3 Steps to Finding and Bringing in the Best Hourly Employees

 Managers responsible for recruiting hourly workers for the success of their businesses, typically do a good job of bringing candidates to the door and keeping them long enough to recoup their hiring costs. Unfortunately not much is gained after the initial employment honeymoon is over. 

According to the Bureau of Labor Statistics (BLS), hourly employee turnover rates historically run from 70 to 120% per year in most industries. With these kind of frequently published rates announced through media outlets, it’s obvious why some employers blindly accept that it will always be this way, so deal with it. But what if there was a better way of finding the good employees and keeping them longer than the average time period? What if we could skew the BLS statistics to our favor?

The good news is that we can make a positive change simply by getting back to the basics of looking at the job in the right way, know who we are looking for, and knowing where to look.  Here are those three steps explained that you can begin implementing today to make a positive difference in your hourly employee turnover rate.

Step One: Look at the Job in the Right Way

When we lose hourly employees, our first instinct is to place an advertisement for the position(s) and hope to get the best employee to apply. That kind of logic is akin to throwing a line with a hook on it in the water without any bait hoping that something bites it. Instead of taking the hoping and wishing route, let’s look at the vacant position in a different light.

There are several ways to look at a job, and we all should brainstorm the vacated position from various angles to come up with creative solutions. For now, here are three things to consider:

1. Change the business process. Some jobs can simply be redesigned by altering the business process. Others could be completed eliminated. For example, in some restaurants, there are self-serve beverage stands because it’s cheaper to offer free refills than to hire the extra help needed to provide the drinks. Look at the overall business process and see if the position can be changed so that an employee is not needed.
2. Consider consolidating. Perhaps there is a way to fold the vacant position into another employee’s job description without causing too much of a burden. Maybe the job can be divided among several employees who are willing to be cross-trained and take on more responsibility.
3. Look into automating the job. Just as how grocery stores have self-checkout lines and data processing companies have automated many positions, perhaps you too can find a way to fill the position with artificial intelligence (AI). Many businesses are experiencing great success using AI to perform some tasks more efficiently and effectively than humans. 

Step Two: Know Who You Are Looking For

We all get into the trap of assuming what a job entails and what a job candidate should be able to do to perform well in that position. Unfortunately, that is not always the case. This is why a good job analysis should be performed every year or so to make sure that what is printed in the job description is what is actually required.

The job analysis doesn’t take very long and is well worth the effort. The best way to perform the job analysis is to observe the employee working, get feedback from the employee, the manager or supervisor, other employees, and even customers. Don’t leave any task or skill required out of the analysis. In the process, you want to look for and document the CAPS or Capacities-the physical and mental requirements to do the job; Attitudes-customer service needs, dependability, etc.; Personality-the traits needed such as temperament and assertiveness; and finally, Skills-what is required to perform well on the job.

Next, put together a job description based on your job analysis. Make sure that you include all of the requirements needed, not just because it helps the candidate understand the position, but because it will protect you down the road in case an employee files a complaint against you and the company.

Step Three: Know Where to Look

After you’ve look for alternatives to the job itself and you laid the foundation for knowing what kind of candidate you are looking for, the final step is to know where to look for them. To effectively find the right candidates for the job, you must think like a marketing manager and proactively seek candidates as you proactively seek customers—and to find customers, you first look for where you can find potential customers. Do the same for future employees: market where they congregate like on social sites, where they play, live, eat, entertain, and work. You want look for those folks who have what you’ve established in your job description using CAPS.

If you are a company that depends on hourly employees, your efforts should be focused on a consistent and constant form of marketing for candidates. Studies show that referrals is still the best way to find a good candidate, but after that is advertising. Be very creative with your ads. If you suspect your candidates use social media, place an advertisement on Facebook and use Instagram to generate leads.

Pay to have vehicle wraps or even public buses, with your advertisement on them. Come up with something catchy that appeals to the people you are looking for. A recent Forbes article gave the example of a company that placed an ad on an RV and drove it to camping sites to attract seniors for open positions. Other methods include handing out recruiting cards to everyone you come in contact with, airing silly, short commercials on radio and television, and having an open house at the company, giving away hotdogs and other goodies.

The point is to go to where the qualified candidates are located and saturate their environments with your message of hiring while touting how good it is to work at your business. 

Begin Today

Implement this three-step process today to begin a trend to getting the right employees and keeping them longer. Many employers are already doing pieces and parts of these three steps, but that doesn’t always prove as effective. To increase your rate of return on your hourly employees and to decrease turnover, you have to take all three steps seriously and make the effort needed to see them through to the end. Like most things that require hard work, the reward of your efforts will be seen in the increase in service and production and everything else that has a positive impact on the company’s bottom line.

3 Reasons Why Employee Handbooks Suck

Employee handbooks are often seen as the be-all, do-all, save-all for small businesses. There are so many misconceptions about employee handbooks that it is no wonder more businesses and the people that run them aren't in trouble with the KGB..

I was working to revise a client's employee handbook when it dawned on me that employee handbooks should be eliminated because they become a scape goat for both employers and employees and end up being used wrongly.

That is why I believe that these handbooks suck. Here are three of those reasons:

1.) Employee handbooks suck because they require a lot of time and effort and nobody reads them. They are mainly created to appease attorneys if and when something goes to court. If a company hands out handbooks to employees, they typically end up in the trash. Oh, we have the employees sign an Acknowledgement Form, but they almost never read any of the handbook.

2.) Employee handbooks suck because employers try to cram all they can into them thinking that the handbook will save them if an employee tries to sue the employer. The handbook eventually becomes 10 inches thick, ensuring that no employee will ever read it.

3.) Employee handbooks suck because most employers write them to read as, "Thou shout do this and don't do that or get fired," instead of explaining to employees how the company got started, what the path is to success in the company, and what to watch out for in order to protect them and the business.

Eliminating Cultural Contradiction

"I have a foundational belief that business results start with culture and your people." --- Douglas Conant

The culture of a company plays more of a role toward the success of a business than most people know. The stale, dictionary definition of culture is,"The totality of socially transmitted behavior, patterns, arts, beliefs, institutions, and other products of human work and thought." All true, which is why cultural issues is the number one reason people leave a company--not compensation and not job fulfillment.

Creating a culture that embraces the company's vision and mission as well as satisfies employee's desires for belonging ensures the success of the business. Just how to do that eludes business leaders as they attempt to apply the latest gimmick to get employees to buy into their ideas and increase job engagement.

Thankfully there is a solution: Use this simple three-step process to jump start your desired business culture. Applying these steps will help you set the foundation for creating a culture that supports your business ideas and provides an inviting and encouraging work environment. 

I. Know and communicate your Mission, Vision and Values statement.

If you haven't already formulated these, do so today. One of the best ways to do this is to form a Mission, Vision, and Values committee to gather input from your team members and brainstorm until completed. Make this a priority and try to knock it out in a couple of weeks. 

Three things to remember when designing these statements:

1. Make sure it fits your business
2. Keep it short and easy to remember. (Edit it and cut out unnecessary words, then edit again and make more cuts).
3. Have majority, if not unanimous buy-in. If not, go back and start again.

II. Once your statements are complete, reinforce that culture.

The reason many businesses fail in establishing the desired culture is because they typically post their Mission Statement on the wall and then forget about it. They expect everyone to know it and follow it's principles and it is simply not that easy. 

Make it a priority to reinforce your Mission, Vision, and Values throughout the week. In your weekly meetings, show examples of how an employee's or team's work reflected the company's values. Illustrate through customer surveys how the company's vision is coming through. Encourage feedback from team members on just how the culture of the company is viewed in the eyes of the community or vendors or even the competition. 

III. Give your culture the freedom to evolve.

Tony Hsieh, former CEO of Zappos, experimented with his company culture for many years before realizing that if you hire great people, share your values, and then let them run, a lasting culture eventually evolves. All you have to do is steer the company in the right direction. Try to remember that although the company has your values as the foundation, implementing your message may take many courses. For example, you may prefer separate offices with doors that will close, while your team may agree that an open environment without walls allows them to produce a better product or service. Or you may prefer white walls with doctor office paintings but your team members bring in a stuffed zebra, balloons, music, and even their pets. The bottom line is to develop a culture that works and not necessarily get wrapped up in the journey it takes to get there.

Try this three-step process today to begin creating a company culture that breeds success. It takes time, but is well worth it in the long run.

Interview Questions That Work!, Part III

"Sometimes, thinking on your feet can be the most creative. Constrained circumstances can bring the best out of you. Some of the most successful shows come out of shoestring invention." -- Cameron Mackintosh

Thinking on Their Feet

In Part III of Interview Questions That Work!, we look at some good questions that can be used to determine if the candidate has the ability to respond to changes and last-minute disruptions. These questions are designed to hone in on the candidates who can think on their feet and make both effective and efficient decisions.

A team member who makes decisions to act, takes responsibility for their actions and the outcome of those actions, is valuable to the business. Questions in this section help the interviewer gain an understanding of how well the applicant thinks on their feet and if they are willing to make decisions or would rather be told what to do.  

1. What are the first three things you would do on the job if you were hired for this position?

The question requires the candidate to be decisive and come up with an action plan.  The answer you receive will give you an understanding into how the interviewee approaches new, possibly uncharted, situations.  If the candidate answers that she will wait to be told what to do, you may have an unmotivated, high maintenance candidate.   

2. If we hired you, what are the three most important attributes that you believe you would bring to our company?

The hope is that the candidate did their homework and knows a little about your company.  If so, they should be creative in their approach to answering this question.  One skill may be easy, and two may be a little taxing.  Asking for three attributes requires that they think quickly as well as creatively on their feet.  While the answers are important, how they get to the answers reveals even more.  It shows that they can improvise and adapt to various situations at a moment’s notice.

3. How do you make decisions?

This simple open-ended question is packed full of potential.  The candidate should elaborate on their decision-making process.  If they stumble on this one, it may be an indication that they are usually told what to do rather than think on their feet.  Perhaps they haven’t been given a chance in the past to make decisions.  If other questions lead toward a good candidate, you may be able to change their habits by empowering them to make decisions.  If you do not have the luxury of that kind of time, use their unsatisfactory answer to this questions as another red flag.

4. Do you have any questions for me?

This question has been asked over a million times by employers, but doubtfully used for determining if the candidate can think on their feet. Typically what is asked are questions about salary, start date, vacation and other benefits. What you are looking for is a quick-thinking candidate who may have also prepared a strategy for this question. Both responses are positive.

5. Describe a time when you were asked to do something you were not trained to do.  How did you handle it?

The answer to this question provides insight into how the candidate adjusts to doing something outside of her comfort zone. Asking how she handled it helps to learn about her thinking process and if she can change direction on the fly. Candidates that can adapt and ask for assistance from managers and coworkers should be considered as able to think on their feet.

Please send me any questions you may have used to find the perfect candidate.

Interview Questions That Work! Part II

"We all prospect, and don't even know we're doing it. When you start the dating process, you are actually prospecting for the person you want to marry. When you're interviewing employees, you are prospecting for someone who will best fit your needs." -- Zig Ziglar

Last time, I mentioned that screening for the right person for the job is always a challenge. You need someone not only qualified, but with a passion for the work and a desire to serve. You don't have the luxury of multiple interviews, following up with past employers, calling all character references, or reading through multi-page resumes, (they're usually not true anyway).

I gave you nine of 50 great questions for you to use in your interview process. Here are another ten that include good customer service screening questions and also some that will let you know how well the candidate can think on his/her feet.These questions will help you to decide quickly whether the candidate you are interviewing is the right fit or not. Each question has been filtered through a vast array of human resources scenarios to determine if any are "questionable" or "offensive" based on current HR laws, regulations, and interviewing rules, (e.g., discriminatory questions based on violations of ADA, Title VI, etc.), and each one has passed the test.

Customer Service
Providing excellence in customer service is so vital for the success of your company, that hiring talent that can deliver the best to your customers must be a priority. It’s been said that if you have great customer service, its assumed that you provide a great product. These questions will help you identify those candidates who not only know the importance of great customer service, but can deliver that service.

1. What have you done at your present/last company to provide a wonderful experience for your customers?
A generic question that the candidate can answer in a variety of ways. You are looking for specifics that shows the candidate took action to provide for a good experience for the customer. The best possible answers include total recall of incidents where the candidate knows that she shined and remembers comment cards from customers or kudos from supervisors.

2. Have you encountered a situation where you dealt with a really upset customer, or were even blamed for something that wasn’t your fault? How did you handle it?
Great follow-up to the first question. Every business has unsatisfied customers, whether justified or not. It is simply part of running a business. Here, you are tying to get the candidate to provide an honest account of a difficult scenario and how they handled it. The main thing you are looking for in their response is if they are focused on finding a positive solution for the customer.

3. How have you advocated for your customers when it was apparent that their issues could be prevented by improving how a product was designed (e.g., how the food was prepared, tires changed, medical device sold), how a process could be streamlined, or how communication could have been improved?
With this question, you are looking for where the candidate may put the blame for a customer service issue rather than doing what it takes to please the customer. If the candidate recalls an incident when he did all that was possible to right the situation regardless of who or what was at fault, you may have found someone who places customer service as a high priority-a trait that is required to be successful in this job.

4. Give me an example of when you went the extra mile for a customer?
Any question asked during an interview should be designed to elicit more than just a “yes” or “no.” This question prompts the candidate to retrieve a file that will give you information on how she thinks and reacts outside the normal parameters. Tony Hsieh tells the story of how one of his employees at Zappos, an online shoe store, once ordered a pizza for a customer who requested one using her personal credit card. You may not want a candidate that feels empowered in that extreme, but close to it would be nice.

5. Describe a delightful customer service experience you had when you were the customer in a restaurant. What did the server/cashier/hostess, etc., do to make it so?
You are looking for a response that indicates that they know what is meant by good customer service and what it took to deliver it for them.

Thinking on Their Feet
A team member who makes decisions to act, takes responsibility for their actions and the outcome of those actions, is valuable to the business. Questions in this section help the interviewer gain an understanding of how well the applicant thinks on their feet and if they are willing to make decisions or would rather be told what to do.

6. What are the first three things you would do on the job if you were hired for this position?
The question requires the candidate to be decisive and come up with an action plan. The answer you receive will give you an understanding into how the interviewee approaches new, possibly uncharted, situations. If the candidate answers that she will wait to be told what to do, you may have an unmotivated, high maintenance candidate.

7. If we hired you, what are the three most important attributes that you believe you would bring to our company?
The hope is that the candidate did their homework and knows a little about your company. If so, they should be creative in their approach to answering this question. One skill may be easy, and two may be a little taxing. Asking for three attributes requires that they think quickly as well as creatively on their feet. While the answers are important, how they get to the answers reveals even more. It shows that they can improvise and adapt to various situations at a moment’s notice.

8. How do you make decisions?
This simple open-ended question is packed full of potential. The candidate should elaborate on their decision-making process. If they stumble on this one, it may be an indication that they are usually told what to do rather than think on their feet. Perhaps they haven’t been given a chance in the past to make decisions. If other questions lead toward a good candidate, you may be able to change their habits by empowering them to make decisions. If you do not have the luxury of that kind of time, use their unsatisfactory answer to this questions as another red flag.

9. Do you have any questions for me?
This question has been asked over a million times by employers, but doubtfully used for determining if the candidate can think on their feet. Typically what is asked are questions about salary, start date, vacation and other benefits. What you are looking for is a quick-thinking candidate who may have also prepared a strategy for this question. Both responses are positive.

10. Describe a time when you were asked to do something you were not trained to do. How did you handle it?The answer to this question provides insight into how the candidate adjusts to doing something outside of her comfort zone. Asking how she handled it helps to learn about her thinking process and if she can change direction on the fly. Candidates that can adapt and ask for assistance from managers and coworkers should be considered as able to think on their feet.

When you get a chance, let me know of any great questions you've used before to find qualified candidates.

Interview Questions That Work!

"You know, sometimes an interviewer will look at me and say - you're bright! They're actually surprised I might be bright. " --  Kirk Douglas

 

Screening for the right person for the job is always a challenge. You need someone not only qualified, but with a passion for the work and a desire to serve. You don’t have the luxury of multiple interviews, following up with past employers, calling all character references, or reading through multi-page resumes, (they’re usually not true anyway). 

What follows are 40 quick, easy-to-use, and immediately applied interview questions.  These questions will help you to decide quickly whether the candidate you are interviewing is the right fit or not.  Each question has been filtered through a vast array of human resources scenarios to determine if any are “questionable” or “offensive” based on current HR laws, regulations, and interviewing rules, (e.g., discriminatory questions based on violations of ADA, Title VI, etc.), and each one has passed the test. 

Traditional interview questions, (“Tell me about yourself,” or “What is your greatest weakness?”), are okay, but only reveal a fraction of what you need to make a decision for a qualified candidate.  You want to use questions, like the following, designed with laser-like focus to help hone in on specific qualities you are looking for in a candidate.

This issue will include the first nine questions to use when you are trying to determine the motivation and passion of the candidate

Motivation and Passion

In this section, you want to begin asking generally broad questions that force the interviewee to elaborate, and then some specific questions that reveal greater detail. This approach offers two benefits: It causes the interviewee to think about their responses since they can’t be answered in one or two words, (you get a sense of communication skills!), and the responses should help you uncover a consistency pattern that reveal truth.

1. What aspects of your work life history did you ever feel passionate about?

The interviewee must think over his work history to recall moments of motivation that kept him engaged in his work. The question is good for determining what parts of the job he is most likely to excel in.

2. In your previous work, were there any aspects you didn’t like, but you pushed on through anyway?

This question opens the door for the candidate to elaborate on his motivation and drive that keeps him going. The answers should shed some light on the core passion of the candidate if he reveals that although the going was tough, he knew that the reward was greater at the other end. This would be a candidate to continue through the interview process.

3. What two to four things do you need to be successful in this job?

The answer to this question should reveal the candidate’s work style and expectations. If they answer that the needs are from you and the company, move on to the next candidate. If the candidate states that most of her needs to be successful come from her, you’ve found a motivated candidate.

4. When it comes to rewards, whether monetary or non-monetary, which ones are the most meaningful to you?

Getting to more specific responses now, the candidate must provide an answer that agrees with his work history. Of course, any answer is revealing, but a non-monetary one such as “the pleasure of serving people,” or “the satisfaction I get after a job well done,” are preferable because it shows that the person is working with a passion for the work and not the money. Most candidates with these responses know that the money will come if they follow their passion.

5. During your career, what aspects have not lived up to your expectations?

The hope is that as the questioning continues, a voice of candor emerges from the candidate and you get real, meaningful answers rather than vague and general ones. This question, when answered honestly, will allow you to understand any frequent job changes, gaps in employment, or terminations. If the interviewee expected more respect and money along the way, this response may be a red flag. A good response, if it is honest, would be along the lines of “I failed to do…” or “I didn’t perform as I should,” or “I expected too much…” If the response is an emphasis on “I” the candidate is taking ownership of his path and not putting the blame on everyone else. This is a good sign.

6. Why did you apply for this position?

The candidate should have no problem answering this one. They may say the reason is money or that they saw the ad and thought they could do the job. Some of the best answers would be that they know a little something about your business and they want to be a part of the team. Or, another good response is that they know that their skill set matches the position and they would like to contribute to the success of the organization.

7. How do you like to be managed?

The answer to this question provides a look into the candidate’s level of responsibility they take for their own actions. It is also a good way to determine if they will fit into the current management style in your business. A motivated candidate typically provides an answer along the lines of, “Give me the parameters and business goals and I will self-manage.”

8. Tell me about what has motivated you recently.

This forces the candidate to recall seminars, books, events such as movies or plays, songs, or people that have impacted his motivational level. You are looking for something that puts fire in his belly rather than the answer, “Nothing.”

9. Walk me through your mental process of dealing with complaints about customer service.

A motivated and passionate candidate will know how to do what it takes to please the customer, particularly if they are a seasoned veteran in the hospitality industry. Look for the candidate taking responsibility for the situation and not pushing the blame on the customer or a coworker.

TOTAL IMMERSION

"Training is everything. The peach was once a bitter almond; cauliflower is nothing but cabbage with a college education." --  Mark Twain 

I couldn't swim.  I mean, I could survive in water for a short time, but I couldn't swim with any kind of form, and definitely not competitively. 

I was a runner at the time, competing in everything from 5Ks to ultra-marathons. Triathlons were the rage and my new girlfriend had completed a full Ironman so I wanted to learn how to swim so I too could compete.  I joined the YMCA and spent countless hours in the pool.  My girlfriend showed me how to swim.  The lifeguards showed me how to swim.  Even other swimmers I didn't know tried to teach me the ropes, but none of the tips, tricks, or demonstrations helped.  

Then, I discovered the book, Total Immersion by Terry Laughlin and John Delves. From cover to cover the authors spoke to me explaining the fundamentals of swimming that I could grasp and apply.  I begin using the techniques from the book and within a short time I was swimming!  I didn't make the Olympic team or set any records, but I did feel comfortable and glided through the water like never before.

Why even share this story?  Because training does not always provide blanketed coverage.  Not all training sessions work for all attendees. Sometimes you have to provide customized training for various trainee needs. This book, from 1996, not only helped make me a swimmer (and end the embarrassment of having my girlfriend teach me), but unveiled three key points that should be applied to all employee training:

1.) Start from the ground- When training team members, it is important to remember that training requires beginning from the ground up.  Too often organizations will try to build upon skills, knowledge, talents, and abilities that aren't there.  A great deal of assumption is applied to the performance levels of employees.  

In Total Immersion, the authors state, "The body struggles to learn complicated motions-- like a fluid and powerful swim stroke.  But it easily masters the simple ones into which every complicated motion can be broken. Start from the ground up, gradually and easily assembling all the parts of an improved stroke using unique, bite-size skill drills."  We need to do the same for our employees.  Taking the necessary baby steps in order to reach the more advanced degrees of training ultimately produces greater performance levels.

2.) Eliminate drag-  One of the best illustrations in the Total Immersion book is a drawing of a barge beside a yacht.  The barge was me, swimming on my stomach and plowing through the water, exhausted when I got to the end of the pool.  The yacht is how I was supposed to look, swimming on my side, knifelike up front, easy for the water to go around.  I was creating drag instead of eliminating it.

I would imagine that some of your team members are doing the same thing right now.  They are a drag on the company, its resources, and its production level.  It is not intentional (I hope not!  If so, read this article), but if the employees don't understand the "why" it is difficult to appreciate the "how," or the lessons given them during training.  Give them the reasons why they are training first and how it affects the overall picture of the company.  Do this and you will eliminate, or at least reduce the drag.

3.) If it feels good, do it some more - In Chapter 7 of Total Immersion, the authors explain the difference between sensory skill practice and drill-and-swim.  "Drill-and-swim is training-wheel swimming in that if you start to fall, you can fall back on the drills for support.  Sensory skill practice takes the wheels off for as long as you can leave them off.  It challenges you to pedal straight and true, as far as you can go, before starting to wobble again."

The point here is that the drills, or baby steps, teach team members what the sensation should feel like.  Sensory skill practice brings it all together.  When an employee gets it, they and you will know it.  When I got the swimming down, I jumped out of the water with excitement.  The drills worked, and when it all came together, I just knew it.  I felt it.  When employees get it, it simply feels right.

Whether it is technical training, customer service training, sales training, or manual skills training, it pays to formulate a training plan that speaks to every employee.  A gloss-over training session does very little to improve performance. But total immersing employees in bite-size nuggets of training goes a long way toward developing a more professional and productive workforce.

Leading Like Joe Paterno

"A man who wants to lead the orchestra must turn his back on the crowd." --- Max Lucado

You've probably heard that Joe Paterno, the legendary Penn State football coach, died this past weekend. If your only knowledge of him was that he coached and was fired as the result of a scandal involving one of his assistant coaches, then have missed out on some good lessons on developing and leading people.

In a 2010 Sporting News interview, Paterno was asked what it is that he tries to communicate to his recruits, Paterno responded, "It's a great opportunity for a kid. Get a good education, understand what football can do for them, a sense of loyalty, commitment, how as a group you can get some things done, good things. But, most of all, they better go to class." JoePa's coaching style was not winning games at all costs, but using the football program to help kids develop discipline and instill hard work for winning in life.

There are many takeaways that can be gleaned from analyzing JoePa's coaching style we can apply to our businesses, but let's look at four strong ones:

1.) Leading like Joe Paterno requires caring. Joe Paterno and his wife, Sue, used to open up their modest home to tutor players who were falling behind in their studies. Paterno once said that there are many pro football players playing today that sat at his kitchen table every morning to get help from Sue. Paterno cared for his players. He felt a responsibility for them. Not just so they would do well on the football field (not just so your employees will do well on the job), but so they will achieve individual success. Your concern for your team member's success only enhances their potential and their success in your business. Some side benefits include loyalty and dedication to their jobs.

2.) Leading like Joe Paterno requires sharing. Paterno gave not only of his time, but he gave a huge chunk (in the millions) of his income to Penn State. He could not legally give money to his players, but when in want he used his network to get the help his players would need--- whether it was assistance for a player's family or helping a player with gainful employment after graduation. Sharing your resources, including paying top dollar for top performance, increases chances for your team's success.

3.) Leading like Joe Paterno requires sacrificing. When Paterno was coaching Penn State, he would often bench a star player for an infraction. This would often cost the team in terms of performance, but Paterno knew that if a team member wasn't working toward the team goals, that player would eventually act as a cancer destroying morale throughout the team. Paterno was willing to sacrifice in order to mold particular players into the full potential he knew they were capable of. There are times when the player (employee) must be cut free. It is a sacrifice and you may even have to step in and take some of that employee's workload, but the alternative may be too costly.

4.) Leading like Joe Paterno requires patience. Paterno knew he had a foundation of players to work with, but that a championship win would only come if everyone came together as a strong team. He knew that took time. He was willing to work with each team member in order to get them to a level that both he and the player knew they could be. In business, cutting loose an employee too early is costly. If your hiring process is solid, you know the potential of the person you are bringing on board. Don't give up on them until you are certain there is no way they will ever fit on the team. Developing a good team requires patience.

It's Not My Job!

How many times have you heard an employee pass the buck when asked about an unfinished project? Or, if not actually heard this from an employee, at least witnessed it expressed through their actions. This employee is limited to do their job barely to the extent of their job description and no more. "It's not my job," is their motto and it is this type of attitude in an employee that can spread like a cancer to other members of your team causing harm to your business.

Ultimately, it is your responsibility to remedy the situation and to either get this team member back on board and 100% in the game or to send this person on their way to finding a job elsewhere.

"Too many leaders act as if the sheep.. their people.. are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep." ---Ken Blanchard

There are three critical steps that you as a business owner or leader can do to ensure that all of your team members are willing to give their all for the future of the organization as well as for their future success:

1.) Create Ownership -- It is a proven fact that your employees will be more productive, more into the game as a team member, and more on board with helping the business achieve its goals if you allow them to own their job. After you've sunk so much time and so much money into finding the key personnel for your business, doesn't it make sense to allow them to do what they were hired to do? If you have to babysit them and micro-manage every aspect of their job, didn't you mis-hired. You didn't really trust your gut on this one. You wasted your time and their time.

Coors Brewery had a strong union at one time. The union members fought with management for years for decent wages, good working conditions, and a chance to get supervisors off their backs. The tension was at a constant high day in and day out.

Then, something changed. Management began to treat employees with respect. They began trusting those they hired to get the job done. Over time, the employees of Coors voted to no longer be represented by a union.

Don't allow a union mentality to develop in your business. Once you hire a person, let them do their job. Provide guidance and help when needed, but let them own the job. If they fail, let everyone learn from it and then move on. Give them the freedom to work.

2.) Share Ownership -- If you really want your employees to shine, give them a piece of the pie. Profit-sharing or other forms of sharing of the business gives the employee a sense of pride that shows in their work. No longer will you see or hear, "It's not my job," but you will witness overlapping where one employee will stay late to assist another with a project. While on location at a client's business, I witnessed a member of the office staff pick up a piece of trash in the parking lot on her way to lunch. She took pride in the appearance of "her" business.

Sharing the company with employees gives them the opportunity to see how their work impacts the greater good of the business and that what is good for the business is good for their bottom line as well.

3.) Take Ownership -- Finally take ownership of your business. You probably have more blood, sweat and tears put into the business than anyone else working there. If you find an employee that can't pull their weight or won't do their job, it is time to re-train them or let them go. As my good friend Tim says, "If they tell you they won't or they can't, believe them." In other words, don't try to fight them if they are not willing to change. Believe them and wish them well in the future endeavors.

You don't have to keep an employee who does not want to be on your team. So many employers are afraid to fire an employee. News stories about lawsuits and employees with a team of lawyers scares the britches off of some business leaders. Don't let it! If you've kept good records, treated the employee fairly, but the fit just isn't there, send them down the road.

Training Wheels: 3 Reasons Not to Train

I'm often asked, "Why should I train my people when they will only take all that I give them in knowledge and skills and go somewhere else?" Good question. My answer is always the same, train them anyway.

If you've put the time in for finding the right person and going through the hiring process (in some places, that includes drug testing, background checks, etc.), why not make sure that once you get them, you conduct continual training to ensure that they provide the best in quality services and products and the very best in customer service?

Here are the three top reasons most employers want provide continual training:

1.) Training is too costly. Actually, the cost of training is minimal compared to the benefits. With proper planning, a team of 25 employees can be put through a week-long training program covering most subjects for what it costs to lose just one client due to poor customer service.

2.) Training takes too much time. There are many training programs available online that can be taken at the employee's pace. There are also programs that can be customized to fit in or around the business' hours.

3.) Training won't make a difference. Studies from the American Society for Training and Development (ASTD), as well as from the Society for Human Resource Management (SHRM) show that even a little training goes a long way. A receptionist trained on the proper techniques of handling calls can significantly improve the bottom line of a business. A salesperson with only a few hours of good listening skills training can lead the sales force in existing and new sales quotas.

There are other excuses given from employers, but there are the smart players that implement training as a business practice and continue with veteran employees as well as new hires.

For the Love of People

Working for improving the people side of business is not always that easy. Frankly, people can be... well... people. You know, frustrating, aggravating, whiney, selfish, hard-to-please, and down-right annoying! But, that is, at the same time, the beauty of working with people--- interviewing them, hiring them, and training them--- that makes the work so interesting. Let me explain. If the people that you hired are all the same, made from the same mold, say the same things, dress the same, etc., then you don't have not put together a winning team.

Don't get me wrong. You don't have to have people that disagree with you or that rub you the wrong way and don't fit your company's culture. But you should look for those folks who will add "spark" to your business. Those people who may not look the part, but who offer creative insights into areas of the business that you or others on your team have not seen before. You may have to overlook some aspects of their personalities in order to allow much stronger points to flourish.

Think about it. You may need to rethink your hiring process and the criteria for the people that you are looking to bring on board.

Pursuing Engagement

How difficult it is to get someone fired up about a feeling you experienced. What I mean is that if I saw a great movie or hit a terrific golf shot, or felt totally relaxed on the beach, I can't really explain that so clearly that someone else can feel the same excitement, same warmth of the sun, same exhilaration of a good shot. I know there are people that can. You can experience that while reading a book by a good author or hearing a story from a great communicator. I just know that I have a hard time doing it.

What about trying to get your employees engaged in their work? How difficult is that? Some business leaders are naturals at it. Some just give up and experience high turnover as they fire unengaged employees and hope that the next one they hire will be totally fired up about their job.

Getting employees motivated and engaged in their work requires good communication skills (doesn't have to be great), a passion for the business, and a little creativity. The communication skills is for getting the message across to your team what is expected of them and how their jobs contribute to the overall mission of the business. Without sharing this information, employees simply go through the process of their job descriptions without true umph (a rarely used HR term).

A good business leader must have a passion for their business. As a leader, you naturally have people to lead or followers. Are they following a grumpy, stick-in-the-mud or a leader who is passionately on fire about the direction of the organization and the steps needed to get there? Your passion is seen, felt, and passed on to your team members. They feed off of it. It is now a natural process for them to get engaged in their own jobs.

Good business leaders are creative. They think of ways to make even the most mundane job fun to perform knowing how critical it is to the overall process. Creative thinking leaders are always looking for ways to spice up the work either through contests, company parties, job rotation, etc. Creativity keeps the business young in spirit while growing wiser daily. Being creative engages those around you and inspires others to creatively think of solutions in their job performances.

Pursue engagement today!

How To Stay Out of Trouble in 5 Easy Steps

Managing a business is one thing, managing people is another. Wait a minute. Aren't they one in the same? Well, yes, if you have employees. There are some entrepreneurs who have made a good living without hiring help, but that is for another discussion

For those of you who have employees, bookmark these 5 steps for staying out of trouble when it comes to the many, (some unnecessary!) labor laws:

1.) Use all available resources for communication. While there still exists some controversy over the use of communication tools such as employee handbooks, policy manuals, and job descriptions, it has been my experience that you are better off having these in place and updating them on a regular basis. These tools help you first to communicate your passion, your mission, and your ideas of where the business is heading. The tools help you to clearly explain the course of the business and the business values while explaining the culture of your business. They also communicate to the team what is expected and what is not expected as far as conduct, dress code, using the internet, etc. Use these tools to stay out of trouble.

2.) Be responsible. I've seen it over and over again. Employers get in trouble when they have the attitude that people are tools to be disposed of when they are no longer needed or if they get broken. My comment is always to "Man-up!" or woman-up if that fits. In other words, take responsibility for the person you hired. In most cases, you spent a lot of money to hire that person and letting them go without trying to salvage them is just plain bad business. From the moralistic point of view, you as another human being, in a Western culture need to show compassion for another. If the employee continues to mess up, and you've tried all that you can do, then by all means fire their fanny, but only after you've tried all that you could try to help them, nurture them, train them, feed them, whatever it takes to keep them. The bonus to this is that no court will won't to punish you for terminating someone after you've exhausted all efforts.

3.) Document everything. A good example from step #2 is that if you've tried to keep the employee and worked with that person from every possible angle, please document your efforts. Even jotting down dates and times on a Post-It Note becomes a legal document. Write down every occasion that the employee was late, did not perform well, smoked dope, whatever it was, jot it down. Your memory is not that good. Document, document, document.

4.) Don't go it alone. If you have to have a closed door meeting with an employee over a discipline situation, bring another person in with you. This helps to keep the story straight when you document the incident afterward. It also helps to avoid any accusations by the employee later on. I once terminated a female employee who began crying and stated that her husband was going to kill her. My heart went out to her. I closed the door and approached her to put my hand on her shoulder (this was really early in my career). I came to my senses, realized my mistake and immediately called in another female to assist me with the meeting. Bring someone in with you.

5.) Stay informed. There are so many new laws affecting the way employers are treated that it is difficult to stay on top of everything. Notice that I said affecting employers and not employees. That is because the laws seem to favor employees with a huge burden on the employer. You need to know about these. While your job is to do whatever your business creates, produces, and provides, you still need to keep abreast of laws that affect the outcome of how you handle employee situations. There are great resources available online or you can simply sign up for my monthly e-newsletter at www.DuncanConsult.com

What Am I Doing Here?

Have you ever had one of those times when you walk into a room in your house or office and then ask yourself, "What I am doing here?" For some unknown reason you cannot remember why you went there. Some folks call it a senior moment. My theory is that we have way too much information swimming around in our brains that we let the small things escape us.

While observing a group of employees for a client, I overheard one of them ask to no one in particular, "What I am doing here?" Interesting question.
What if it were one of your employees? I imagine you might be upset. Fire them? Yell at them? Throw them in the stockade?

There are many ways to handle this situation, but probably only a few good legal ones.

First, your employees need to know why they are there and what their job roles are. If they don't, it is usually not your team members who are at fault. It is either you or the leadership that you put in place. Communication is lacking at some point. Either when you hired the person, your expectations were not communicated. Perhaps there was a glitch in your orientation program. Maybe your employee handbook is not communicating what is expected of them. How about your job descriptions? Are they up to date and have they been read by your employees?

You should be able to go to any employee and ask them what their role is in the organization and they have a good answer that just rolls off their tongue. The should know how their job fits in the overall success of the business as well as the definition of success for the business.

If you have an employee that is overheard asking, "What am I doing here?" let it be because they are experiencing a senior moment and not because they don't have a clue about why they are there.

Wishing you a profitable Spring!

HR Guy