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April 27, 2008

Dealing with "Culture Shock" when offered an international assignment

We've all experienced disorientation when we've traveled that results from being in strange, and unfamiliar settings.  By "culture shock", (one of the main reasons that expatriates cite for having difficulties on overseas assognments, I mean the profound sense of disorientation and discomfort that comes with extended travel or living in a foreign culture markedly different from one’s own.

You have discovered that your "tourist" sensibilities have been overtaken that you're going to be here for a while, in other words.

This is hardly a new phenomenon, and it was been widely studied and there is much written about it.  Here's a "Whitmans sampler" version...

First, there are "stages" of culture shock:

  • Initial enthusiasm and euphoria
    • The individual experiences a holiday or 'honeymoon' period with their new surroundings. They feel very positive about the culture, are overwhelmed with impressions, find the new culture exotic and are fascinated, and are passive, meaning they have little experience of the culture
  • Irritability and negativism
    • The individual now has some more face to face experience of the culture and starts to find things different, strange and frustrating.  They find the behavior of the people unusual and unpredictable, begin to dislike the culture and react negatively to the behavior, feel anxious, start to withdraw and begin to criticize, mock or show animosity to the people
  • Gradual  adjustment and adaptation
    • The individual now has now developed a routine, feels more settled and is more confident in dealing with the new culture.  They understand and accept the behavior of the people, feel less isolated and have regained their sense of humor
  • Integration and bi-culturalism
    • The individual now feels 'at home'.  They enjoy being in the culture, and function well in the culture.  They now prefer certain cultural traits of the new culture rather than their own and have adopted certain behaviors from the new culture

It is important to let individuals and families considering foreign assignments that this "cycle" is pretty predictable, and that they will survive it and come out of the experience with new rich perspectives and attitudes.

April 22, 2008

Being "Green" is Also Good For Worker Retention

GrAn article published by the American Society of Heating, Refrigerating, and Air-Conditioning Engineers says that being "green" is not only good for the earth, it's also good for employee retention, worker morale and the bottom line.

That's the message from the Kenexa Research Institute's 2007 WorkTrends[TM] survey of workers in the U.S., U.K., Germany, China, India and Brazil. The survey shows companies with clear corporate social responsibility (CRS) efforts, including environmental and social programs, are most satisfied.

Kenexa's executive director, Jack Wiley, a workforce development guru, says theGreen_frog survey shows workers at these companies stay at their jobs longer and are more content with senior management. He says other benefits of CRS activities include increasing an organization's advantage when recruiting employees, setting the organization apart in terms of employment brand, elevating the sense of teamwork among employees, and helping establish an emotional tie between the employee and the organization.

Going green is becoming increasingly popular, so why wouldn't you want to increase your retention while you build employee engagement, and social awareness?

April 21, 2008

Why Workplace Flexibility Leads to Healthier Employees

Alex Palmer wrote a timely article in the Feb 8, 2008 issue of Incentive magazine entitled "Workplace Flexibility Leads to Healthier Employees."

In this article, he reports on the benefits of workplace flexibility generally focus on how telecommuting or job sharing encourages a work/life balance that improves worker satisfaction and therefore retention.  But, as his article points out, new research conducted at Wake Forest University School of Medicine in Winston-Salem, N.C., shows that employees with flexible schedules are also more likely to practice healthier lifestyle habits than those working traditional schedules.

Drawing data from Health Risk Appraisals completed by employees for a largeWalking pharmaceutical company, the researchers analyzed the correlation between lifestyle behaviors and levels of job flexibility. Looking at employees from all levels of the company, the study found that those with flexible workweeks had higher frequencies of physical activity, engagement in stress management programs, participation in health education activities and healthier sleep habits.

Ever wonder why some employees respond very well in the morning, and others like to work out during midday?  This age-old mystery may well have now been explained.

The study cited in the article also indicates that allowing employees freedom to schedule visits to the gym, yoga classes, or health education courses, improves the likelihood the workers will get more involved in these activities.  Benefits such as  shorter commute times correlating with lower levels of stress, telecommuting and other drive-time reducers also tend to leave workers in a healthier state of mind.

So the idea of working employees "smarter" rather than harder, has been given another important boost, due to this important research study.  Check out this excellent and insightful article.

April 20, 2008

How important are Technical Competence in Overseas Assignments?

There are many variables affecting the nature and the degree of challenge of an overseas assignment. The fundamental question is: what factors, beyond technical competence, predict success in the global business environment?

In general, the global workplace requires the ability to operate comfortably and effectively within a broad spectrum of difference--human, cultural and environmental, all of which overlap naturally. While research has identified numerous attitudes, traits and skills that make up this broad ability or competence, here is a short and reasonably comprehensive list:

  1. Action orientation (conscientiousness).
  2. Flexibility.
  3. Emotional stability.
  4. Openness (open-mindedness).
  5. Sociability (extraversion, agreeableness).
  6. Cultural empathy (cultural sensitivity, cultural intelligence).

The successful global manager, whether expatriating, simply working in a multicultural environment or supporting a multicultural workforce, exhibits a complex global competence that comprises the following:

    1. Knowledge of one’s own and other pertinent cultures
    2. Recognition of specific differences between cultures
    3. Understanding of how culture influences behavior in the workplace
    4. Ability to empathize with, adapt to and/or manage differences, as expressed in business structures, systems and priorities, within multicultural work environments.

Over my years in the business, I have found that the basic "technical skills" are far and away less important than the ability to coexist and operate in an overseas post.

April 19, 2008

Try Some Different Sources To Get the Most Talented People

Sanjeev Himachali, who I have come to respect as an HR Professional, Thinker, Motivator, Philosopher, Business Consultant, and Expert Counselor in Human Relations Management, offers some insight from a HR practitioners viewpoint on the best resources available for firms to get top talent. He suggests that firms should use any or all of the below mentioned tools to get BEST talent recruitment results:

  1. Existing and “Active” Candidates Data with Company
  2. Referrals by employees
  3. Internal Advertisement (internal Job Posting)
  4. Jobsites and Job Portals
  5. Campus Hiring
  6. Recruitment Consultancies
  7. External (Newspaper) Advertisement
  8. Social and Professional Networks & Local Communities
  9. Head Hunting (Also called as “Body Shopping”)
  10. Talent-PoachingStealing_the_talent_2

Are you unclear about the distinction Between Headhunting and Talent Poaching? Lots of people are. Sanjeev tells us that some talent acquisition managers as well as hiring and recruitment professionals are confused as well and are not able to discriminate between the two. Here are few differences he offers to people looking to distinguish between the two:

  1. Headhunting is associated with senior and rare profiles. Talent Poaching is just sweeping and running through the talent-wealth of your competitor.
  2. Headhunting is planned. Talent Poaching is targeted.
  3. In headhunting, the intention is to get the BEST person for your organization but in Talent Poaching, the intention is to kill your competitor and the competition.
  4. Headhunting is about getting a person with “Leadership” skills and “Global Exposure”. Talent Poaching is about “saving the training cost”

Recruitment is as important as ever, but recruiters need to be aware of the dynamics of todays ever more competitive marketplace, so they can take appropriate steps to remain successful in a playing field that's seldom "level"

Any readers care to weigh in on their experiences in this area?

April 18, 2008

Why the 90/90 Rule of Project Management Still Exists

Project managers are often their own worst enemies and say things to avoid conflict and make people happy that to lead disaster. Here are few of the classics, according to a colleague, Dick Billows, PMP.

  1. I understand this is priority #1.Sure we can start immediately,plan as we go and finish it by October 1st.
  2. Gee, everybody was happy with the project plan, they approved it in 3 minutes.
  3. I've scheduled every detail. The plan weighs a ton!
  4. No, you are wrong, that was never part of the scope! It's clearly a scope expansion.

We've all heard renditions of the above.  In fact that's why the "ancient 90-90 rule of project schedules" still applies today: The first 90 percent of the project takes 90 percent of the allotted time. The last 10 percent takes the other 90 percent of the time.

Of course, it doesn't need to be that way.  And from a business sense, shouldn't be that way.

Untrained project managers lack the necessary skills required to lead cross-departmental work efforts. They often don't know which of the project management techniques or tools to use or how to motivate people who are not directly accountable to the project manager.  Remember, one of the top skillsets of an effective project manager is "influence management"

Have you ever asked yourself the question: What problems do I  encounter which affected the success of my projects, (and how should project grading be adjusted to account for these mitigating factors)?

Project management is hard. It isn’t rocket science, although the formal discipline of project management as we know it today began as a tool necessary to make rocket science effective in the space program.

If you view project management from a purely technical perspective, it looks easy. There are only a few core ideas, each of which is conceptually quite simple and can be learned in a matter of hours. They include:

The idea of “project” as an activity with a beginning, a middle and an end. The idea of breaking up a large project into a set of smaller and independent tasks. The idea of defining the relationships among the tasks in terms of precedence, which tasks must be completed before others can be started and the description of theses relationships by means of critical path diagrams. The twin concepts of milestones and deliverables, allowing project managers to track and assess the progress of a project.

Still, a majority of all projects fail. Why? There are two basic reasons: untrained project managers and lack of historical data about costs and levels of effort.

As to what can be done, there is a lot.  And it extends beyond just knowing how to prepare a project schedule and budget.

Good PMs must like working with people, have good communication skills (70-90% of your time will be spent communicating), able to develop strong working relationships, able to influence others, sell the benefits of your project, motivate and lead others, enthusiastic & energetic, trustworthy, respectful, organized, must be able to deal with ambiguity, have the confidence to ask questions, and listen to what others are saying.

So "soft skills" are of critical importance.  You must also like organizational planning, vision, getting people focused in the same direction, and have excellent business skills.

It is extremely easy today to find quality accredited Project management training today, utilizing learner paced e-Learning methods.  I did a scan on the RedVector site and found 48 accredited courses on Project Management, averaging $25-30 per course credit hour.  Seems an affordable way to acquire or update the PM skills that are needed.

                                                                                               
CPM   Scheduling for Florida Contractors
CPM   Scheduling Part I
CPM   Scheduling Part II
Developing   & Managing a Project Budget
Financial   Management 1: Negotiating Contracts
Financial   Management 2 & 3: Pricing for Profits, Generating Cash and Getting Paid
Financial   Management 4: Accounting & Cash
Financial   Management 5: Strategic Planning & Budgeting
Financial   Management 6 & 7: Financial Controls, Monitoring & Project Budgeting
Financial   Management 8: Controlling Labor Costs
Financial   Management 9: Purchasing
From   Project Manager to Principal 1: Foundations of Management
From   Project Manager to Principal 2: Marketing Your Services
From   Project Manager to Principal 3: Negotiation Outcomes & Strategies
From   Project Manager to Principal 4 & 5: Manpower & Quality
From   Project Manager to Principal 6: Financial Management
Productive   Project Meeting Methodology for Architects and Engineers
Project   Decision Making with Case Studies
Project   Management Basics
Project   Management for Florida Contractors
Project   Management Trends
Project   Management: Professional Techniques
Project   Risk Management
Project   Team Management
CPM Scheduling
The   Art & Science of Delegation
The   Ultimate Project Manager, Chapter 01: The Changing PM Role
The   Ultimate Project Manager, Chapter 02: Managing the Proposal
The   Ultimate Project Manager, Chapter 03: The Agreement
The   Ultimate Project Manager, Chapter 04: The Project Management Plan
The   Ultimate Project Manager, Chapter 05: The Project Schedule
The   Ultimate Project Manager, Chapter 06: The Project Budget
The   Ultimate Project Manager, Chapter 07: Managing The Project Team
The   Ultimate Project Manager, Chapter 08: Managing The Client
The   Ultimate Project Manager, Chapter 09: The Project Start-Up
The   Ultimate Project Manager, Chapter 10: Managing Your Time
The   Ultimate Project Manager, Chapter 11: Managing Project Studies & Reports
The   Ultimate Project Manager, Chapter 12: Managing Design & Construction   Phases
The   Ultimate Project Manager, Chapter 13: Managing Quality
The   Ultimate Project Manager, Chapter 14: Managing Risk
The   Ultimate Project Manager, Chapter 15: Financial Management
The   Ultimate Project Manager, Chapter 16: Project Management Technology
The   Ultimate Project Manager, Chapter 17: Controlling Project Budgets &   Schedules
The   Ultimate Project Manager, Chapter 18: Project Close-Out
Winning   Proposals 1: Preliminary Steps & Planning Strategies
Winning   Proposals 2: Effective Design & Development
Winning   Proposals 3: Components of a Successful Proposal
Winning   Proposals 4 & 5: Final Considerations & Evaluations

If you are a Project Management Professional (PMP) or are seeking to get your PMP certification, or just increase your project management skills, you may want to look into these offerings.

So is there a alternative to the 90/90 legacy?  You bet?

April 17, 2008

How Interns figure into the picture

For many firms, interns may represent serious untapped potential.

An internship, provides training for those who are interested in a career in process technology or a related field, as well as providing skill/knowledge enhancement for those who seek to further their training in the process industry.  It also provides an opportunity for a real-world work experience.

Have you employed interns previously?  You may want to consider this resource, which is highly relevant today.

We all know that a significant labor shortage has been predicted, and knowledgeable entry-level technicians and craftspersons with some experience in the work environment are preferred by employers.

Internships benefit the Company in a number of ways.  Internships allow the company to invest in the community, and  Interns can be evaluated prior to hire - those you choose to hire tend to contribute to lower recruiting and turnover costs.  These Intern employees are partially trained when you bring them on-board and can be productive to the organization sooner.

Intern They also bring the latest theories, ideas, and classroom training to their job to share with incumbent employees.  Accordingly, they also re-energize the work force with their enthusiasm, positive attitudes and work ethic.

Don't have an Internship program currently?  Watch this space for a future discussion on how you can begin one - and make it work for you.

April 16, 2008

But, I Want it NOW! - But the Jury's still out

Gen_y Richard Florida on his popular blog Richard Florida and the Creative Class recently did an article about understanding why the millenials in the workplace continues to be a challenge for both employers and employees.

The article, entitled "But, I Want it NOW!" provides a critical assessment of many of the popular beliefs that abound in the marketplace about this youngest generation in todays workforce.

As he correctly points out, there are many misleading perspectives about this class of individuals, but we also need to keep in mind that this youngest generation has not been around loing enough to gather enough empirical data so that valid statistical arguments can be made.

So we will continue to watch, discuss and debate whether this is a generation of laggards, or the next "greatest generation."

April 15, 2008

About the Forgotten Middle

Skills2Compete has created Forgotten Middle state-by-state fact sheets that examine middle-skill jobs and the middle-skills gap in almost everyState_map state in the country

Middle-skill jobs, which require more than high-school, but less than a four-year degree, make up the largest part of America’s labor market.

All too often, key industries are unable to find enough sufficiently trained workers to fill these jobs. As a result, job creation and economic growth are stifled.  Few people realize that these middle skill jobs constitute approx 50% of the jobs in the US.

April 14, 2008

Fishing for talent? Don't overlook the Seniors Pool...

Working people, frequently ask retired people what they do to make their days interesting.  I didn't know, so I asked a friend of mine who retired a couple of years ago.  He told me about a recent incident to illustrate how he tries to keep his mind active.

"Well, for example, the other day I went down town and into a shop. I was only there for about 5 minutes and when I came out there was a cop writing out a parking ticket.

I said to him, "Come on, man, how about giving a retired person a break?" He ignored me and continued writing the ticket. I called him a "Nazi."   He glared at me and wrote another ticket for having worn tires. So I called him a "doughnut eating Gestapo."

Writing_a_ticketHe finished the second ticket and put it on the windshield with the first. Then he wrote a third ticket.

This went on for about 20 minutes. The more I abused him the more tickets he wrote.

Personally, I didn't care. I came downtown on the bus, and the car that he was putting the tickets on had a bumper sticker that said "McCain in 08"

I try to have a little fun each day now that I have a bit of time on my hands. It's important to my health."

So you see, just because people have taken the step into retirement, doesn't necessarily indicate that they have retired their thinking patterns.  In the day of scarce skillsets, one source often overlooked is those who have retired, who are looking for a few hours a week to help them maintain their mental edge.

Thesolution for many employers today is a cocktail of creative hiring and retention strategies, all focused on older workers. Flexible work schedules, phased-out retirements, retention bonuses and mentoring younger workers are some of the ingredients.

These policies can attract skilled older workers in industries where skilled workers of any age are hard to find.

But more and more companies are focusing on hiring older workers, not only because they have to, but also because they want to.

Older Employees Are Assets

Borders Group Inc., the Ann Arbor, Mich.-based retailer, is among 13 American companies that have partnered with AARP to hire and retain workers 50 and older. Borders staffing managers began studying their company’s hiring and retention trends against census data in the late 1990s, says Dan Smith, Borders’ senior vice president of human resources. What they found was that their older workers were one of the company’s greatest assets.

“Our older workers brought a lot of benefits that even we were surprised by,” Smith says. “Their turnover rate was 10 times less than those under 30.”

Also, he says, Borders’ internal survey of worker satisfaction yielded much higher contentment among older workers than younger ones.

“I think [older workers] make better decisions about coming to work for us,” Smith says. “They’ve had careers already. They know what they like and dislike, and, when they come to us, they know they want to work for us.”

The AARP partnerships started with Atlanta-based Home Depot in 2002 after the home remodeling retailer sought out 30 private and nonprofit “hiring partners” to help create a staffing pipeline into its more than 1,900 stores, says Cindy Milburn, Home Depot’s senior director of staffing.

Like Borders, Home Depot battled the retail industry’s high attrition rates but also had specific hiring concerns, not only for demographic diversity, but also for skilled workers, Milburn says.

“We’re looking for skilled and knowledgeable workers—master plumbers, electricians, experienced kitchen and bath designers,” she says.

Home Depot’s staffing strategy was to set up several partnerships, first with the Department of Labor’s One-Stop Centers for people seeking work, followed by partnerships with various art institutes, AARP, the military and—the latest—with four national Latino groups.

“We have to have pipelines of talent where we build long-term relationships,” Milburn says. “It’s a different recruiting model than traditional retailing.”

Until three years ago, Home Depot’s store managers did their own hiring. While all the stores still have a hiring manager, that setup isn’t adequate for strategic hiring with a long-term outlook.

Home Depot has since formed a corporate recruiting team that develops a pipeline of available talent that stores can choose from. The process begins with a software program that weeds out most of the 17 million applications Home Depot receives every year.

But in addition to processing the usual influx of resumes, HR also uses strategic processes to attract older workers and retain those already on staff.

So if you're fishing for experiences talent and have come up with an empty net, perhaps you'll have better luck if you fish in a different pond.  There's many recently retired that are actively being sought because they still have skills and abilities, but also bring a unique sense of humor to the workplace

April 13, 2008

The role that "Career Blockage" plays in International Assignments

Increasingly, firms find that it is necessary and prudent to expose their promising talent to international assignments.  Sometimes it works out fine, other times it doesn't.Sidetracked

One of the reasons cited by expats that leave posts (or firms) is "career blockage", or better known as the feeling that working abroad has gotten their career sidetracked, while people back home are climbing the corporate ladder.

I used to travel abroad extensively, and would frequently run into an expat that after a few drinks would admit “the home office has forgotten about me”

It doesn't seem to matter whether you are doing your job or not, it's just a human nature response to conditions.  It appears to the expat that there is a lack of collegiality and communication when working abroad, especially when surrounded by cultural natives who are in their natural setting, and receiving support and personal communications routinely.

The role of "HQ" managing this common concern is significant. 

HR needs to ensure that expatriates know that an international assignment helps in terms of advancement within the firm.  This also needs to be periodically reinforced by upper management.  Sometimes this is hard to do, especially when there is a lot or organizational "churn" at the upper management levels with people moving to different jobs, or leaving the firm altogether.  Remember that the initial expectations that may have been set, if not committed to a written agreement, may not survive if there is (as if often the case), changes in upper management.

Likewise, planning needs to take into consideration, the very real concerns that expats have about their return to their "home base."  I have declined some overseas posts because the company was unwilling or unable to describe what would happen upon my return to the states.
Expat_setting
Will the firm respect (and value) the unique new skills that I have acquired while overseas?  Will my return represent a "loss of status" (either real or perceived)?  Will there be a plan for re-integrating me into the stateside business?  Reverse "Culture Shock" can also be a factor, (and an adjustment period is a wise idea for the expat, as well as their family)  If firms are not prepared to do these things, it can really impact on the willingness of personnel to go overseas on assignment.

It is food for thought, hmmmm?

April 12, 2008

Do you have "Fire Insurance?" -- aka Why Employees Get Fired

A article I came across entitled ”Top 10 Reasons Employees Get Fired” written by Patty Inglish, an accomplished writer who lives in Ohio, that provides a good reminder of what employers expect in today’s workforce.  If you like this, I’d suggest dropping her a line, or visit her article which also appears on HubPages

Dishonesty, evasion, or lack of integrity on the job.

It is important to be honest, straightforward, and forthcoming on the job with management and coworkers. However, this does not mean that you should blurt out everything you know -- It is important to protect your company's proprietary information, such as copyrighted and trademarked materials, company manuals, program materials, and new projects, services, and inventions in order to prevent corporate espionage and theft. Time sheets and expense reports must be 100% true and accurate, without padding. Projects reports, especially facts and figures must not be faked.

Employees should not use company materials or equipment for their own personal purposes and this includes telephones, cell phones, copiers, laptops, PDAs, and the Internet. However, some employers will make an exception in some cases - for example, printing up few flyers for a charity -- but ask them first in order to preserve ongoing trust. Most employers also permit emergency phone calls from and to family members and allow parents to call to check on their children. Absolutely no employee should use company time, equipment, and materials to operate a personal business on company time, such as an Internet sales page, or a Pampered Chef or Tupperware business, etc. 

Lying on a resume.

More and more employers are checking every single reference a job candidate provides. If there are notations on your resume of more than one business "closed down" or one or more employers having died, or there are untraceable educational certifications, you risk being fired for fraud. Be prepared to show some sort of documentation for those closed down business and schools. Many employers now require that you show them, and provide them a copy of, your High School, Vocational School, and College transcripts and diplomas, so have them ready.
Please understand that reference checking continues after you are hired. Some employers even run credit checks on their employees every 6 months.

 If any one tells you to make up information to make your resume look better, they are either 1) naïve or ill-informed, or 2) trying to get you into trouble, because some people make it their hobby to hurt others.

Refusing to follow directions and orders.

This is pretty self explanatory. Your company owns your working time and you must do what your supervisors and bosses ask you to do. If you have a better idea, you must talk to them and go through proper channels in order to "do it your way." If you are asked to do something illegal, unethical, or what you consider immoral, you need to take a stand on that in a professional manner.

Sometimes, people who cannot follow directions simply need to start their own businesses, and that's perfectly OK. It's a part of the Multiple Intelligences phenomenon and absolutely acceptable.

Talking too much and conducting personal business at work.

Don

't be guilty of misusing company resources, including the Internet, office supplies, and especially telephones; too much idle (personal talking) with coworkers. Non-business talking wastes more company dollars than any other activity. It should be saved for lunch and break times. This includes talking on the phone/email with stockbrokers, travel agents, hairdressers, bankers, etc.

In the 1960s and into the early 1970s, many offices and factories did not allow any conversation - employees were to work, not talk. This policy loosened somewhat in the 1980s and 1990s and then as employers discovered how much talking costs them, they began laying off the talkers. HOWEVER, some employers allow a certain amount of this type of activity and it is important to understand YOUR company policies and follow them.

Inconsistency - unreliable work and behaviors.

Employees must be stable and consistent in behaviors and productivity in order to benefit the company and produce profits or positive outcomes. While most people have ups and downs, if these interfere with productivity and accuracy in their jobs, they need to contact their Employee Assistance Program or seek professional help. If employee reviews are given regularly, these trends can be caught in time to be guided into something more positive. If you are not receiving employee reviews, ask for one

Inability to get along with other people.

Some people have a lower "Social IQ" than others, some are loners, and some are sociopathic or have personality disorders. Unless there is a mental health disorder present (like the sociopathic or personality disorder symptoms) people can learn to be civil and have productive conversations - even those with Aspberger's syndrome and other autism spectrum disorders.

Management should notice extreme problems with employee's getting along with others and intervene professionally with a referral to the Employee Assistance Program for consultation and help or the Professional Development Program for training like awareness and communications education.

Without these latter two programs, that exist to benefit the worker as well as the business, many more employees would be fired and end up possibly in jail or homeless.

Inability to actually do assigned job tasks.

If employees lie convincingly enough during an interview or on a resume, stating that they can do certain tasks, but proving unable to perform these duties on he job, they will likely be fired if they cannot learn to do them very quickly. However, some tasks that require certifications and licenses cannot be quickly learned on the job during the first weeks. These deficits will expose the employee as unable to perform assigned duties and having lied during the application process .

However, occasionally there is a lack of initial orientation and training on the job and the employee needs to ask for help early on. Sometimes, through misunderstanding, an employee will be assigned tasks that are beyond their training or education or in an entirely different field. This is certainly a mis-match. Such an employee needs to speak up right away in a professional manner and ask for help or reassignment. These employees may need to report their circumstances to Human Resources, an Employee Assistance Program, a Union Steward, or their attorney if the situation escalates.

Performing tasks slowly, with numerous errors.

Some employees are sloppy and not invested in doing a good job. Unless their attitudes change for more productive beliefs, they will likely be fired.

On the other hand, and unwisely, some employees try to "string out" their work and make it last longer in order to have job security. This is dishonest. A better plan is to finish their tasks at an acceptable rate and ask coworkers if they can help them, and after that, go to the boss and ask for more work. Not only is this honest, but it lets the boss know that you are a good worker and deserving of raises and promotions.

Unfortunately, some companies do not have adequate training and follow-up programs in place, leaving employees to figure out their jobs on their own. In these cases, slow work and high error rate are not actually the workers' fault. Alternatively, some people are simply in the wrong job for them and they need to be placed into jobs in which they can excel. These people need to ask for help from their supervisors and bosses and these management persons need to notice the problem and be prepared to help, either with training and coaching, or a job change.

High absenteeism rate.

When you are hired as an employee, your company owns the time that you are at work, except for lunches, breaks, and authorized time off.

It is not a sign of integrity to take every minute of sick time you have, just because you are allotted that amount and are not actually sick. Some employers have solved this problem by lumping vacations, mental health days, sick time, holidays, days for family funerals, and personal days into one category called "Time Off" or similar. You don't have to give any explanation. Longer family-leave and parental leave time usually requires previous authorization though. However, if you need to take sick time for another reason, confide in your bosses and they may make an accommodation for you.

If an employee is having problems with job burnout that often manifests as absences and tardiness or is suffering frequent accidents, drug/alcohol abuse, family difficulties, or other mental health or physical issues, many employers have Employee Assistance Programs to help guide and treat these problems. Employees should take advantage of this help to 1) increase the quality of their own lives and 2) become more consistent and productive workers.

Drug and/or alcohol abuse.

This leads to inconsistent work, errors, accidents, poor interpersonal relationships, increased absenteeism, lower morale among coworkers and supervisors, bad publicity for the company, and other negatives. Drug and alcohol problems both are usually only one of a set of serious disorders known as Co-Occurring Disorders, so there is usually much more to the problem than drug use or drinking that got out of hand.

April 11, 2008

Starting a Successful Intern Program

I recently spoke on how interns can be a great way to supercharge your talent acquisition program.  I received several questions since this post on how to begin an internship program, so here goes.

Here are some suggestions, on how to setup a basic internship program, in a outline format...

Determine the Parameters for Your Internship program

  • Usually 20 to 40 hours per week for a minimum of one semester
  • Close supervision can be expected
  • Will it be Paid or unpaid (university rules may apply)
  • Usually for school credit and/or professional developmentInterns_2

Internally Understand and Sell the Benefits of hosting students
(eg. Don't assume that management "gets it")

  • Fresh perspective
  • Energetic attitude
  • Professional development – students and organization
  • Screen potential employees
  • Attract employees to the field
  • Cost-effective

Be Realistic about the Challenges of hosting students

  • Balancing the needs of your organization, the students, and the university
  • Gaining internal buy-in
  • Accommodating busy student schedules
  • Making the most of limited student hours
  • Navigating the bureaucracy of the university system

Establish the "Building Blocks" to create an effective program

  • Set realistic goals
  • Develop a plan
  • Recruit students
  • Host students
  • Ongoing maintenance

OK, these building blocks need some additional clarification (grin).  Thought you'd never ask...

To Set Realistic Internship Program Goals you need to define...

  • Project identification (what you hope to accomplish and why)
  • Benefits statement for your organization
  • A perspective on student limits (capabilities and time)
  • A realistic timeframe for establishing program
  • student learning opportunities (from their point of view)

Develop a plan to launch and run the program

  • Who's going to be the On-site supervisor of the program
    • do not assume it will run by itself
  • Identify what is going to be done
    • and who is going to be assigned to do it
  • Define commitment
    • and make sure those assigned are measured on making it happen
  • Assign tasks
    • and target completion / milestone dates
  • Define learner tasks (what do you want the intern to do / learn)
  • Maintain a good balance organization, university, and student needs

Deal with the Tactical realities of starting and running an internship program

  • Work space
  • Parking
  • Coats and backpacks
  • Making them feel they are a part of the organization

Provide feedback

  • Feedback is a two-way street
  • What will be discussed?
  • How will it be discussed (in-person, e-mail, etc.)
  • How often, and for how long each week?

Develop a the “foundations” to support the plan and communicate expectations to universities

  • Paid vs. unpaid
  • Student grade level (graduate, upper or lower classman)
  • Academic backgrounds/majors
  • Specific colleges and universities

Recruit students - getting the word out

  • Start early – at least three months in advance
  • Academic personnel
  • Internship postings – print and internet
  • Networking
  • Other forms of marketing

Prepare to host students

  • First day training/orientation
  • Emergency contact information
  • Risk-management forms
  • Other legal forms / training (eg. OSHA)
  • On-site point(s) of supervision

Establish and maintain open lines of communication

Ongoing maintenance - You need to communicate goals of the program with:

  • Staff and management
  • Students
  • University

And don’t forget to evaluate progress of you are making, and the perception of students to keep you on track….

In my personal experience, if you do these things, you can have a successful and mutually beneficial program that helps all stakeholders.  But the success of the planning and execution is up to you.

Hope this helps.

April 10, 2008

Should you be hiring the "smart guy/gal"?

A manager comes into your office and says,

Genius "I need your advice. I've got two candidates for a marketing manager position and can't decide which one to hire. One scored REALLY high on our intelligence tests but has just 6 months' experience. The other scored about average on our test but has four years' experience. Both are personable and seem like good team players who'd fit in. Salary expectations are similar. But I'm struggling because our needs are mixed: Yes, we need somebody who can make the trains run on time, but just as important we need creativity and problem solving skills.

Who would you hire?

Stephen Meyer, CEO of Business 21 Publishing poses a very relevant question and opens the discussion forum on this topic. Is smarter better?  Why?

 

April 09, 2008

Engaged Employees = Whistleblowers?

A costly scandal at a bank recently has observers wondering why workers didn't report suspicious activity. Some are saying the scandal highlights one of the most important challenges employers face today: poor employee engagement.  Now, these other employees didn't necessarily do anything wrong, but they also didn't go beyond what was expected of them may point to a larger issue of employee engagement. Global_engagement_levels

This article discusses impact of engagement and how engagement varies widely across different global cultures.  A must read

read more | digg story

April 06, 2008

Why Women in Leadership Means Good Business

Thanks to Kellye Whitney managing editor for Talent Management magazine, wrote an excellent piece "Women in Leadership Means Good Business" in early April.

She cites "One of the most compelling reasons for an organization to payAddition_error attention to the demographic makeup of its workforce is that a diverse employee base can have significant bottom-line impact.  Yet, when the issue is workplace gender balance and actualizing women's economic and leadership potential, the United States trails behind less developed countries.

This well written article also identifies what companies that want to succeed in the 21st century will have to do to realize the full potential of women and make the necessary investments to nurture their talent.

Additionally, this piece also poses the question "Why are we spending a bunch trying to understand overseas markets while ignoring the basic dynamics of the  men and women in our own workforces?" 

The argument made in Kellye's portrayal, backed up by sound research, is both troubling and compelling when you realize that companies which claim to be recruiting, attracting, retaining and promoting the best possible talent, in reality are recruiting and promoting 80 percent men. 

Fuzzy Math, perhaps? It doesn't seem to add up to me.

April 05, 2008

Why international experience is an essential skillset

Many would look at the US Construction markets and see a sluggish future.  Residential construction is down, and a key barometer of construction-industry activity is signaling that the abrupt downturn in commercial construction could run deeper, and last longer, than previously expected.  Construction related manufacturers are cutting back in may sectors, anticipating future softness in the economy.

But not all.

In a recent AP article entitled "US Heavy-Equipment Makers Find Refuge in Overseas Infrastructure, Agriculture Booms"
Caterpillar executives talk a lot these days about how 2007 had the makings of a disaster. Its truck engine and construction equipment sales in North America plunged and the sluggish U.S. economy offered no hope of a quick turnaround.

Yet the Peoria, Ill.-based company had its best year ever, with profits of $12.3 billion and almost $45 billion in revenue, thanks largely to overseas sales.

U.S. heavy-equipment makers have taken refuge in growing economies overseas to ride out the downturn in the American economy. Growing economies abroad have kept American-made industrial and agricultural heavy equipment moving in China, India, the Middle East and elsewhere -- even as U.S. sales have slowed.

Companies such as Deere & Co. have added factories abroad, or taken other steps to increase their international profiles on the promise that a development boom will continue for years.

Deere opened a new tractor plant in Brazil last year to serve expanding farm economies there and in Argentina. Just this week, Caterpillar announced plans to spend $500 million to increase its 50 percent ownership of a Japanese joint-venture with Mitsubishi Heavy Industries Ltd. to 67 percent. And the deal gives Cat the option to buy the rest of the company, Shin Caterpillar Mitsubishi Ltd., which makes loaders and hydraulic excavators.

During past economic slowdowns, few if any of these American heavy-equipment manufacturers would have been diversified enough to do much besides try to ride it out, Morningstar analyst John Kearney said.

Companies that make construction equipment have been especially hurt by the stagnant American housing market. Caterpillar blamed its 11 percent drop in 2007 North American machinery sales in large part on the slowdown in new-home construction. But a lot of overseas economies, most in developing countries, are riding a wave of new construction that is increasing profits at American industrial firms.

"Very large equipment-intensive projects in the Middle East and Russia appear likely to continue strong growth in those regions while China and India remain strong," Citibank analyst David Raso wrote in a January report.

Also, Brazil, Argentina and several other developing countries are becoming agricultural powerhouses. Brazil and Argentina together produce almost half of the world's soybeans, and just over a fifth of the planet's wheat grows in China.

That budding prosperity requires expensive bulldozers, backhoes, tractors and mining equipment.

Moline, Ill.-based Deere, whose biggest business is agricultural equipment, is a major seller in South America. In its most recent quarter, Deere's profit was up 55 percent to $369.1 million. The biggest reason? A 37 percent increase in sales outside the U.S. and Canada.

And mining-equipment manufacturer Joy Global Inc., based in Milwaukee, this month said its profit rose 19 percent in its most recent quarter to $71.1 million. Just over half of its sales were outside the U.S.

Similarly, crane maker Manitowoc Co. earned $99.2 million in its most recent quarter, nearly double the year-ago numbers. The company didn't break out its results by region, but credited the increase to construction overseas -- particularly the building of new power plants, mines and other energy-production infrastructure. The Manitowoc, Wis.-based company has a heavy presence in China and other fast-developing countries.

"Over 45 percent of our business is in energy-related markets," Manitowoc President Glen Tellock told analysts in February. "And that is I think what gets lost a lot of times in the noise when you look at the residential and the commercial construction."

And Caterpillar in January reported its record 2007. Its profits were up 4 percent and sales were up 8 percent for the year. In the fourth quarter, when bad economic news was weighing on many American companies, Caterpillar chalked up a $975 million profit, 13.6 percent better than a year earlier.

The company credited double-digit sales increases for truck engines and construction equipment in Asia, the Middle East and Africa.

Caterpillar also noted that almost 60 percent of its fourth-quarter sales were outside North America, a 10 percent increase from the year before. And the company expects that figure will increase this year.

Caterpillar has a significant and growing manufacturing presence overseas, but a lot of those exported products are made in U.S. factories running near capacity, according to Caterpillar Group President Edward J. Rapp.

"I take can take you to Lafayette, Indiana," he said in an interview, referring to a Caterpillar heavy-engine plant. "It sure doesn't feel like recession."

The manufacturers all say they expect overseas growth to continue, insulating them from American economic weakness.

From a workforce perspective, people who have the skills to work in, communicate and manage across different cultural boundaries are positioned to snag important roles, at home as well as abroad, with these firms and other like them.

April 04, 2008

Are growth-oriented cities like Houston, Phoenix and Atlanta reflective of the future of global commerce?

What makes a city great, and relatedly, attractive for people to live and work?

That is the question posed by Joel Kotkin who has studied how many city planners today focus largely on aesthetics, the arts, and the perception of being “cool.” Academics and many economic-development experts link urban success to cities’ appeal to the “creative class” of college-educated young people.

In this calculus, the traditional practice of gauging a city’s success by studying patterns of population or employment growth, or noting the opportunities available for working-class or middle-class families to flourish, rarely registers as important.

One prominent academic, Rutgers University’s Paul Gottlieb, has even offered an elegant formula for what he calls “growth without growth”—focusing on increasing per-capita incomes without expanding either population or employment. Indeed, Gottlieb suggests that successful post-industrial cities might well do best if they actually “minimize” the influx of new people and jobs.

Kotkin, an accomplished American urbanologist, writes about the organic growth of cities as they really are, rather than as he might remake them with enough tax money and firepower, is passionate about challenging traditional beliefs about our urban culture. 

Whether you are en employee or an employer, this is information that you need to be thinking about, because it will affect the size and location of today's and tomorrows workforce.

April 03, 2008

The critical skill two out of three managers lack

Can most of your managers defuse conflict effectively? If you’re like most, the answer is no.

In an exclusive B21 poll, nearly half (47%) of HR execs said their managers neededArgument help in this area and 12% admitted their managers were “awful” at handling conflict. That means a little more than one of three thought their managers were “pretty good” at handling conflict.

When you consider the way conflict can tear a team apart, you’ll no doubt agree these results aren’t reassuring.  For details on this current topic of importance to managers and leaders, check out the detail on B21's website article "Exclusive B21 Survey: Supervisors and conflict"


April 02, 2008

Myth Debunked = Learning Styles and impact on Learning

Guy Wallace, a really bright colleague of mine, and author of the "Pursuing PerformanceUnfinished_bridge Blog"  has published an insightful article entitled  Learning Styles - A Bridge to Nowhere?

In his always clear and professional manner, Guy cites current research that while learning styles preferences may indeed exist - THERE IS ABSOLUTELY NO RESEARCH PROOF THAT DESIGNING FOR LEARNING STYLES PREFERENCES HAS ANY POSITIVE IMPACT ON LEARNING.

In fact his proposition is based on what he's heard from researchers that it might even be beneficial and improve LEARNING if a motivated learner/Performer has to learn outside their preference. 

April 01, 2008

Mentoring done wrong is worse than no mentoring at all

In Tuesday’s Wall Street Journal, Jared Sandberg, a Staff Reporter of The Wall Street Journal, wrote in the Marketplace section, Page B1, a provocative article entitled   “With Bad Mentors, It’s Better to Break Up Than to Make Up" outlining a few challenges associated with formal mentor programs.

I present this to you my readers, courtesy of the folks over at Kaiser Associates who have a great "on-boarding" newsletter, which I read and highly recommend.

Although this article did not provide the HR leader with ideas or solutions, the piece initiates a great discussion on how not everyone is cut out to be a mentor, the problems when people do not know how to be mentors, and the importance of having a good match (i.e., personality, interests, career paths, experiences, etc.) between the Mentor and the Mentee.

A few things that we would like to share:

Mentor programs can be a truly effective On-boarding tool.  Mentor systems have become popular initiatives for one reason: effective mentoring has proven to be an important factor for many individuals who have had great success in their careers.  The challenge for the organization is to design the support systems (i.e., to institutionalize) that will promote a greater percentage of the employee base to participate and benefitMentor from mentor relationships.

The good folks at Kaiser have recommended 10 success drivers:

  1. Provide effective front-end training and continued coaching for Mentors, and provide recommended structures and tools to drive positive outcomes.  Also ensure that Mentors are kept apprised what is being asked of, and what is being provided to, their Mentee.
  2. Ensure that Mentors accept responsibility; opt-in models work well.
  3. Provide Mentors with appropriate incentives (they can come in many forms) and recognition for effective mentoring.
  4. Recognize that mentoring needs differ by job class, function, interests, personality, career paths and aspirations.
  5. Give the new hire a say in the selection process; Systems can assist with the matching of Mentors and Mentees (note that these can be deployed in large enterprises)
  6. Chose the right Mentor system design for your organization.  Not all systems are designed equally.  Select the one that is best for your company.  Also note that the answer is not always the same for all parts of the enterprise.
  7. Consider conflicts of interest in the design.  Conflicts of interest create stress; certainly not an objective of an HR program.
  8. Provide consequence free resolution paths for individuals that are experiences sub-optimal mentoring experiences.  This should be afforded to both Mentors and Mentees.
  9. Integrate the Mentor program properly with other development resources, tools and programs (e.g., learning, career planning, networking, etc.)
  10. Make sure that the Mentees understand their role (and their responsibilities) for driving Mentoring success.

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  • Roughly 35% of firms report problems maintaining an adequate supply of workers. This phenomenon is global and impacts every industry. My desire for this blog is to share with you the many perspectives, causes, and solutions that are available to address this matter. As an educator, consultant and a RedVector Fellow, I am committed to figure out how we can better recruit and develop talent in the workplace. Please join me in this blog to share some experiences, "best practices" as well as "horror stories" so that we can all benefit and be better able to attract, grow and retain the talent we will need now and in the future.

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