rewards and opportunities for growth need the most attention. Industry groups that showed a low level of employee loyalty, Stum said, had depressed scores in those categories. As a result, he said, survey participants answered less positively when asked about the direction of the company and whether they would recommend the company as a place to work.

Another surprise from this part of the study: The question of work/life balance that gets so much attention in the media had a negligible effect on loyalty.

While the study did not uncover any significant problems in employee commitment, the authors say it would be a mistake to think that nothing needs to be done. Companies need to evaluate themselves (the Workforce Commitment Index is a suggested tool), and then decide what steps need to be taken, Stum said.

Too many companies are relying on resources and programs from the old social contract, he said. He offers this anecdote:

A supervisor in a manufacturing company worried about a position in which there was 40 percent turnover. He asked Stum how he could reduce it. That question, Stum said, is the old way of approaching the problem. The new question is: How long should a human being be expected to be in that job? The supervisor laughed and said anyone who stayed in it more than two years is crazy.

The "new work order" solution to the supervisor's dilemma, Stum said, is to find ways to recruit, select, train and assess employees with the idea of keeping them committed to the job for two years.

The young, energetic auto service advisor warmly greeted the tow truck driver and I from behind the counter as we shuffled into the unfamiliar dealership. We had selected the dealership because of the location, but I would soon learn just how lucky I was to have landed there after my 70 mile tow truck ride. The service advisor, Jeff, began to ask routine questions about the car, including what happened prior to all the warning lights coming on, when the car quit, and whether this had happened before? I felt the alternator was the problem, as did the tow truck driver. Jeff was ready to begin the search for a new alternator when another service advisor suggested the battery and electrical system be checked out before an alternator was ordered.

So the process began of hooking up the car to all types of high-tech equipment that would provide the magical answers to my car dilemma. This process took much longer than this tired road warrior wanted. In the meantime, I had the opportunity to visit with Jeff while we waited and waited some more. I discovered that Jeff was a new employee to the dealership and had only been there a few short weeks. He was not as familiar with my car as he was with others, so he felt compelled to listen to the other service advisor, who had more experience.

What I did learn was that my car and I were in very good hands. Jeff was an accomplished service advisor with a different make of vehicle. He had won regional and national awards from the automaker for his superior knowledge and exceptional customer service. In the regional area of (Michigan, Kentucky and Ohio) he was ranked in the top 20 out of 880 service advisors. (The company did not rank 1-20) On the national level he was ranked at number 13.

The automaker had recognized his accomplishments with plaques, gifts, and a personal visit from company officials. The dealership he worked for, on the other hand, did nothing. Jeff, a dedicated employee who skipped lunches to handle service problems and often had customers waiting for him while other service advisors stood by idly - began to question if he was a valued employee. And so his discontentment grew. His request for a pay raise was not even acknowledged with a response. So Jeff began to search for other options.

Jeff's story, unfortunately, is all too common, despite today's tight labor pool. Although employers know they need to keep good employees, they sometimes overlook the basic principals of employee retention.

Jeff ultimately found a new place of employment: the dealership where my car had been towed. After he submitted his resignation to his previous dealership, a peculiar thing began to happen. The general manager, the owner, the service manager all attempted to offer more money or find out what else it would take for him to stay. They called him at home to sweeten the pot. But according to Jeff, it was "all too little too late."

What happened to cause an award-winning employee such discontent? As I saw it his previous employer forgot that all employees want to feel important and to know they are valued. Jeff began to feel his skipped lunches and dedication were not seen as important.

I contacted his former employer to find out his viewpoints on this situation. Unfortunately, the employer still did not realize why Jeff left their dealership. When I asked him as to how they recognize employees he did not have an answer, although he refereed more than once to the fact that the dealership did not have an annual banquet for employees. "A banquet?" I thought. "You've got to be kidding!" Jeff and the employees of his caliber did not want a banquet!! They wanted recognition for their efforts - a sincere "thank you" each time they went the extra mile, positive verbal feedback, a note of congratulations, or a gift certificate to a nice restaurant for him and his wife or an extra day off with pay - but not a banquet! If the employers have no idea how to recognize employees, they can certainly ask them.

Jeff was the greatest service advisor I have ever had the pleasure of meeting. The new dealership is very luck to have him. As he and I stood waiting for the mechanics to give their verdict, - it was the alternator after all - he shared with me, "I went from a hero to being zero. I am nothing here, I have to start all over to learn about these cars." He was willing to set aside his awards, his knowledge and his enjoyment of the former car because of the way the bosses treated him. Jeff is a true example that people don't quit companies - they quit bosses.

What have you done today to recognize or thank your employees? Take the time. It matters!

Morale Builders, Barb Wingfield
10113 Township Road 110 · Rushsylvania, OH 43347
Phone: (937) 468-2197 · Fax: (937) 468-2273
E-mail: barb@moralebuilders.com

The Ten Worst Mistakes Career Changers Make

by Barbara Reinhold

Changing careers is never easy. Half the world thinks you've lost your mind, headhunters say you'll never work again and your mother-in-law steps up the old "I told you so" routine to your spouse. But for many burned-out, bored or multitalented folk who are sitting on skills they're not getting a chance to use, changing fields is the only way to keep from losing their marbles.

Regardless of your career change strategy, never make these 10 giant mistakes:

1) Don't look for a job in another field without first doing some intense introspection. Nothing is worse than leaping before you look. Make sure you're not escaping to a field that fits you just as poorly as your last.

2) Don't look for "hot fields" without determining whether they're a good fit for you. You wouldn't try to squeeze into your skinny cousin's suit, so why try out a field because it works for him? People who are trying to help you will come along and do the equivalent of whispering "plastics" in your ear. Instead of jumping at their suggestions, take time to consider your options. Decide what you really want to do. When you enter a field just because it's hot, burnout isn't far behind.

3) Don't go into a field because your friend or cousin is doing well in it. Get thorough information about the fields you're considering by networking, reading and doing online research. Having informational interviews with alumni from your college, colleagues, friends or family is a fun way to get the scoop on different fields. Here are some helpful resources:

4) Don't stick to the possibilities you already know about. S-t-r-e-t-c-h your perception of what might work for you.

5) Don't let money be the deciding factor. There's not enough money in the world to make you happy if your job doesn't suit you. Workplace dissatisfaction and stress is the number-one health problem for working adults. This is particularly true for career changers, who often earn less until they get their sea legs in a different field.

6) Don't keep your dissatisfaction to yourself or try to make the switch alone. This is the time to talk to people (probably not your boss just yet, nor some coworker who likes to tell tales). Friends, family and colleagues need to know what's going on so they can help you tap into those 90% plus of jobs that aren't advertised until somebody has them all sewn up.

7) Don't go back to school to get retreaded unless you've done some test drives in the new field. You're never too old for an internship, a volunteer experience or trying your hand at a contract assignment in a new field (where you got introduced through networking, of course). There are lots of ways to get experience that won't cost you anything except your time. A new degree may or may not make the world sit up and take notice. Be very sure where you want to go before you put yourself through the pain and indebtedness of another degree program.

8) Don't go to a placement agency or search firm for help switching fields. These guys are notorious for making people feel unmarketable. They make their money on moving people up the ladder in the same field. Most of them haven't a clue where to begin being creative with career changers.

9) Don't go to a career counselor or a career transitions agency expecting that they can tell you which field to enter. Career advisers are facilitators and they'll follow your lead. They can help ferret out your long-buried dreams and talents, but you'll have to do the research and the decision making by yourself. Anyone who promises to tell you what to do is dangerous! Expensive "full service firms" that promise self-assessment, resume and interview help, and a guaranteed job should be avoided.

10) Don't expect to switch overnight. A thorough, inside-based career change usually will take a minimum of six months to pull off, and the time frequently stretches to a year or more. Start planning early, before you find yourself checking out nearby cliffs or gun shops.

Changing fields is one of the most invigorating things you can do. It's like experiencing youth all over again, except with the wisdom of whatever age you are now!

The radio transmission from the site was a little a fuzzy. The business owner identified the problem: The equipment on-site was broken. It was broken because an employee had done the one thing the owner had warned him not to do. The owner was furious! The entire operation would now have to be shut down until they could locate the parts and fix the equipment. The other employees stood around idly as several phone calls were made to find the needed parts.

Dollar signs began to spin in the owner's mind as he saw broken equipment that would need to be fixed, employees being paid while they waited for the operation to resume, and now slipping project deadlines.

As a result of this error, the employee, according to the owner, "received the butt-chewing of his life." In addition to chewing him out, the owner announced that he planned to deduct the employee's wages for the day. At this point, the sheepish employee shared that he had already planned to offer to forfeit his pay for the day.

At a recent conference the business owner was sharing the story about the broken equipment and the employee who did not follow his directions. After he finished telling the story he continued to share his frustration with his employee situation. "I can't seem to keep help at all. Not just good help, but any help."

Employee retention and an employee not following directions may seem to be two separate issues, but they are connected more than many business owners realize. It is said that 80% of your success in business depends on your ability to communicate. Good communication methods can strengthen your business, help you keep your best people, and also help to attract good employees.

Employees today want to be involved in the work process. They want information beyond simply being told to complete a task for reasons unknown to them. They want -- and are empowered by -- knowledge. When we share with an employee the reasoning behind a job task, as well as why certain methods are preferred and others discouraged, the employee will feel valuable and will begin to have a greater understanding of the work process. Empowered workers develop a vested interest in the success of the business, which translates into higher profits. The employee who was responsible for breaking the equipment might have made a different choice if the owner had explained that the process can only be accomplished one way due to the high risk of broken equipment if directions were not followed exactly.

You can improve your company's communication processes in many different ways. The bottom line is that people want to be "in the loop." Too often, management shares information with one or two employees, and other employees hear the information through the grapevine, if at all. Many times this causes hurt feelings, as people conclude that they must not be important to your business.

Once the fiasco described above had taken place and the necessary calls had been made, a wise business owner might have asked for the employee's input -- on what went wrong, why, and what action could now be taken -- based on the events of the day. The owner then could have filled any details the employee didn't have about why things went awry. After all, the employee was already feeling bad for his poor decision, and belittling him served no one. And by turning the situation into a learning experience and allowing the employee to "save face" in a bad situation, the owner could have improved the employee's job performance and increased his loyalty.

Today's employees do not want to be "robots" just performing the tasks assigned to them. They want to know the how and why of the processes being performed. By taking the extra time to explain the why of each process, you give employees a valuable understanding of the importance of the work being accomplished. For your efforts, you will gain employees who are more knowledgeable about your business and who increase their worth to it.

You can strengthen your business now by taking some time to explore your communication methods and their effectiveness -- from both your perspective and your employees'. Take steps today to enhance your communication methods so you can enjoy a stronger, more profitable business future.

Morale Builders, Barb Wingfield
10113 Township Road 110 · Rushsylvania, OH 43347
Phone: (937) 468-2197 · Fax: (937) 468-2273
E-mail: barb@moralebuilders.com

All of us know leaders who stand out in a crowd, who have risen to the top and who accomplish significantly more than their peers. Let's examine some of the characteristics that make these leaders different:

* VISION - Leaders have a clear picture of what they see their group becoming or doing in the future. There's a difference between eyesight and vision. Vision is the ability to get MEANING from eyesight. Effective leaders have vision.

* GOAL-DIRECTED - Leaders know where they stand, where they're going and how they're going to get there. They realize that no one ever accomplishes anything of consequence without a goal. They also realize that in order to fulfill their vision, they need to set a series of goals that will help them to do so. Effective leaders are goal-directed.

* CLEAR PURPOSE - Leaders know why they exist, what they believe and what their values are. Having a clear purpose gives them the energy and focus they need to accomplish their goals and fulfill their vision. Effective leaders have a clear purpose.

* SELF-CONTROL/SELF-DISCIPLINE - Leaders are many times required to do things that ordinary people don't like to do. The truth of the matter is, leaders probably don't like to do them either. The difference between a leader and an ordinary person is that a leader does whatever it takes to accomplish the goal, and many times this requires self-control and self-discipline. Effective leaders have self-control and self-discipline.

* ABILITY TO COMMUNICATE - To achieve their goals and fulfill their vision, leaders need to persuade others to take action on their ideas. This requires that they think clearly, speak clearly and listen carefully. Effective leaders have the ability to communicate.

* ENERGY - Leaders need the physical vitality and mental alertness that comes from a high level of energy. Hard work, clear thinking, commitment and persistence require a high level of energy. Leaders boost their energy through proper diet, nutrition, exercise, positive thinking, rest, relaxation and an outside hobby or interest. Effective leaders have a high level of energy.

* PERSISTENCE - There are only two reasons why most projects fail: not starting and not finishing. Leaders finish what they start because they remember their vision, focus on their goals and visualize their goals as already accomplished. They have the staying power and persistence to follow through on their goals regardless of circumstances or what other people say, think, or do. Effective leaders have persistence.

* POSITIVE ATTITUDE - Leaders look at how things can be done, not why they can't be done. They look for ways over, around, or through obstacles. They have an "I will not be denied" attitude. To paraphrase W. Clement Stone, "There is little difference between ordinary people and leaders. The little difference is attitude. The big difference is whether the attitude is positive or negative." Effective leaders have a positive attitude.

To be a more effective leader, clarify your vision and purpose. Develop a written and specific goals program. Develop your self-control, self-discipline and ability to communicate. Maintain a high energy level by taking care of your mind and body. Persist in all you do, and approach every challenge and opportunity with a positive attitude. Do these things and you'll not only be different, but you'll also MAKE A DIFFERENCE.

Rutherford Publishing, Inc. produces newsletters that help individuals and organizations discover how to take positive actions in key areas of their lives and to encourage people to use more of their potential. The newsletters include: Total Wellness(r), Tyme Management(tm), The Total Leader(tm), and The Total Person(tm). For information contact rpublish@rpublish.com or call (800)815-2323 or visit their website at http://www.rpublish.com/.

It Pays to Help New Staff Start Right

Effectively orientating your new employees can pay back big dividends in staff retention, employee commitment and customer satisfaction.

Staff members who are properly trained and welcomed at the beginning of their careers feel good about their choice of employer, fit in quickly with peers and colleagues and readily contribute new ideas. They also speak well about your firm to friends and family. And they represent you more confidently to customers, business partners and suppliers.

Poor orientation of new employees can cost you dearly. Those who don't start right don't tend to stick around long, either. High staff turnover means you must recruit, train and orientate new staff all over again. Staff turnover also takes a high toll on the morale of those who do stay behind. When people leave your organization, those who remain begin to wonder... should we be looking for new employment, too?

But while many managers will agree that new staff orientation is important, very few invest the time and attention necessary to make sure it's done consistently, and done right.

Now is the time to review your staff orientation program. Apply the following ideas to be sure your staff "start right"!

Effective orientation is a gradual process, and does not end after the second day on the job. The initial induction of employees during the first few days is important. But it is even more important to make sure new employees fit in and feel comfortable over the longer term. This can mean six weeks for a factory worker, or up to six months for new members of a senior management team.

New employees arrive with basic questions that must be answered quickly: What is the dress code? Where are the tools for my job? How does the telephone system work? When do people eat, meet and get paid?

After the initial induction period, your employee's questions will change and mature: "How am I being appraised? Why is the system set up this way? How can I (safely) suggest changes ? Who can I see for guidance, approval and support?"

Don't try to answer all possible questions in the least possible time. Stretch out the process to cover the first weeks or even months on the job. This lets new staff absorb essential information more gradually and completely.

An extended orientation program also reassures new employees. Newcomers are always under great pressure to perform and adapt. Your extended program shows you understand their situation, you care about their adjustment, and you will continue to show interest and attention over time.

New employees are not the only ones affected by the quality of your orientation program. Other groups are influenced during this important period as well, including peers, bosses, subordinates, senior managers, customers, suppliers and even the new hire's family back home.

Each group has different questions and concerns about the new employee. Address those concerns by giving each group an active role in your overall orientation program. Buddy systems, lunch meetings, panel discussions, site visits, family days - these and other methods can be used to involve diverse groups and individuals in the process.

The reputation of your Human Resource Department is also at stake. If orientation is well planned and conducted, the HR department will be seen by new employees as a valuable resource for addressing their future concerns. On the other hand, poor staff orientation sends an early message that the HR department is ineffective or out of touch.

Create comfort and rapport. New staff want to feel a sense of acceptance and belonging inside the organization. Accelerate this process by creating abundant opportunities for new staff to interact with their peers, bosses, subordinates, colleagues from other departments, customers, suppliers and senior managers.

Diversify the time and nature of these meetings. For informal conversation, tea-times, meal-times and after hours get-togethers are a good choice. Include new hires in customer visits, focus groups and occasional management meetings.

Send new employees on short attachments to visit other company divisions and departments. Spending a week, a day or even an afternoon in a different part of the business will do wonders to build rapport and understanding throughout your organization.

Introduce the company culture. New staff usually want to fit in with accepted norms and values. "How do things really work around here? What importance do people attach to style, dress, presentation? Is punctuality very important? Do meetings start on time? Are long hours the exception or expected?"

Understanding company culture only happens over time, through formal presentations, informal dialogue and lots of personal experience. What gets said "officially" is compared with what gets said "confidentially" over lunch, after hours and even amongst colleagues in the washroom.

Extend your positive influence beyond the formal presentations. Create a buddy system or mentor scheme to match your most sincere and enthusiastic staff with your incoming employees.

But don't expect your enthusiastic staff to stay that way if their mentor role becomes a burden. Give the mentor relationship real support: pay for a few lunches, allow time in the weekly schedule for mentor-mentee conversations, include mentor services in annual staff appraisal and show appreciation to the mentors with tokens of recognition, appreciation and respect.

"Where has this company been? Where is it today? Where are we heading to? Who are our customers? What do they say about us? Who are our major competitors? What is our market position?"

"What is our current focus: are we expanding operations, going regional and launching new technologies? Or are we trimming costs, rationalizing product lines and streamlining operations?"

You can orient new staff to these "Big Picture" issues with a well-designed presentation. With slides, OHP, video or multi-media, highlight your history, and present status, your future goals and directions. Share "humble beginnings". Detail "greatest achievements". Show excitement for future directions. But be candid about company weaknesses, too. Talk openly about difficulties and challenges in the market. Keep your "Big Picture" presentation upbeat and lively, and keep it up to date.

In large organizations, very senior managers are often the best authorities to share insight on the future of the business. But these same managers may frequently be out of town or involved in handling current events. They are not always available when you want them to participate in an orientation program.

You can solve this problem by capturing them on videotape as they discuss the opportunities and challenges facing your organization. Then use the video in your program, and bring the managers back "live" at a later date for panel discussions, question and answer sessions, or informal "meet the manager" conversations.

Explain job responsibilities and rewards. Clarify expectations from the very beginning. Ensure new staff are thoroughly versed on their job responsibilities and accompanying levels of authority. Demonstrate and thoroughly explain your staff appraisal system. Show new staff a copy of the actual appraisal form and illustrate how good performance will be assessed, measured and rewarded. Use career paths of those who have come before them to illustrate possibilities and potentials in the job.

Handle administrative matters. There will always be paperwork to complete, forms to fill and detailed procedures to follow. Employment agreements, insurance policies, benefit packages, charitable contribution forms, locker allocation, tools and uniform distribution, the list goes on and on. While these are important to complete, resist the temptation to "get it over with" at one long (and boring) sitting. Spread those administrative tasks over many short sessions in the first few weeks. Hours of filling out forms on the first day at work is not the way to inspire enthusiasm about the dynamic nature of your organization!

Provide reality checks. Make sure your orientation is not an ill-guided fantasy of what you wish the company could be. If your program shows only the bright side of the business and the happy side of daily work, don't be surprised when new employees come back shell-shocked after two or three weeks on the job. Take time to be open and candid about the pressures and realities of your company, your team, your customers and your competition.

One large regional firm developed an extensive orientation program along the theme: "You will know more about the problems of this organization than people who have worked here for years!" This novel approach produces new staff who understand realities and are ready to work hard to help make them better.

Gain full participation. Give everyone a role to play in new employee orientation. Involve peers and colleagues in your mentor schemes, engage managers in talks and panel discussions, put subordinates in charge as hosts and guides during your cross-department visits. Invite new staff's family members to a special "Meet the Company Day" and take lots of photographs at the event. Later, send the best photographs back to your new staff's home address - with a copy of your company's newsletter and a hand-written note from you to the entire family.

Most of all, gain full participation from the new employees themselves. Resist the temptation to project all information in a one-way stream from the company towards the new staff. Have new staff explore the company, research the competition, meet the customers, and then generate their own questions for you to receive and reply.

Finally, get your new employees fully involved in welcoming the next batch of incoming staff. This will ensure your orientation program stays fresh and relevant to staff needs, and can be a watershed towards making "new staff" feel like "veterans" at the company; experienced, involved and able to contribute.

The time, money and human resources you dedicate to new employee orientation can be one of your best long-term corporate investments. Make sure your program is thoughtfully designed, carefully delivered, continuously upgraded and improved.

Copyright, Ron Kaufman (Ron@RonKaufman.com). All rights reserved. Ron Kaufman is an internationally acclaimed innovator and motivator for partnerships and quality service. He is the author of the best- selling book, "UP Your Service!" and the free monthly newsletter, "The Best of Active Learning!" For more information and free copy of the newsletter, visit http://www.RonKaufman.com

Today's workplace is different, diverse, and constantly changing. The typical employer/employee relationship of old has been turned upside down. The combination of almost limitless job opportunities and less reward for employee loyalty has created an environment where the business needs its employees more than the employees need the business.

The Five-Step PRIDE Model

Management's new challenge is to transform a high-turnover culture to a high-retention culture. Retaining and motivating workers requires special attention and the responsibility falls squarely on the shoulders of HR as well as managers and supervisors at all levels. They have to create a work environment where people enjoy what they do, feel like they have a purpose and have pride in the mission of the organization. It requires more time, more skill, and managers who care about people. It takes true leadership.

Managers can improve their leadership position and motivate individuals within their organizations by following the five-step PRIDE model:

STEP 1--PROVIDE A POSITIVE WORKING ENVIRONMENT

You don't have to be the highest paying employer to provide a positive and attractive work environment. One of the most important factors is how employees "feel" about the company. Motivated workers are more committed to the job and to the customer. On the other hand, de-motivating workplaces force workers to vote with their feet.

Take for example Rodger McAlister who owns a construction equipment dealership in Kentucky. His turnover is almost nonexistent. His employees and service technicians share a profit-sharing plan that possibly means $700,000 upon retirement. Every year employees celebrate their work anniversary with a cake and receive $100.00 for each year employed. Twice a year employee's children receive a $50 savings bond when they bring in their "all A's" report card. To minimize the we-they syndrome, every Friday employees rotate jobs. The person in the parts department becomes a service technician and visa versa. This builds a stronger team and improves both communication and retention.

STEP 2--RECOGNIZE, REWARD AND REINFORCE THE RIGHT BEHAVIOR

Reward and recognition is not just a nice thing to do, but a critical element in the management toolkit. People have a basic human need to feel appreciated and recognition programs help meet that need. The second aspect of this science is management must create consequences for the behavior important for business success.

One of the easiest and most effective recognition programs is "peer recognition." Peer recognition allows employees to reward each other for doing a good job. It works because employees themselves know whom works hard and deserves recognition. Also, workers may value each other's opinion more than their supervisor's. (Peer pressure) Managers can't be everywhere all the time. Therefore, the employees are in the best position to catch people doing the right things.

Studies show that having workers involved at all levels has a major impact on improving morale and motivation. TD Industries in Dallas, Tex., has a unique way of making its employees feel valued and involved. One wall in the company has the photographs of all employees who have been with the company more than five years. This involvement program goes beyond just photographs, slogans, posters, and HR policies. There are no reserved parking spaces for executives. Everyone uses the same bathrooms and the same water fountains. Everyone is an equal. Maybe that's why TD Industries was listed last year by Fortune magazine as one of the Top 100 Best Companies.

STEP 4--DEVELOP WORKER'S SKILLS AND POTENTIAL

Well-trained employees are more capable and willing to assume greater control and ownership over their jobs. They need less supervision, which frees management for other tasks. Employees are more capable of taking care of customers, which builds stronger customer loyalty. All this leads to better management-employee relationships.

When former Intel executive David House became CEO of Bay Networks, he realized the troubled computer manufacturer's problems involved some basic fundamentals. To solve the problem, he created four courses to teach the practices that he'd set in place at Intel: Decision-Making, Straight Talk, Managing for Results, and Effective Meetings. He personally taught the courses to Bay's 120 highest-ranking executives who, in turn, taught the same courses to the other 6,000 employees. His personal example had a major impact on the entire company.

Here are some tips for setting up your own processes to help develop the potential of your employees:

* Explain the "big picture" for the company and how this influences their employment and growth.

* Provide feedback on the employee's performance. Be specific; mention a particular situation or activity.

* Offer on-site classes where employees can learn new skills or improve upon old ones.

Continuous evaluation and never ending improvement is the final step of the PRIDE system. The primary purpose of evaluation is to measure progress and determine what needs improving. Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale, turnover and motivation of the workforce. It includes the identification of problem areas needing improvement and the design and implementation of an improvement plan.

Businesses continue to search for the competitive advantage. It won't be found with gimmicks or within the latest management fad. The true competitive advantage is found within the hearts and minds of motivated people proudly working together and led by people driven by a higher purpose.

Gregory P. Smith, author of The New Leader, and How to Attract, Keep and Motivate Your Workforce. He speaks at conferences, leads seminars and helps organizations solve problems. He leads an organization called Chart Your Course International located in Conyers, Georgia. Phone him at (770)860-9464 or send an email at greg@chartcourse.com. More information and articles are available at http://www.chartcourse.com.

From service to sales, from medical to manufacturing, there are commonalities associated with any company's annualized training efforts. If, in your organization's training efforts, you're not committed to even a simple exploration of these guiding, fundamental principles, what honest assurances can you provide your senior officer that development is equal, effective, and distributed throughout management?

Knowing and accepting the commonalities that bind all organizations together is the first step; creating an annualized training agenda around these steps comes natural.

The CEO should know it. The CFO should know it. The departmental manager with a track record for writing up poor performers should know it. While they might at times appear confusing or demotivating, laws are still 'the law.' Laws regarding Affirmative Action, ADA, FMLA, FSLA, discrimination, harassment, etc., are the backbone of any 'policy-and-procedure' organization. Don't take my word for it; ask your legal department. If you're assuming that your senior officers know the law, you may be in for a rude awakening when your first EEOC complaint arrives and the OFCCP determines that an audit is warranted. Train for the basics, not the boredom. Associate the laws with good, solid, healthy business practice. Your goal should be for management to have a working familiarity (not a casual indiscretion with) of those labor laws that impact daily operations.

Corrective Action

In my work life, I've read volumes of performance reviews, quarterly and annual. I've perused scads upon scads of written warnings. I've reviewed enough personnel records and/or supervisor's working files to fill a small library. Quite frankly, I often go on-the-record with demonstrating how many 'bullies' have never outgrown the schoolyard. Subtle and intimidating language is the bully's hallmark. These bullies are not just a 'working liability' to your organization ... they're, more likely, bad managers. While they may not be violating any laws, they might be drafting corrective action statements that, if handed to a jury, will be your organization's Achilles' heel. Train management on using positive, proactive, and productive language in effective performance reviews and written warnings. Eliminate those words and phrases that might be 'construed' or 'interpreted' as intimidating. Corrective action is a difficult enough process by itself; changing a word or two, here or there, and making it consistent with company practice is simple ... and essential.

Company Practices

Despite what they might be moaning to you today, managers prefer policy. It's their 'heavy.' It's their 'out.' They can blame policy for their respective ills. Policy provides management with a protective umbrella they can collectively hide under when the rain starts to fall. However, as PRACTICE becomes POLICY, I've always trained on PRACTICE. If your company has a policy manual, rename it your 'practices manual.' Then, you should create ongoing (monthly, if possible) training modules and exercises around these guiding principles. How many times have you heard, "I didn't know we had that policy?" In the circles I travel, the number grows higher and higher every day. While that might guarantee me a fair amount of job security, it certainly doesn't position me to "work smarter" because I and my staff are always "putting out fires." Ignorance of policy or practice is a symptom; either the Training Department isn't doing it's job, or management is failing to read policy statements the company issues. In addition, it's safe to assume that if management doesn't know our practices, they're probably not acting, enacting, or enforcing them. Train, train, and train on good business practice.

There's a war out there. It ain't pretty. It's a war in finding, contacting, questioning, screening, selecting, stealing, and retaining the best possible workforce. The best workforce isn't a guarantee that we're going to stay in business; however, a highly kinetic workforce has statistically demonstrated higher morale, higher tolerance for workplace frustrations, and lower turnover. If you're not in the battle, then you're losing the war. Your management should be trained in the subtle nuances of recruiting ... seeking out new life forms and new civilizations to employ as the challenge to incent and retain quality workers will only grow in severity in the years ahead.

Performance Management

CEOs, CFOs, and executive officers either admire or despise me for the simple fact that I profess all organizations, despite the business make-up, need only one goal. What is the one, controversial goal? Simple. "To stay in business." How do we do that? Simple. "You make profits." "Sure, but how do we do that?" Simple. "You concentrate on performance." Departments can have separate strategies toward achieving the one goal. Managers can have varying interpretations of the importance of the one goal. How do we stay in business? Simple. "We produce." Without fail. Without argument or obstacle. Without surrender. Your organization should be managing for performance (quota, results, bottom line, production, consumer satisfaction, whatever, etc.). If the various departments of your organization are not all focused on this single result, then who knows how many directions the separate departments might be spiraling out-of-control in? Train to the one goal, and consistency will follow.

A training foundation is crucial for organizational success. Understanding the key elements binding together companies from across all business spectrums is a springboard for future benchmarking ... however, if you're not regularly training your staff around these key, definable elements, I'll bet you 'dollars to donuts' that their next employer will.

Caught wearing a stuffed shirt and tie as few times as is possible, Ed Zimmerman has served the noble profession of consultative management since 1988, both from the retail and corporate perspective. Presently, he provides HR consulting services and continues to shake up the corporate culture of a global wireless provider, maintaining his territory in AZ, NM, & West Texas. An avid Star Trek fan AND not afraid to say so, he can be reached at ncc1205@aol.com.

To Ask or Not To Ask Legal Interview Questions

by Dr. Wendell Williams

Question: I'm trying to assist some new managers with appropriate interviewing skills, but I'm not sure which interview questions are considered illegal. Is there some sort of a standard list to use as a guide?

Answer: Inexperienced interviewers tend to ask questions that have nothing to do with the job they are trying to fill. These questions can make both the interviewer and the organization appear unprofessional. Questions that you may legally ask include:

· What is your full name?

· Have you ever worked for the company under a different name?

· Is any additional information relative to a different name necessary to check your work record? If yes, explain.

· How long have you been a resident of this state or city?

· Are you 18 years old or older? This question may be asked only for the purpose of determining whether applicants are of legal age for employment.

· Is your spouse employed by this company?

· Are you legally able to work in the United States?

· Inquiries into the academic, vocational or professional education of an applicant and public and private schools attended.

· Inquiries into work experience.

· Have you ever been convicted of a crime? Questions about being arrested are not legal.

· Names of your relatives already employed by the company.

All questions about skills for performing the job.

Some questions that are illegal and should not be asked include:

What is your nationality?
Do you have someone to look after your children while you work?
Do you have any handicaps that would interfere with the job?
What is your religion?
How old are you?
When did you graduate from high school?
Have you ever been arrested?
What is your birthplace?
What is your maiden name?
Asking for a photograph prior to hire.
Questions about height or weight.
Questions about marital status or children.
Questions about mental or physical health, unless determined to be essential under the Americans with Disabilities Act (ADA).

Remember to err on the side of caution if you have any doubts about a question, and be sure to consult your HR director for advice.