Manager’s Toolkit

who was truly one of a kind. and Renee. to Jesus Christ. is prohibited. There are several dear friends whom I must thank for their tremendous support. legal advice or other expert assistance is required. How blessed I am to have you in my life. By your example you have taught me that persistence breaks resistance. I have heard of your fame: I stand in awe of your deeds. or the entire book in any form. You are gifted. for being a great source of wisdom. For always cheering me on to do my best and believing in me. my best friend and wife. guidance. M. To John Hogan.ACKNOWLEDGEMENTS Thank you Heavenly Father for allowing me another day. far beyond anything I deserve. for your support. the Alpha and Omega. If specific opinions. Your friendship is greatly valued. and immeasurable love. You bring such joy. All rights reserved. ii . enthusiasm. I will abide in the shadow of your wings and be joyful. and to Dad. guidance. Because you have been my help. ISBN: 0-9788164-1-2 DISCLAIMER The Manager’s Toolkit is designed to present reasonably accurate and authoritative information in regard to the subject matter covered. And again. just because I love her. Thanks to Lytha Belrose. To Penny. who gave me a solid foundation of good business sense and a passion to drive forward. Any unauthorized duplication. and for allowing me to see prayers answered and to be fruitful. Marc. Noelle. Abigail. which you gave abundantly in reviewing the book’s content and for all the valuable suggestions you brought forward. To my sister Chris. and common business sense. Douglas Clark & Associates. Lord. How can one man be so fortunate? To Mama for showing me how to walk with integrity and always believing in me. Kristian. the services of an appropriate professional should be sought. for opening my eyes to new and exciting possibilities and for filling me with your Spirit—I am humbled. and help: To Kathy Hogan for your personal time and energy. It is produced and distributed with the understanding that neither the producers nor the distributors are engaged in rendering specific legal or other professional services or advice. distribution or exhibition of any part. To my sons and daughters. For the multitude of blessings and grace that you so freely pour upon me. wisdom. Kelli. © Copyright 2007. for the many gifts he has given me. And to Gale and Nancy Wetzel for teaching me and showing me by their walk how to trust in God through faith.

Start anywhere within the text. Complete the exercises and gain valuable information for your personal and professional growth. You have the ability to reach new levels of success if you truly desire to do so. For best results in using this workbook. be efficient in any position that you hold. It is an ongoing process throughout your entire career. It will be like a mini refresher course that will keep your skills sharp. Refer to your workbook periodically and re-read your notes. If you have gained some insight on something you have read. strengthen your ability to make decisions and solve problems. and people in the industry you have chosen for a career. The Table of Contents lists of a number of management topics in alphabetical order.) Don't hesitate to mark an area you feel is critical to remember. Whichever direction you take. have greater self-esteem and personal confidence. desire and a willingness to learn. resources. Use it to find a topic of interest. Practice and apply what you have learned to the workplace. You may consider working through this text on your own or work through it with other supervisors. Make your new behaviors part of your everyday performance. For example. remember that the only non-beneficial question is the one that you don't ask. checklists. the backbone of the workforce. write it down immediately. Smart management is not a destination that you will be attempting to reach through your studies. you should: Review the workbook in its entirety. The greatest gain you will receive from The Manager’s Toolkit is personal. How to Use This Workbook This workbook contains tips. iii . managers. The Manager’s Toolkit was specifically designed for you. to support you in your desire to succeed in reaching your personal goals and dreams. You don't want to lose this moment of inspiration and creative thinking. Write useful comments to yourself under the NOTES column found on the pages of the workbook. worksheets and personal development tools to help you understand. or fellow employees.The Manager’s Toolkit What will it do for you? Becoming good at any level of management does not come by chance but through hard work. and be recognized as a valuable individual and contributor. practice and apply the skills you need to become—and remain—a successful supervisor/manager of products. Underline and highlight those materials that are of interest to you. Let's also not forget the opportunity for personal growth through promotion and financial rewards. It will help you become more self-motivated. everything about employment is not necessarily under the letter “E”. (Personalize your workbook and make it a powerful resource tool for future use. Topics with the same theme may be found under several letters.

Manager’s Toolkit Table of Contents ABCs for Building Interpersonal Relationships ADA Job Interview Checklist Anger: Dealing With it Attitude Snapshot 01 02 04 05 06 11 12 13 16 17 18 20 21 22 24 25 27 28 29 33 36 37 39 41 42 44 49 50 51 54 55 Behaviors of Successful Managers Barriers to Positive Change in the Workplace Coaching Tips Communication: Sending Clear Messages Customer Service : Company Evaluation Characteristics of World-Class Service Customer Service: Dealing with Reality Customer Service Professionals Standout Because … Capitalizing on Your Employee’s Talents Customer Service List of Seven Customer Service: Be Glad They Told You Delegation: Hallmark of Good Management Difficult Employees Dealing with People You Can’t Stand Discipline: Tips for Avoiding Personal Liability Disagreements: Working Through Them Diversity: Part of the Normal Workplace Establishing Rules Fair Employment Laws: Pre-Employment Questions Feedback Form Giving Constructive Feedback Human in Human Relations How to Maintain Business and Personal Integrity Interviewing Questions: Samples Interview and Employment Application Questions Interviewing: Moving the Discussion Along Key Points No Interviewer Should Miss: Three Phases iv .

Labor: Department of Labor National Call Center Phone Numbers Listening: How to Become Effective Listening: The Ways You Benefit 58 67 68 69 70 84 87 88 90 95 96 101 106 107 114 115 120 121 123 124 125 126 136 137 138 139 140 141 142 149 Maintaining Workplace Integrity Manage People Correctly and They Will Excel Meetings: Informative and Worthwhile Measuring Up: Managers Trust and Credibility Managing Your Greatest Assets Motivating Others Networking: Mastering the Art New Employee Orientation Program Recruitment Strategies Professional Image Retention Tools Reducing Staff Turnover Reward. Recognition and Praise Self-Esteem and Good Manners Stress Strategies Stress: Helping Employees Cope with Disaster Stressed Out Self Development: Pieces of Advice Supervision Training: Secrets to Effective Employee Development Teamwork: Elements of Effectiveness Things to Do List Training Systems Process Values of Importance What Do Failures Do Differently? Xtra: Top Newspaper Contacts Y – Z Websites to Toll Free Numbers v .

Earning trust by reporting facts and being tolerant. sudden and prompt action to get things done. Letting others know how they have benefited your life. Recognizing the investment of others in your life. A passion to show sincere interest. even if it means sacrifice. Properly solving a difficult situation.ABCs FOR BUILDING INTERPERSONAL RELATIONSHIPS NOTES Attentiveness Boldness Creativity Dependability Enthusiasm Forgiveness Grateful Humility Initiative Justice Kindness Loyalty Meekness Neighborly Obedience Patience Quick Responsibility Sincerity Truthfulness Under Control Virtue Wisdom XL (X-Large) Yielding Zeal Give your undivided concentration. Size of your open-mindedness. Cheerfully following directions of those in authority. Confidence: Speak and do all things in truth. Being friendly to all cultural differences. Eager. Projecting a hospitable attitude. Knowing and doing that which is expected of you Eagerness to do what is right with transparent motives. Personal responsibility to uphold the purity and truth. Moral excellence demonstrated consistently. Fulfilling a commitment. 1 . Responding to life situations wisely. Yielding your rights with a desire to serve. Restrained in their actions. Erasing the record of those who have wronged you. Approach a task or idea from a new perspective. Using difficult times to demonstrate commitment. Doing what needs to be done before being asked. One who is willing to give. Giving it your best effort and loving what you do.

Discuss in a professional manner. Discuss the progress of an illness if the applicant volunteers the information about a medical condition. and restrooms. Discuss the existence. service attitude and skill levels). Take time to explain the physical surroundings and location of where the job will be performed. Ask an applicant if he/she will need to take leave for personal treatment or for the health care of another family member. File appropriately. Document the interview session with enough details to be able to explain what happened and who said what to whom. Ask applicant if he/she can perform all job functions. image. quantity and timeliness of work. Make clear the company vision. nature or severity of an applicant’s physical or mental impairment. lunchrooms. Be aware of awkward conversation topics: employee locker rooms. Should Not Ask the applicant if he/she has a disability that will prevent him/her from performing the job task at hand. Discuss quality. Provide the applicant with a copy of an employee handbook and any accurate job-related documents as a basis for discussion. and service standards. its remission or treatment.ADA JOB INTERVIEW CHECKLIST NOTES NOTES Should Ask the applicant if he/she has full understanding of the position applied for. Determine if the functions performed are essential or nonessential to the position. 2 . Ask about applicant’s mental or physical health or that of a family member. personal appearance. Explain management's performance expectations (attendance policy. Provide the applicant with a copy of the position’s current job description.

Hard work pays off in the future…. e. Use off-color humor during the interviewing process. Commit to a reasonable accommodation on the spot.ADA JOB INTERVIEW CHECKLIST (2) NOTES Ask if the applicant has had an alcohol problem. Ask if the applicant has any personal marital problems. Ask if the applicant has had a drug-related problem. Stay focused on the applicant's qualifications for the position being interviewed for. dependents.Laziness pays off now! Author Unknown 3 . don't ask it! Important Note: If conversation matter is job-related. Ask probing questions about the applicant's workers' compensation history. it may be discussed after a conditional job offer has been extended. Once approved appropriate action should be taken. Be smart during the interviewing process. Discuss irrelevant things. the applicant's age. If the question is not job-related.. This refers to all sorts of employment issues and situations. and other personal matters. It first should be discussed with both the human resources and corporate legal departments. Stereotype and/or prejudge applicant on appearance.g..

self-hypnosis or a quick prayer. Take time to laugh at yourself. Meditate. Empathize. Pets are great at helping you release anger. Try a deep breath. Express your anger strategically. watch TV. Try to clarify and investigate the language that seems to be deliberately angering you. Tune out. go into another room. because what you say can’t be taken back. Buy yourself some time. but you can change how you react. Go outside. and give yourself a little time alone. Cry. Get away.ANGER: DEALING WITH IT NOTES NOTES You cannot always change the person or situation that causes you anger. Be Forgiving. chocolates and other sugars. It can have a profoundly calming effect Take a small rest break or nap. It helps you become less judgmental and helps you avoid giving advice. or play games. Seeing a situation through another’s eyes can often shortcircuit anger. Back off on stimulants such as caffeine. Talk to the person who made you angry. Go for a brisk walk or jog. Don’t blame or insult someone else. Work off your frustration through exercise. Let him or her know your needs and feelings. pause and count to 10. Listen to your favorite music. take time out to calm down and reflect. A period of no activity can be very helpful. Psychologically. Work on your interpersonal relationship skills. Pet your pet or get a pet. Try to find a reasonable explanation for the other person’s behavior. Crying helps you discharge tension and discomfort and helps relax tight muscles. Choose not to address every single injustice. Here are some tips to help you cope with anger: Stop what you’re doing. vacuum your car). Begin to think rationally. Write how you feel on a piece of paper. Turn negative energy into something productive (clean your house. Don’t bait or fuel the pattern. 4 . Determine early warning signs that anger is about to hit you and leave that environment. nicotine. Reliving the experience over and over won’t change it. Actively listen. these are sponges that sop up stress. Read. Don’t personalize every negative statement you hear.

I go the extra mile at every opportunity. My work is important and I do it well. 1 2 3 4 5 What can you do to improve any question with a score of 3 or lower? 5 . 1 2 3 4 5 4. 1. 1 2 3 4 5 3. I am not a "Woe Is Me Person" (WIMP). 1 2 3 4 5 2. 1 2 3 4 5 8. 1 2 3 4 5 9. 1 2 3 4 5 6. I do not let negative situations dictate outcomes. 1 2 3 4 5 7. It remains constant. Providing quality service to others is a priority with me. One (1) representing strongly disagree to five (5) strongly agree. I work at treating all people with the same level of dignity. Providing services to others is enjoyable to me. 1 2 3 4 5 5. Nothing hinders my positive attitude. My personal enthusiasm is always high. 1 2 3 4 5 10. Dealing with difficult people is challenging but rewarding.ATTITUDE SNAPSHOT NOTES Circle the extent to which you agree or disagree with the following 10 statements.

They are intended to capture the essence of critical elements needed by managers to drive their business forward in a highly competitive and ever-changing market. knowledge. Capable of conducting detailed analysis on task and problems Recognize warning signs. Analyze and dissect courses of action. Delegate with clarity. 6 .BEHAVIORS OF SUCCESSFUL MANAGERS NOTES NOTES The following is a descriptive list of managerial behaviors. Explain what should be done and the reasons for the delegation. abilities. skills and competencies Match the developmental goals and objectives with individual and team developmental activities. Develop a course of action outline. emergencies and problems. issues. Make necessary adjustments and alterations. Delegate tasks or projects Delegate according to the individual’s skill. Create or take advantage of on-the-job opportunities to apply newly acquired skills. Identify the root of the problem. Gather sufficient quantity of relevant facts and information. Develop organizational talents. Evaluate the course of action and measure its success. Select the “most likely to succeed” course of action. Clearly define external customer and supplier expectations Listen to and understand external customer/supplier concerns. Consistently check with internal customer to ensure that their expectations are being met or exceeded. motivation and attitude. Consistently check with external customers and suppliers to ensure that their expectations are being met or exceeded Clearly define internal customer expectations Listen to and understand internal customers. Implement the best course of action. Clarify concerns. Provide the appropriate level of authority.

Develop and build upon the suggestions and ideas offered. Check for understanding of expected actions by periodically summarizing the intended actions. modify behavior to accommodate tasks. Develop understanding of new ideas and ways of looking at things. responsibility. Seek and build upon the innovative and creative ideas of individuals. groups. Gain and build commitment to new ideas and courses of action. and coaching. and individuals involved. situations. Establish and build rapport by communicating in a non-threatening manner. Expand individual responsibilities by giving assignments to the employees that increase their depth and responsibility within guidelines. Give slightly more than due credit to the originator of the suggestion or idea. while not removing responsibility for the action. and relevant. Establish and build trust through the sharing of respect. simple to understand. control of sufficient resources. Openly communicate facts and information with employees through informative two-way communication. and teams. Seek and solicit suggestions and ideas from individuals. Use controls and measures that are consistent with the organization's goals. timely.BEHAVIORS OF SUCCESSFUL MANAGERS (2) NOTES Empower individuals and teams Develop a sense of ownership in jobs by providing clear expectations. Check for agreement regarding the expected actions to be conducted. Follow up by monitoring progress/results and taking appropriate corrective actions Establish and maintain self-evaluation and feedback systems that encourage employees to evaluate and adjust their own performance. Establish and maintain procedures for monitoring processes and results. Use appropriate influence Inspire and guide individuals toward goal achievement. 7 .

BEHAVIORS OF SUCCESSFUL MANAGERS (3) NOTES
NOTES

Provide meeting leadership, management, and facilitation
Prepare for the meeting well in advance: Ensure dates times, and locations (with directions) are clarified; ensure participants are notified and agenda is published/distributed to all prior to meeting; coordinate room arrangements and recommended materials. Open all meetings by clearly explaining their purpose and importance. (Optional, if purpose/importance were included in the agenda that all participants received well prior to the meeting). Review any time periods specified for the meeting: start time, summary time, and target-end time (as a goal). Review the roles associated with the meeting: convener, facilitator, recorder, timekeeper, and the role, of all participants. Review the ground rules: sticking to the agenda; being as open and honest as possible; one person speaks at a time; listening before speaking; asking for clarification when the communications are unclear, etc. Repeat, paraphrase, or restate to clarify or confirm what is said and ensure understanding. Recognize individual contributions by ensuring that each individual has an equal opportunity to speak. Ask for ideas, alternatives, and suggestions and acknowledge each individual’s idea, alternative, or suggestion. Provide procedural suggestions to keep the meeting focused on its purpose or the agenda items being discussed. Solicit procedural suggestions from others. Use internal summaries of key points thus far mentioned. Close with a summary of the decisions reached; clearly specify the next steps to be completed, when they will be completed, and by whom. Follow-up with a complete meeting record prepared, reviewed, and distributed in a timely manner.

Conduct Negotiation
Clearly identify the concerns, interests, and issues of all parties as much as possible. Explore the underlying needs and positions of others. Clarify the specific points of agreement first. Make statements that demonstrate the clear understanding of the needs and positions of others.

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BEHAVIORS OF SUCCESSFUL MANAGERS (4)
NOTES

Disclose first from yourself personally, or from your position, to establish openness and trust. Reinforce the reciprocity of others, or very subtly question the lack of reciprocity of others. Work to achieve true collaboration whenever possible. If collaboration is not possible, work toward acceptable compromise of all parties. Keep arguments issue-oriented and not person-oriented by intervening to settle argumentative situations among participants.

Communicate orally
Communicate with clarity and brevity by presenting single ideas in a clear, concise, organized, and persuasive manner. Speak at an appropriate speed, volume, tone, and pitch to the target audience or key individual listener. Communicate nonverbally with congruence, using nonverbal keys—stand like a tree, maintain eye contact, use appropriate facial expressions, use appropriate gestures, use appropriate posture. Express confidence without being intimidating, superior, or nonchalant.

Communicate in writing
Communicate well so that the reader clearly understands the message. Present the ideas in a logical manner: Introduce the topic, provide supporting information, close with clarity. Ensure that the draft or final correspondence (memorandum, letter, report, etc.) has a little more than enough clarity and conciseness, and that the spelling, punctuation, and grammar are a little more than the norm of the organization. Ensure that written communications are appropriately drafted, written, reviewed, edited, proofed, finalized, signed, distributed, and filed for effective and efficient retrieval.

Demonstrate organizational systems awareness
Understand and maintain an organizational systems perspective by using one or two accepted systems models with these sub-systems: input, transformation, output, and feedback. Use this organizational systems perspective to monitor these factors: structure, numbers and information flow, decision-making, planning; budget, control, and measurement; threats and opportunities, and problem identification with positives and negatives for each factor.

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BEHAVIORS OF SUCCESSFUL MANAGERS (5) NOTES
NOTES

Use the organizational systems to direct organizational information. Recognize the needs and requirements of internal clients and external customers and suppliers. Evaluate the results of the organization as a system.

Manage continuous improvement and quality processes
Proactively collect data and information on customer requirements and the effectiveness of process or procedures. Involve others in the planning process. Encourage individuals to follow a systematic improvement process. Emphasize and take steps to build in quality earlier and earlier into the production and services processes. Provide education, training and reinforcement in the support of continuous improvement and total quality efforts.

Demonstrate teamwork and collaboration
Contribute to discussions, actions, and projects; respond positively to requests for information, suggestions, and assistance. Actively listen to the content and process of communications so that collaboration can occur. Disagree tactfully by focusing on facts, first those facts with which there is agreement, and then those facts with which there is conflict; avoid personal preference or self-interest. Share the credit for good ideas; acknowledge the contributions, creativity, experience, knowledge, skills, and abilities of others. Help resolve indifference, disagreements and open conflicts, by identifying common ground and then exploring differences.

Demonstrate visionary leadership
Communicate a clear vision of the desired future environment. Establish a clear set of organizational values that will influence dayto-day decisions. Gain commitment through enthusiastic communications about the vision, the desired future state, and key values. Build upon rational commitment by making the world of those individuals who support the vision and organizational values a little brighter.

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confusion and being overwhelmed Old problems.BARRIERS TO A POSITIVE CHANGE IN THE WORKPLACE NOTES Cold unfriendly work environment Inadequate job knowledge and poor work skills Outdated performance-appraisal system Emotional outbursts Lack of business and customer focus Open rude criticism Communication and listening problems Back-stabbing and back-biting Favoritism Lack of individualized recognition Grapevine gossip and loose lips Inadequate reward system Constant conflict. same remedies Frustration 11 .

or an opportunity. Model appropriate behaviors for receiving feedback. don't over-plan and over-rehearse your coaching session. Try the opposite approach of profiting from opportunities and building upon the learner's strengths. giving support. a problem. 12 . Most coaching conversations are framed as attempts at solving problems or overcoming the learner's weakness. Avoid giving advice. ask for some more. Listen actively and attentively. Communicate high expectations. Once you have a topic.” response. Practice building relationship skills. If you want to avoid appearing rigid and obsessive. ask the learner for ideas. Instead. Successful programs can lead to improved individual and team performance and increased levels of motivation. Have a general idea of your goal and invite the learner to suggest the specific process.. At the end of a coaching session. and never stop working on the relationship until you stop coaching. When coaching others. ask the learner for feedback about your coaching performance.. use "I" and not the generic "you" to talk about yourself. but . try to provide information that the person can use to chart his or her next course of action. relate your real experiences and stories. particularly listening. And change your behavior during your next coaching conversation. Never sit across the table from the person you are coaching because this suggests an adversarial relationship. Do not compare the performance of the person you are coaching to the performance of someone else. Advice usually brings out the ‘yes. Set up regular one-to-one meetings to develop a relationship and give the employee an opportunity to share with you. When the learner says that he or she has run out of ideas.COACHING TIPS NOTES NOTES Coaching highlights what people can readily achieve. Never start coaching until you have a working relationship with your employee. when doing so.

This will help diminish your emotions and keep them steady. Find a comfortable place on their face to rest your eyes and listen intently. EYE CONTACT ALERT SURVEY 1. Do you know where to look while being spoken to? 4. Do you know where to look when speaking to another individual? 2.COMMUNICATING: SENDING CLEAR MESSAGES NOTES The eyes are the windows to the soul. and your eyes will reflect your thoughts. Watch and analyze how other individuals’ eye communication patterns make you feel. Your self-esteem and friendliness will show through. Do you know where to look when presenting in front of a group? 3. To improve your communication effectiveness through eye contact. Ask family and friends how they feel about your eye communication. If you have a feeling of uneasiness with the person you are speaking to. Do you show sincerity and compassion through your eyes? 13 . Be cautious not to stare over the listener’s shoulder or look through them. Do you maintain eye contact long enough to build a level of respect between the two parties? 5. Think positive. Is it strong? Weak? Does it project confidence? Make a conscious effort to maintain eye contact with the person or persons you are speaking to for at least eight seconds before looking away. focus on the bridge of their nose or just above their eyebrows. practice several of the following recommended eye contact skill-builders daily.

COMMUNICATING: SENDING CLEAR MESSAGES (2) NOTES NOTES Body language and physical posture movements can either help or hinder effective communications. Messages and Movements Confidence and Authority Smiling intently Constant eye contact Leaning back with hands locked behind head Hands locked behind back Erect body stance Frustration Tapping of foot or fingers Wringing of hands Pacing back and forth Short. Immediately replace any negative movement you might have with one that communicates a more positive image. Review the following body language and posture messages that are visible to others. controlled breathing Running hands through hair Enthusiasm Arms extended. shallow breathing Self-Control Crossed and locked legs Eye pupils contracted Wrists gripped behind the back Fists clenched tight Lips pursed 14 . hands open Eyes very wide and alert Smile showing upper teeth Lively movements Body stance erect Anger Hard eye contact Nostrils flaring Hands clenched as fists Lips tightly pressed together Short.

COMMUNICATING: SENDING CLEAR MESSGES (3) NOTES Messages and Movements Openness Leaning forward when speaking or listening Uncrossed legs or arms Hands relaxed and opened Head nodding forward in agreement Moving physically closer Critical Assessment Chin in palm of hand Intense eye contact Thumb on chin. hands on thighs Doubt and Rejection Ear rubbing or tugging Touching nose Eyebrow rising Legs and arms crossed Squinting of eyes Evaluation Stroking of chin Pulling beard (if male) Sitting on the edge of a chair leaning forward Slightly tilted head Hand to cheek gesture Nervousness Pacing back and forth Constant clearing of throat Incongruent laugh Covering mouth with hand when speaking Twitching lips or face 15 . first finger over lips Body drawn back Lips pressed together Readiness Strongly leaning forward Standing with hands on hips Legs and feet slightly spread apart Facial expression project alertness When sitting.

0 = Not at all 1 = Small degree 2 = Moderate degree 3 = Large degree ___ Do we survey our guests to find out how satisfied they are with our service/products and ask for their suggestions for improvement? ___ Do we survey our staff to find out how satisfied they are with the working environment and ask for their suggestions for improvement? ___ Do we have a written mission statement or specific long-range goals that focus on our commitment to providing our guests with quality products and services? ___ Do we collect information on what poor quality and service costs our hotel in terms of lost guests. The higher the overall score. coaching. wasted time. Questionnaire: Use the following numbers to evaluate each question. the more customer-service focused the organization is. and so on)? ___ Do we put newly hired staff through an orientation process that stresses the importance of guest service in their specific jobs? ___ Do we have a computer system that supports our staff in providing fast and efficient service to our guests? ___ Do we have a process in place that allows us to make specific changes in our policies and procedures based on guest feedback? ___ Do we go out of our way to reward and recognize staff for their efforts on behalf of the guests? _____ Total Score 16 . The questions refer to the way things stand now.CUSTOMER-SERVICE COMPANY EVALUATION NOTES NOTES This questionnaire will help you discover specific areas in your business where you should be focusing your attention and give you a starting point in your journey toward greater guest service. not how you wish they were or how you think they may be in the future. Be sure to answer the questions from your individual point of view as honestly and objectively as possible. and reduced morale? ___ Do we train our front-line staff in telephone and face-to-face guestrelations skills? ___ Do we train our managers in the skills they need to support staff in providing excellent service (team building. delegation.

approachable and friendly. effectively satisfies customers. procedures. Communication Changes that affect the business relationship. Responsiveness Willingness to provide service. behave with integrity and trustworthiness. cooperative. customer friendly. Can-do spirit with sense of urgency. Courteous. Seeking fair treatment. Business practices inspire trust and confidence. and enthusiastic. 17 . new services are shared with customers. Competence Staff is experienced. Credibility Believable. resulting in higher satisfaction and lower service cycle times. Attitude Positive and flexible. Resolve problems quickly and effectively.CHARACTERISTICS OF WORLD CLASS SERVICE NOTES Accessibility Employees available when needed. Actions are ethical. Timely follow-up by appropriate person. Features/Innovation Introduce new desired services. Process for improvement. takes responsibility. policies.

the bank teller who chats on the phone to a friend while working on your transactions. Policies should create good. or the hotel front-desk employee who books you into a room that is already occupied.CUSTOMER SERVICE: DEALING WITH REALITY NOTES NOTES We have been there. Allow them to take action without fear of retribution. Those on the front line hold the key to vastly improving all services being extended to your customers. the customer's perception of the company will suffer. 18 . Collect information on customer perceptions about service being provided. Reality #2 Policies At Times Are Problems Review the company’s current customer-service policies to make sure they were designed to protect the business as well as the customer. If any link in the customer-service chain is corrupt. Uncommon problems? Not really. consider the following approaches to improvement within your organization. Reality #4 Latitude: A Must For Customer Service Contact Staff Who knows better how to properly service customers than those who interact with them daily. Analyze and develop an ongoing training program to sharpen employees’ responsiveness to customer needs. will between the two. To stop dealing with gray areas and focus on the realities of outstanding customer service. not bad. All regulations should position the company as the top service provider in the minds of its customers. aggravated by nasty customer service we have received—the fast-food attendant who provides the wrong drive-thru meal. Reality #3 Customer Service Is The Responsibility Of Everyone From the President/CEO to the newly hired employee just completing his or her first day's orientation. Reality #1 Customer Service Will Not Take Care Of Itself Everyone in the organization must become customer-sensitive and service-oriented. everybody must have a strong customer-service ethic.

Embrace change and promote the benefits.L. and reward openly. "Even with a solid developmental program. Remember. establish ongoing staff-training programs. Share the vision. hold people accountable to perform. not all people are suited for demanding. Clark 19 . Reality #7 Persistence Breaks Resistance Creating a customer-service organization will not happen at the snap of a finger. Not everyone is cut out to do this type of work. the image it projects. Select wisely and all parties will win. you’re interested in hiring more than just a heartbeat. The way it conducts its affairs. It takes a special attitude. customer-contact positions. and retain service-oriented people.CUSTOMER SERVICE: DEALING WITH REALITY (2) NOTES Reality #5 Take Pride in Selecting and Retaining The Right Staff Organizations must take the time needed to properly identify. interview. inner motivation. Reality #6 Company Reputation is Paramount To Success Organizations must be willing to give something back to the community as well as extract something out of it.” P. train. and commitment to have a servant’s heart. It will take time and patience. the environment it creates for its employees—all impact its visible character and reputation. select.

They have come to understand that the word TEAM doesn't have an “I” in it. and friendly and are willing to see the good in all people. They treat all customers with a high level of integrity. because they are the company mission statement. They continually work on enhancing their personal image and wisdom. They look upon situations from the customer's point of view. desiring and feeling. They are courteous. They listen for. They understand that customer-directed service involves the active participation of customers. providing assurance. They realize that customers want tangible service. They make others feel important through respect.CUSTOMER-SERVICE PROFESSIONALS STAND OUT BECAUSE: NOTES NOTES They take pride in their organization. what the customer is thinking. They do more than read the company mission statement. its products and services. recognition. They hold themselves accountable for their own actions and take their responsibilities seriously. They put forth extra effort and go the extra mile to ensure satisfaction. They know that securing a loyal customer base is a key challenge. They are interested in running a customer-service marathon. The organization is not seen as a “way-station” until something better comes along. 20 . not the customer-service sprint. polite. They consider what they do as a profession. They recognize that the customer defines customer satisfaction. it has value and makes a positive contribution to society. and are in tune to. and extending a welcome. appreciation.

This is an opportunity to think both “inside and outside of the box. Create a fun environment through games and toys along with positive reinforcement to encourage innovative thinking and “the sky's the limit” ideas.” “What ifs” are also solicited. Employees must feel that they are a vital asset of the organization and that their thoughts and thinking are valued by management. Everyone contributing is on a level playing field. Ideas are welcomed from everyone. Show them their increased involvement will pay dividends for them and the business. Hold periodic brainstorming meetings with all employees where snap judgments are suspended and “anything goes” in terms of proposing new ideas. Take time to get to know your employees on their terms. how they see existing processes. Understand their jobs. Here are some suggestions for creating a culture where internal solutions are more the norm than the exception. 21 . Support. Should you hear through the grapevine such comments as “upper management doesn’t really care” or “Why share anyway. Seek out employees for their help and ideas. Check the quality of the pudding. and encourage their application of knowledge to help your company run better. no matter how much or how little is given. Design contests to cultivate new ideas. or even two. thoughts and opinions. Make sure to acknowledge and recognize all contributors for their input. nurture. You may have to go the extra mile. in order to create the perception that management is receptive to their ideas and does value their input. You can define the problem to be solved or the area you seek information on.CAPITALIZING ON YOUR EMPLOYEES’ TALENTS NOTES Keep your people engaged. Possibly in the past they have been made to look foolish for a suggestion or possibly have had an “idea” stolen.” it’s time to go to work and correct this perception. Managers who stay in touch with “employee work reality” earn employee respect and friendship. and how they can be improved. they never listen. Many employees have ideas but are intimidated or afraid of coming forward to share them.

Live up to what you have promised and then over-deliver. new demands are placed on management to reevaluate payoffs from past programs and look beyond mere customer satisfaction to strong customer loyalty. Treat customers and co-workers as the most important part of the job. 7 Ways to Become a Customer-Service Role Model to Your Staff Begin the day with a positive mindset. Be consistent. Step into the customers’ shoes and see things through their eyes. provide coaching and reward. Control emotions. and support their efforts. Customer-Service Strategies to consider for implementation. in fact. 22 . Make your positive attitude infectious. Building loyalty requires consistency in customer-service performance at all levels of the organization. However. and walk the walk. share them. yield positive financial results specifically in repeat purchases. 7 Important Customer-Service Habits All Employees Need to Possess Always attempt to go the extra mile to ensure satisfaction. Always commit to the right thing.CUSTOMER SERVICE: THE LISTS OF SEVEN NOTES NOTES Customer satisfaction does. Be open and sociable. Don’t vent frustrations. communicate directly. Delegate decision-making to staff. due to continual competitive pressures. Show sincerity while listening to the customers’ questions/concerns. Talk the talk. even if it is costly. Be willing to admit to not knowing everything. Listen actively. Extend as many acceptable options as possible.

have an alternate option in the wings.CUSTOMER SERVICE: THE LISTS OF SEVEN (2) NOTES 7 Do’s and Don’ts of Customer-Service Language "I don't know the answer but I will find out for you. no means No. and need. "Call me back in 15. "I'm sorry." vs. "This is what the company allows me to do. desire. 23 . I understand. "I am busy." vs. I will be with you shortly. "That’s really not my job. but what do you expect me to do?" "Sir." vs. For every option. would you?" 7 Ways to Generate Sales with Customer Service Build interest. Listen to customers’ concerns and provide a solution to their liking. "I don't know. "Sorry." "I'll find someone to assist you" vs. Understand that at times. but you will have to speak to the manager on duty." "I'm more than happy to assist you. sorry." vs. Always promote the benefits to be received." "Let me tell you what I'm going to do for you. Use every customer-service opportunity as a sales opportunity. Can you come back in a few minutes?" "Would it be OK to call you back in several minutes?" vs. Paraphrase what has been heard to ensure understanding." I'm so sorry. Use open-ended and probing questions to extract useful information. Thanks for understanding" vs.

Unsatisfied customers will share a negative experience with at least 12 people. a high percentage will never buy again from the business that offended them. never to return. A majority of unhappy customers never complain. Keepers According to Research The average happy customer will talk about a pleasant experience that they have had for approximately one and a half years (18 months). They just go on their merry way. Of those who don't complain.CUSTOMER SERVICE: BE GLAD THEY TOLD YOU NOTES NOTES Customers Dictate Profits How a customer is treated and how a company backs up its public commitments to quality service will determine if a customer stays loyal to that company or begins to seek another service provider. It's the satisfied customer who builds your reputation! 24 .R. T. and 13% of those will tell more than 20 people. A high percentage of customers stop doing business with a service provider based on the way they were treated during a first contact. The average unhappy customer will remember an incident for approximately twenty-three and a half years (282 months).

not the method to accomplish it. It will also give you the opportunity to see how sharp their decision-making and problem-solving skills are. why it is important to complete the task in the manner prescribed. Give information on what you expect as the final outcome of the delegated task. Be clear on expected results. skills. whom to contact should a problem arise. 25 . there are basic approaches to delegation that. Assess the knowledge. and behaviors of subordinates. capabilities. However. give the employee freedom of choice. There is more than one way to skin a cat. become the backbone of effective management. when it needs to be completed. with practice. Assign the task. Let the employee complete the task in the manner he or she chooses. where help can be found. Take the time needed to select the right person for the task.DELEGATION: HALLMARK OF GOOD MANAGEMENT (1) NOTES Delegation is a must do for managers who desire their businesses and people to grow. Delegate the entire task outcome to a single individual. Delegate authority. As long as the end results are satisfactory to the manager (and within company performance guidelines). This will show the chosen one that you have faith in their ability and that you trust their judgment. and assign the task to that individual who will be stretched the most but also has an excellent chance of success. and how much trust you have that the task will be handled correctly.

not methods. Don't hover over subordinates. coaching and counseling. written and/or verbal progress reports from all direct reports. Keep communication lines open. Evaluate. Reports should cover what was accomplished from the last report date. as well. Regular staff meetings provide this ongoing feedback. Address insufficient performance. Require progress reports. Do not immediately yank the task back if the initial results are unsatisfactory. what goals are set for the next week and any potential issues.” Nurture along and give support. recognize. Evaluate results. Don’t be overbearing or intrusive. Have employee restate in his or her own terms what the end results should be when the task is completed. Set up weekly. Compare against your expected results. Continue to work with the employee and ensure they perceive the task as their responsibility. but sense what they're doing and support their checking in with you along the way.DELEGATION: HALLMARK OF GOOD MANAGEMENT(2) NOTES NOTES Ask employee for clarification. Some take longer than others to “get it” or “get the ball rolling. provide constructive criticism. 26 . Work on keeping your anxiety down. Commentary should be informative and detailed. and reward employees’ performance. and reward successes.

they can usually be tackled with some down-to-earth instruction or coaching. Negative conversations should be held in private or in a place where the employee will not be publicly embarrassed. It is not if it will happen as much as it is when it will happen. Reality is that all people want to succeed at their work and be recognized for it. you will find yourself toiling away in a very lonely workplace. You may need to reassign the problem-employee’s duties. Be sure that when you do deliver negative news that it addresses the individual’s actions and performance and is not a direct attack on the individual’s person or character. Such conduct needs serious action taken immediately.DIFFICULT EMPLOYEES NOTES Sooner or later every employee of yours is going to have one or more significant problems or challenges in the workplace. or with a positive. that you are helping and supporting them and not punishing and reprimanding them. There are those employees who just don’t get it (the job and their responsibilities) and are disruptive to the business. If you take the “carry the big stick” approach to every problem that arises. or hand deliver a written warning to the employee. This discussion should be designed to leave people feeling that you have a sincere interest in them. alter work schedules. When shortcomings or problems arise. The smartest route to take is to follow a structured discipline program (using the progressive discipline technique) that is part of your business’ policies and procedures. but frank. There is the possibility that you may even have to terminate the employee. 27 . which all employees have been made aware of while attending their new-hire orientation program. discussion of the issues at hand.

Maintain your level of professionalism. Attempt to see the problem through the other person's eyes. Whichever the case. Give yourself a positive self-talk that you are strong enough to handle whatever challenge is set before you. integrity. It might be something totally unrelated to the current situation. Always control your temper and manage your emotions. Some will crawl right under your skin. address issue. Take a look at your own emotions. it . WHEN DEALING WITH HYSTERIA Let the individual vent. while others will trigger your hot buttons. Do not talk company policy. Do not let their ego destroy yours. Are you adding fuel to the fire? Try to identify whether the individual is truly difficult or just being unreasonable. "Am I using my common sense in dealing with this individual?” Seek out the core of the problem. Use "selective" agreement. WHEN DEALING WITH EGOS Acknowledge individual(s) as VIP. WHEN DEALING WITH ABUSIVE LANGUAGE Ignore the language as much as possible. you can still manage to get through the ordeal if you use the following techniques: Ask yourself. and solve the problem. and core values. Take28 backstage.DEALING WITH PEOPLE YOU CAN'T STAND NOTES NOTES Not everyone you come in contact with will be a candidate for the "Personality of the Year" award.

employers frequently choose to address these subjects in their company personnel policies. This could be a perception call on the part of the plaintiff. Follow Company Policies and Procedures to the Letter There are numerous aspects of the employer-employee relationship that are not governed by any federal. New policies and procedures should be created with the guidance of a professional legal advisor. and local statutes and should be educated regularly in upholding and implementing them. procedures.DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY NOTES Managers can protect themselves from liability by following some practical guidelines for conduct and behavior in the workplace. because at the heart of every discrimination charge is the essential allegation that other persons outside of the plaintiff's protected class were treated differently than the plaintiff. For example. Once an employer has adopted new policies. or local law. and operations manuals. many states do not dictate the type of discipline that an employee must be given before a termination occurs. This should be a top priority in any manager’s mind. Managers can avoid liability by recognizing when such laws are implicated. what he or she perceives to be right is right unless proven otherwise. Whenever an employer departs from the normal course of treatment. This is why it is critical that all policies. however. state. and standards of operations are understood and handled consistently by all company management and supervisory personnel. It is management’s responsibility to be up-todate on governmental policies and regulations. 29 . state. Consistency Creates Continuity An employer's failure to demonstrate consistency in dealing with employees. However. he or she runs the risk of creating a discrimination action. such as when employees make valid requests for family and medical leave or for accommodations for disabilities. employee handbooks. they have arguably created a new law as it applies to their particular workplace. will lead to new employee problems. Understand the Law Managers must be familiar with federal.

Treat Employees With Common Courtesy and Dignity Managers should never forget that disciplinary actions. Terminations. and product formulas. reduction in force. Managers should avoid taking any additional steps that will rob the employee of his or her dignity. standing over the employee while the employee cleans out the desk. performance and personal learning plans and other progressive disciplinary steps. or termination will usually discover that the stated reason was not the real reason for the action. etc. This does not mean that employers cannot take precautionary measures to ensure that the employee does not cause harm to another co-worker or do damage to the company systems or equipment or does not take proprietary information offsite—data such as customer lists. Deal in Truths A fairly common and unfortunate management practice is to attempt a shortcut to disposing of a difficult and non-productive employee. filled with counseling and coaching sessions.DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (2) NOTES NOTES When Dealing with Employees. reassignment. However. or attendance problems. These might include terminating the employee at the height of the workday so that the employee is compelled to collect personal belongings and clean out the desk while co-workers look on. marketing or advertising strategies. Few things more strongly motivate employees to sue than the belief that they were not dealt with truthfully. however well deserved by the employee. managers should consider employee dignity in implementing these protective measures. are by their nature an attack on the employee's pride and self-esteem and thus difficult for the employee to receive. in particular. managers often seek an alternative basis for termination. No matter what the cause for termination. 30 . Because the road to a performance-based termination is cumbersome. and escorting the employee—or having a security officer escort the employee—to the parking lot. in most employees’ minds their actions did not warrant being let go and they justify to themselves why they should be given another chance. Employees who are not given a truthful reason for a demotion. such as a supposed job elimination. This is normally enough to trigger an employee’s emotions to take action. rules infraction. impose a significant emotional hardship on employees.

Once completed. managers often can diffuse potentially explosive situations. If during this time the employee becomes too emotional. hold onto an employee's garment or chair. Control Your Temper and Never React in Anger One of the greatest challenges in dealing with difficult employees is maintaining objectivity and emotional distance. And behaviors have an impact on our frame of mind. and performance brings about consequences.” It is always a good practice to permit employees to respond to disciplinary counseling. Our minds control our emotions. Remaining civil to one another is the best road to travel in these types of situations. By permitting employees to respond. Failure to observe this principle is unfair to the employee and carries several potentially negative consequences. well protected personnel file. Any such communications regarding an employee's poor performance should be relayed to the employee quietly. Remember. employees should never be reprimanded or terminated in front of third parties. as noted above. and in the strictest of confidence. seek to respond and present “their side of the story. emotions control our actions. Documentation of facts is critical in any workplace infraction. To avoid defamation suits. It is the responsibility of all managers to properly collect and catalogue all employee incidences and keep a copy of them in a confidential. having received some measure of disciplinary action. anger is one letter short of danger. Note that anger is a behavior. or physically usher an employee from a room. actions control our performance. postpone the conversation until tempers and emotions have had a chance to cool down. Moreover. a supervisor should never grab documents from an employee. which you want to avoid at all cost. details regarding the communication should be recorded and placed in the employee's personnel file.DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (3) NOTES Allow Employees To Voice Their Opinions Most employees. 31 . either verbally or in writing. Maintain Confidentiality Of Employee Discipline and Other Personal Information Employee discipline is a matter between an employee and the employer and should remain confidential. Managers should preclude the possibility of assault and battery charges by ensuring that employees are never physically touched. Acting in anger especially increases the likelihood of physical contact.

however. managers sometimes fail to use good judgment in dealing with employee issues. HR professionals can remind supervisors of the importance of these basic principles in avoiding liability not only for the company. or refer employee questions regarding employment rights and benefits to human resource professionals. wants. Henry Ford 32 . Human Resource departments are more than a support function of business operations. needs. By reviewing the above guidelines with management.DISCIPLINE: TIPS FOR AVOIDING PERSONAL LIABILITY (4) NOTES NOTES Utilize Your Human Resources Training and/or HR Department Managers and supervisors should be trained to ask questions. common sense in some workplaces is not so common. Think You Can’t: Either Way You’re Right. They are the guiding light that keeps management’s feet on the safe path when dealing with people’s emotions. This advice may well fall into the category of common sense. and expectations. In the midst of daily business pressures. Think You Can. HR professionals should seek opportunities to develop a strong working relationship with operational management and significantly decrease the number of potential employment actions that may arise in the workplace. but also for the individual manager.

Anxiety begins to set in. I will maintain my level of professionalism at all times. Not everybody will be in agreement. There are a number of options in dealing with this disagreement. It could be a dispute with a fellow worker. Which is best for all parties? I do not need to be argumentative in order to get my point across. My actions bring forth consequences. I will lead by personal example. going toe-to-toe with the boss. It is at this point that you must condition yourself to respond in a positive manner to both the people involved and the situation at hand. Respect will be given. Stress levels begin to hit an all time high. but we can find a common ground. or just a flat out disagreement with a stranger. Building trust will be my top priority.DISAGREEMENTS: WORKING THROUGH THEM NOTES All of us from time to time are called to step up to a difficult situation that has cropped up in the workplace. Thinking that will lead to acceptable resolution: I can rise above this situation and look at it from another viewpoint. and your tolerance in dealing with this conflict is hanging by a thin thread. It is possible for everyone to win. a personality clash with a customer. 33 . even if not received. I will be open and honest in my dealings. Blood pressure begins to rise. I will control my frame of mind.

Be cautious not to show favoritism to one side or the other. Remain neutral. Be very clear in expressing your feelings while managing your emotions. Gather your facts and support resources. Look at things through the supervisor's eyes. Keep a positive attitude.DISAGREEMENTS: WORKING THROUGH THEM (2) NOTES NOTES Being sensitive and tolerant to people and situations: Clash with the Supervisor • Do not become reactive. • • • • 34 . Work at establishing clear two-directional communications. Become an active listener and gather all pertinent facts. Take time to think. • • • • • • Friction between Workers • Acknowledge immediately a complaint or concern when it is brought to your attention. Become familiar with his or her expectations. Work toward a common place of agreement. Take time to cool down. Get both sides to collaborate and agree on a solution. Draft an outline of possible alternatives in handling the problem.

Voice Inflection. Follow up to secure a positive agreement between both parties. Take notes if needed (as a courtesy. Take corrective action. ask for permission).DISAGREEMENTS: WORKING THROUGH THEM (3) NOTES Conflict with a Customer • • • • Step up to the challenge head on. Posture. Sexual Orientation. Role in Society 35 . • • • • BE MINDFUL ABOUT BEING BIASED AGAINST OTHER PEOPLE IN AREAS OF: Attitude. Personal Interest. to clarify it with the customer. Gender. Race. Offer several solutions that will establish a positive outcome for both parties. Be willing to take ownership of the problem until it is resolved. Mannerisms. Be sensitive and sincere in your approach to the situation. Appearance. Age. Paraphrase what you hear. Seek understanding through questions.

57 would be Asian.7 billion people. all levels of management must be behind it. other times emotional space. 8 would be African. To extend hospitality means to meet others where they are. the following profiles would emerge: 89 would live in substandard housing. 1 would have a college education. 70 would not be able to read. If the world’s population were 5. it has no ending point. Hospitality allows space in which others are made to feel comfortable. In order to create a work environment that is supportive of the company's diversity initiative. changes.DIVERSITY: PART OF THE NORMAL WORKPLACE NOTES NOTES Diversity is about recognizing differences and accepting them. Sometimes this means physical space. not where we think they should be. 36 . 14 would be North or South American. 75 would never have made a phone call. A diversity initiative is a process that continually evolves. adapts. and grows over time and at the needs of the organization. This goes from the president to the most recently promoted supervisor. 70 would be non-white. A work environment that is open to diversity is one that is filled with the essence of hospitality. 21 would be European. Once started. 66 would be non-Christians. Being sensitive to various cultures’ wishes and expectations must be done across all borders. 50 would suffer from malnutrition. Diversity and inclusion are more than just a skin-color issue. distilled to a microcosm of 100 people.

Compensation packages should be clearly outlined. Performance Evaluations Make a rule that employee performance will be evaluated on a regular basis and findings will be shared. exempt. Establish timetables for reviews and ensure they are followed. and who is entitled to them. Never require that overtime be sanctioned in advance. The trick in making rules is to make good ones. explaining what they are. Wage laws require that overtime be paid for any labor over 40 hours regardless of whether it’s authorized by the employer. Be careful that your rules do not prohibit employees from discussing their salaries with one another. If you are treating your employees fairly and are competitive in the market place with you compensation packages. Standard Workweek Your rules should define the company’s workweek as the full seven-day period within which you calculate overtime. Company rules should also cover the posting of employee work schedules (where and when) and the accountability the employee has to the company and co-workers to honor that schedule. employees could refuse to work before nine. but some general guidelines apply to every business: Compensation: Salaries and Benefits The rules of your workplace should include a clear and precise description of salary guidelines.ESTABLISHING RULES NOTES One of the key areas of running a business efficiently is the establishment of rules for staff to abide by. good rules can help you and your employees avoid confusion and conflict. on the other hand. including information about how the salary and benefits structure was designed and when employees receive pay increases. Reason: If the rules limit the workweek to 40 hours Monday through Friday. morale-breaking. Bad rules can be oppressive. 37 . after five or on weekends. condescending. Differences between full-time. The right rules for your workplace depend in part on the type of work you do. Educate managers and supervisors on the proper steps of conducting an employee performance evaluation. confining and/or inefficient. salaried. this topic should never be an issue. Employees should understand that no work schedule can be altered without the consent of management. and non-exempt employees should be defined. Labor laws protect a worker’s rights to discuss such job-related issues with fellow workers. non-salaried. part-time.

That way you can keep the necessary help on hand during peak seasons and give people time off when they aren’t needed as badly. unwanted physical contact. Your rules should designate more than one person with whom an employee can register a complaint (in case the problem is arising from the individual’s immediate supervisor). and the display of sexually suggestive objects or pictures. This topic should be well defined in your company’s policy and procedures manual and your new employee orientation handbook. All time-off requests should be submitted to management in writing by the employee. Inform employees that deleted messages can be legally retrieved from the company system and be reviewed at the will of the company. establish a drug-testing program for the safety of all workers. Employees should receive a copy of both. Management will authorize emergency time off and each situation will be handled independently. Contact people should come from the areas of business operations and human resources. Since the integrity of the business is at stake. Company Equipment. Require that all e-mail be professional and courteous. Prohibit drug use on company premises or at any company function. If necessary. with adequate time for consideration. consequences for breaking such rules should be outlined. prohibiting its consumption except for designated times (holiday parties or company sponsored social events. Alcohol and Cigarettes Regulate the use of alcohol. Harassment: Sexual or Otherwise Prohibit sexually explicit comments and jokes. E-mail and Internet Use Establish rules about the use of any company business equipment for personal gain. 38 . Specify exactly where and when employees may smoke. Have rules in place pertaining to alcohol on work premises. Drugs. Also establish policies regarding whether e-mail and the Internet can be employed for personal reasons.ESTABLISHING RULES (2) NOTES NOTES Vacation or Other Time Off Establish a rule that says you must approve the timing and duration of employee vacations or other requested time off. etc). Note that you expect employees to arrive at work in an appropriate mental and physical condition.

can you furnish proof that you are over age 18? -What is the name and address of the person to be notified in case of an emergency? (Request only after the individual has been employed.Relatives’ names? Arrest and Conviction Disabilities Birth Date Emergency -Have you ever been arrested? -Do you have any disabilities? -Do you have 20-20 eyesight? -What is your date of birth? -What is the name and address of a family relative to be called in case you're hurt on the job? -Do you own your own home? Credit Record -Have your wages ever been garnished? -Ever declared bankruptcy? Military Record -What type of military discharge did you receive? -Are you legally eligible for employment in the United States? -Same as above. work experience did you receive while in the military? -Do you have responsibilities other than work that will conflict with specific job requirements such as traveling? For Reference Checking 39 . married. On the next two pages is a descriptive list of both acceptable and inappropriate questions. and what was the disposition of the case? -Can you perform the duties of the job you are applying for? -If hired. -Have you ever worked under a different name? -None -None -Have you ever been convicted of a crime? If so. -None -What type of education. gender. Remember.FAIR EMPLOYMENT LAWS: PRE-EMPLOYMENT QUESTIONS Be Cautious! Be Intelligent! Many states have fair employment laws that prohibit certain types of pre-employment questions. if the question is not job-related. These are questions that fall in the categories of national origin. divorced? -Do you have a car or truck? Citizenship/ National Origin -What is your national origin? -Where are your parents from? -What was your last name before you got married? -What is your father's surname? . religion. Attendance -Are there specific times that you cannot work? -Do you have pre-school aged children at home? -Are you single. veteran status. color. when. and race.) -None -Credit references may be used if in compliance with the Fair Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act Of 1996. TOPIC INAPPROPRIATE -Number of children? -Who is going to baby-sit the kids? ACCEPTABLE -What hours and days can you work? -What faith do you practice? Reliability. abandon it. where. training. age. Note that this listing is NOT all-inclusive. disability.

. religious affiliations. Mrs.? -What was your last home address? -How long did you reside there? -None -None Religion or Creed Gender -None -None Addresses -How long have you lived at your current address? -Do you own your own home? -What year did you graduate from high school. church. -None -Complexion or color of skin. hair? -How much do you weigh? -None -None -None -None -Do you have a high school diploma or equivalent? -Do you have a university or college degree? -Only permissible if there is a bona fide occupational qualification.FAIR EMPLOYMENT LAWS: PRE-EMPLOYMENT QUESTIONS (2) NOTES TOPIC INAPPROPRIATE -What is your native language? ACCEPTABLE Language -How did you acquire ability to read. societies and lodges you are a member of -Do you belong to a union? -Inquiry into languages applicant speaks and writes fluently. Education Personal 40 . write or speak a foreign language? -What are the clubs. -Do you wish to be addressed as Mr. -Have you ever filed a worker's compensation claim form? -Have you ever been injured on the job? -Inquiry into applicant's religious denomination. or Ms. Miss. trade school. or college? -What color are your eyes. pastor or religious holidays observed. parish. (If the job requires additional languages) Organizations Race or Color Worker's Compensation -Inquiry into applicant's membership in organizations the applicant considers relevant to his or her ability to perform job...

or procedures that I would change: • If I were the boss of this organization. policies.FEEDBACK FORM NOTES Want to know what your employees think about the organization? Ask! PERSONAL VIEWPOINT FEEDBACK FORM Date_________________________ Name (Optional)_______________________________________ Below is a set of questions related to important issues in our organization. I would: • The thing that I like best about working here: 41 . You will help us become a better employer by giving us your honest feedback. You ARE the organization. and your viewpoints are essential to our success. • The jobs I perform that seem unimportant: • In order for my department to become more efficient: • Where I see that supervision could be improved: • The demeaning rules.

provide guidance to change it. Do not judge. some people sincerely have a fear of flying and no statistics will convince them that it is safer traveling by air than traveling by car. We cannot expect people to change their personality in order to meet our expectations. An individual's behavior is something that can be physically seen. On the other hand. When people give advice. Both inference and perception are left up to our own personal interpretations. Most of the time. which creates a wall of defense that neither is able to penetrate. People accept advice as the status quo.GIVING CONSTRUCTIVE FEEDBACK NOTES NOTES Feedback should provide information from which the receiver can draw his or her own conclusions… Pay attention to what you see. remain neutral. Pay attention to behavior. when the behavior is inappropriate. with no other options to turn to. they sometimes take away the other person's freedom to decide for themselves what is the appropriate thing to do. what we believe is based on inference and perception. whether they realize it or not. The problem that arises is that what we believe to be true in our minds— accurate or not—becomes truth to us. For example. What we see is both real and factual. More harm than good is accomplished. a person's personality and character can only be speculated on. and. Be cautious of passing personal judgment. This will allow the other person the opportunity to consider for themselves their own behavior and to make the appropriate choice to change. nor do we have the right to criticize them for it. Providing information in a constructive manner. allows people to retain their freedom to use what was given to them as they so desire. Use feedback that informs rather than advises. however. 42 . not what you believe. Always take a neutral stance. snap judgments will bring on conflict between the two parties. However. People tend to judge using their own scale of values and standards. We do have the right to question behavior. not personality.

STRUCTURE FOR GIVING FEEDBACK Guidelines • Ask for their views on their own performance. It can only be beneficial. Quality feedback on one or two major areas that need improvement produce more results than quantity feedback on a half-dozen minor ones. the department etc. Outline what they actually did or said and provide specific examples.S. • • • • • 43 . the team. Come to a mutual agreement regarding how they could improve on what they did. Providing constructive feedback is part of the workplace communication process. their peers. discussing strengths and areas of improvement. Outline the impact or effect that they had on you. Feedback is useful as well as two directional. be open to their assessment of yours.S. Explain the situation or circumstance as seen. Ask for their opinions and comments and be an active listener.: Keep it simple … seriously! Provide feedback in digestible amounts. Talk the talk and walk the walk.I. Do not overload the amount of information given in a single feedback session. If you feel comfortable about sharing information with others regarding how they can improve their personal performance.GIVING CONSTRUCTIVE FEEDBACK (2) NOTES K. Too much information can hinder the priority-setting and decision-making processes.

fairness. and many other intangibles. emotional stability. Truthful and accurate sharing of feelings. career enhancement. Someone who works at building employee morale and self-esteem. and constant effort on your part. career counseling and coaching. morals. beliefs. should be an advocate for all of their employees. Someone who displays interest in employee problems. feelings. data. even if it costs them. Someone who strives for fair treatment of all employees. It takes commitment. whether they realize it or not. with employees’ help. and a supportive business partner in the workplace. time. to solve employee problems. With the variety of cultural backgrounds in today’s workplace. honesty. Someone who works diligently at respecting differences. what is a legitimate employee advocate? Following is a list of some behaviors that employees expect from a true advocate: Someone who shows sincere interest in their employees well being. ethics. Some ingredients involved in employee relations are communication (verbal and non-verbal). 44 . Someone who will do what is right for others. justice. and information can only lead to a positive relationship between individuals. Managers. expectations.THE “HUMAN” IN HUMAN RELATIONS NOTES NOTES The core of human (employee) relations is an ongoing personal-relationshipbuilding process. leadership. trust. But. truthfulness. Someone who attempts. talent. Someone who believes employees should be treated with respect and dignity. two-way line of communication. desire. it is extremely challenging for managers to place their finger on the definition of what constitutes human relations and people relationships. distress resolution. Factors Involved in Human Relations Communication The most important component of human relations is an open.

chaos creeps into the workplace. Trust is a feeling/emotion that is nurtured over time. No doubt this will begin to create a stressful work environment for the employees and may hinder performance. or do not understand a manager’s ethics. If managers never reach a level of trust with their employees. but the end results are well worth it. It takes work. Judgment means justice to all. No one likes to feel as if he is a second-class citizen or to be treated that way. and vice versa. Fairness Fairness simply means that all employees within the company are treated equally.THE “HUMAN” IN HUMAN RELATIONS (2) NOTES Trust The old question. No favoritism should be shown. Acknowledgment and concern about employee feelings toward work issues are an important part of establishing a relationship. who can I trust?" is something that should be taken seriously. under the same circumstances. To employees. fairness also means comparable (fair) wages and benefits for both men and women. "If I can’t trust you. Becoming familiar with their own emotions and feelings will help managers see things from their employees’ point of view. When employees begin second-guessing the actions of their managers. Emotions Managers should learn how to read employee behaviors and be sensitive to employee emotions. Ethics means specific moral choices to be made by an individual in his or her relationship with others. It is the willingness to take a chance. Trust takes time to build between individuals. by all management. Emotions stem from our frame of mind. It is the opening up of oneself to another. everything within the workplace will face compromise. Judgment and Ethics If employees do not support. This does not mean that superior performance should not be rewarded. they will indirectly question the manager's motives. single or married. 45 . Trust is something that is earned along with respect.

personal learning plans need to be drafted with a buy-in from the employee. Honesty is the best policy. The power behind this is what they believe to be accurate. As a matter of fact. and their uncertainties will affect performance. the best surprise is no surprise. Hostility Resolution Problems arise in all companies. With the fast pace of today’s work environment and the ever changing demands of the competitive marketplace. what to expect from their managers. as with rubber bands. 46 . people are pushed to their limits. perceptions are more important than reality. No one likes surprises unless they are good surprises. Once noted. Checkpoints and measurements to evaluate progress are essential. even when it may be uncomfortable for management or employees. Knowing the expectations of managers will greatly reduce employee stress. It is important that employees be well informed and told the truth. Employee beliefs. they become so stretched that they only thing they can do is snap. and have the right to know.THE “HUMAN” IN HUMAN RELATIONS (3) NOTES NOTES Perceptions and Beliefs In human relations. Sometimes. They need to know what their manager’s “hot buttons” are and what triggers them. Career counseling should begin with a skills assessment to evaluate both the strengths and areas of improvement of the individual. whether true or not. It is imperative that any sort of hostility be managed so that undue stress does not affect employees and their performance. Employees will act on what they perceive or believe. Good communication will ensure that employees’ beliefs are related to reality in the company. Career Counsel Career counseling and development will communicate to employees that the company cares about them on a personal level and is willing to invest in their future. Expectancy Factor Employees need to know.

Unionization of a company hinders management’s ability to manage and drives up the cost of doing business. Surge in Absenteeism Employee absenteeism drives up the cost of doing business through employee benefits. Increased absenteeism should flag management to possible staff morale problems or concern for company products and services. management opens that door by the way they treat their staff.THE “HUMAN” IN HUMAN RELATIONS (4) NOTES Consequences for Managers Who Pay No Attention to Human Relations Union Employees don’t bring unions into a business. individual managers can be found individually responsible and held accountable in a criminal or civil action. quality of service and workplace relationships. and a loss of performance. Costly Turnover Employee turnover drives up the cost of doing business through recruiting. In many situations. 47 . replacement workers. company performance. customer service. training and development. Litigation The cost of defending against litigation for allegations of wrongful employment actions can be astronomical and has driven many companies out of business. Unionization can be avoided if employers exercise common-sense thinking and exhibit good people skills. Such actions taken by disgruntled employees could result in criminal. but also tarnishes the reputation of the company in the local community. Managers should always take the threat of litigation seriously. civil. educating. and financial penalties. This not only causes embarrassment in the management ranks.

HOW TO MAINTAIN BUSINESS AND PERSONAL INTEGRITY 48 . what our likes and dislikes are. and to have a passion for the things we do. There is a new synergy that evolves within us when these two are combined and become as one in our thinking. What will guide our success is a combination of both our academic intelligence (IQ) and emotional make-up.THE “HUMAN” IN HUMAN RELATIONS (5) NOTES NOTES It’s All in the Way We Think! Five Outcomes bring forth consequences One Frame of Mind impacts our Emotions Four Performance impacts outcomes Two Emotions impact our actions Three Actions impact our performance It is critical for us to gain a better understanding of who we are.

Make it clear that skimming profits. Encourage people to stand up for what they believe. Make your commitment to product and service quality clear. Business practices that can help maintain your company’s integrity: Demonstrate a commitment to honesty. lying. Stand behind your promises. both internally and externally.NOTES Maintaining integrity means more than just prohibiting grand theft. and hold your employees to the same standard. INTERVIEWING QUESTIONS: SAMPLES 49 . Support a work atmosphere where honesty is the best policy. and justifying unethical business tactics are seen as unacceptable actions by any level of personnel in the company. fudging figures. and cheating have no place within the company and will not be tolerated under any circumstances. Tie rewards. let your word become your bond. Make it clear that stealing. Demonstrate openness and disclosure in all dealings. promotions and increases in responsibility and authority directly to performance.

) No: What disabilities do you have that would hinder you from working? Yes: Are you able to perform the essential functions of the job to which you are applying? (Be sure you tell the applicant what the essential functions are. can you adhere to it? (Be aware of any state laws that relate to smoking. because a legal liability may exist if an applicant claims that you were trying to determine her ethnic background and consequently didn't hire her because of it.) No: Do you have AIDS or are you HIV-positive? (There is no acceptable way to inquire about this.) No: What clubs. Some states prohibit an employer from excluding applicants for off-the-job smoking. organizations or associations do you belong to? Yes: What professional or trade groups do you belong to that you consider relevant to your ability to perform this job? No: Have you ever filed a worker’s compensation claim? (You may not ask this or any related question during the pre-offer stage. The first question is unacceptable and the second one is acceptable.) INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS 50 .) No: Do you smoke cigarettes? Cigars? Pipe? Yes: Our smoking policy is a state policy.NOTES NOTES The way in which questions are phrased is very important. The following are examples of acceptable and unacceptable interview questions.) No: What year did you graduate from high school? Yes: What schools have you attended? No: What is your maiden name? Yes: Have you ever been known by another name? (Only ask this question if you need to contact a former employer. or any other medical condition. No: Are you a citizen of the United States? Yes: Are you lawfully employable in the United States either by virtue of citizenship or by having authorization from the INS and the Labor Department? No: How old are you? Yes: Are you over the age of eighteen? No: Do you have any children? Yes: What are your child-care arrangements? (Questions about family status are not job related and should not be asked.

you have reviewed the company's employment application and aren't sure whether there is a need to ask some of the questions that are listed on the employment application. have a discriminatory effect by screening out minority applicants.O.) issued its Pre-Employment Inquiry Guidelines in 1981 and its Enforcement Guidance: Pre-Employment Disability-Related Questions and Medical Examinations in 1995. the interviewer should first ask himself: Is this information a "must have" in order to judge the applicant's qualifications? Will I be able to evaluate an applicant's skills level from this question(s)? Can I gain insight into the applicant's overall ability for the position? The Equal Employment Opportunity Commission (E. INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS (2) 51 .There are no job-related considerations that would justify asking an applicant a question based on race. female candidates. These address the issue of interview questions which. RACE .. It is of critical importance to conduct lawful employment interviews. because jury trial awards can have a devastating impact on your company's financial picture. if used in making a selection decision.NOTES You have been given key responsibility for conducting employment interviews at your place of work and would like to conduct all interviews in a professional and lawful manner. Also. The information to follow may be used to ensure that your company's employment application form asks for information from applicants in a lawful manner. which may give preference to individuals of their own religion. unless your organization is a religious institution. The guiding principle behind any applicant question: "Can the employer demonstrate a job-related necessity for asking the question?” In asking potential hires questions. RELIGION . older applicants and individuals with a disability.E.C.There are no job-related considerations that would justify asking about religious convictions. for the particular job in question. etc.

Questions relating to an applicant's arrest record are improper. and many states prohibit use of arrest records for employment decisions because they are inherently biased against applicants in protected classes. Questions as to availability to work should be job-related: "What are the actual hours you can work? What shift(s) can you work—morning. ARREST AND CONVICTION RECORDS . Specifically: • • • • Women are no longer protected under state wage/hour laws re: number of hours worked. etc. there are no appropriate questions based on the applicant's gender during the interview process. there are no permissible questions regarding an applicant's sexual preferences.E. Any hiring effort that is age-biased such as "recent graduate. if job related. has issued a Revised Policy Statement covering the use of conviction records by employers in making employment decisions: • The employer must establish a business necessity for use of an applicant's conviction record in its employment decision. 52 . HEIGHT AND/OR WEIGHT RESTRICTIONS . The E. or planning to have children at some future date.E. childcare and parental-care arrangements. are not appropriate. Questions on marital status. lifting restrictions.C. The E. AGE .These questions may support gender or national-origin-discrimination claims unless their relationship to specific job requirements can be demonstrated.C.Under the E. afternoon. In establishing business necessity.’s Age Discrimination Interpretive Rules issued in 1981.Under certain state and municipal laws. amount of time that has elapsed since the applicant's conviction and/or completion of sentence.E." or any question during the interview process that hinders employment because of age is unlawful. the employer must consider three factors to justify use of a conviction record: Nature and gravity of the offense for which convicted.Generally. In practice.O. a request for date of birth on the employment application is permissible. The Age Discrimination Act of 1967 bars discrimination against persons age 40 or over.O. this is not asked on applications. while questions of an applicant's conviction record may be asked.C. It is unlawful to deny a female applicant employment because she is expecting a child.. and specifics of the job in question as it relates to the nature of the offense committed. number of children in the family. etc. split? Can you work on holidays and/or weekends?” SEXUAL PREFERENCE .NOTES NOTES GENDER . as amended.O. with an appropriate disclaimer shown. evening.

You may only ask whether the applicant can perform the duties for the job in question.'s Revised Policy Statement eliminated the existing requirement that employers consider the applicant's prior employment history along with rehabilitation efforts.O. qualities.C.INTERVIEW AND EMPLOYMENT APPLICATION QUESTIONS (3) Notes • The E. length of service. Any employer who relies on consumer credit reports in its employment process must comply with the Fair Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act of 1996. attitudes and capabilities truly "FIT" the job requirement. or where he/she was born. NATIONAL ORGIN . MILITARY RECORD . DISABILITY .Interviewers should avoid questions that ask applicants if they own or rent a home or car. you may ask whether the applicant served in the military.E. unless financial considerations for the job in question exist.” Getvell Soona 53 . “The challenge that bosses face while interviewing a potential hire is identifying those candidates whose skills. final rank at time of discharge. FINANCIAL STATUS . and type of job experience and education received while in the service. plus the lapse of time between the conviction and current jobselection process. However. or if wages have been previously garnished. if any. You may ask if the applicant is eligible to work in the United States.You may not ask an applicant where his/her parents were born.You may not ask whether the applicant has a particular disability.You may not ask an applicant what kind of discharge they received from military service. The Revised Policy Statement requires that the employer consider job-relatedness of the conviction.

ZIP IT! Give the applicant time to speak. Try to ask questions that are thought provoking. Create an atmosphere where the applicant feels free to discuss what is on his or her mind. Is what they are saying and what they are feeling one in the same? 54 . one that is approachable at all times. Be safe. Only ask job-related questions. The purpose of an interview is to collect information. the more relaxed they will become with the process. The sure way to accomplish this is by creating a non-threatening atmosphere that allows the applicant to speak freely and openly. it probably is. The more time you spend with an applicant. Remember the 80-20 rule: Applicant speaks 80% of the time and the interviewer 20% of the time. Avoid leading questions. If the applicant feels comfortable. Keep an eye on the applicant's non-verbal communication. If you feel that the question you’re going to ask is outside the legal guidelines.INTERVIEWING: MOVING THE DISCUSSION ALONG NOTES NOTES Interviewers want to extract as much quality information as possible from the applicant. Remember. who's interviewing whom? Actions and emotions sometimes speak louder than words. you are seeking credible answers. Make the applicant feel at ease right from the beginning of the interview. the interviewer. That's okay. Use open-ended questions—those that an applicant cannot answer with just a simple yes or no. he or she will be more likely to share information with you. Some questions might be hard for them to answer. If these percentages differ. are doing all the talking. the type that will provide you the kind of information needed to make an informed hiring decision. This is hard to do if you. Project a positive and professional image. Keep the tempo of the session moving and come back to those questions later on in the interview. Some applicants tend to freeze up because of nervousness during the interviewing process.

personal appearance. Ponder the following: What is the candidate's overall appearance? Is he or she well groomed and neatly attired? Do they project themselves well? Is the candidate over. Sometimes the call is right on target. The quantity and pertinence of information given by the candidate. language and professionalism displayed by the candidate. take time to screen the applicant on the telephone. creative thinking skills. quietly evaluate the candidate’s personality. non-racist and devoid of cultural stereotyping? How much does the prospect try to control the interview? What quantity and quality of questions does the candidate ask during the interview? Are they well thought out? Do they have purpose? 55 . The manner in which the candidate accepts or declines the opportunity to talk personally about another position.KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHASES NPre-In NOTES Before scheduling a face-to-face interview with a potential candidate. The initial attitude. interpersonal skills and humor. Enter every interview with an open mind. it is human nature to perceive what we like and dislike about that person within the first 30-seconds of the encounter. As questions are being answered. but more times than not we miss the mark. During the Interview When we meet people for the first time. personal habits.or under-dressed for the interview? What type of attitude does the candidate project? Polite/courteous? Does the prospect have good communication and listening skills? Is the candidate's sense of humor nonsexist. The candidate's flexibility in arranging a time and place to meet for a personal interview. Use the telephone as an assessment tool. adaptability to questions. common courtesies. looking at such criteria as: The efficiency of the candidate on the telephone. voice.

and degrees and honors awarded? Has education been continual throughout the candidate's career? What are the candidate's strengths (including degree of expertise) versus the job description requirements? What is the candidate's compensation package level relative to years in the industry? Below market? On target? Above market? What have been the prospect's contributions to community groups and industry affiliations? Has he or she held positions of leadership? What is the extent of travel and understanding of other cultures? Has candidate participated in any company-sponsored recreational activities? What level of leadership qualities does the candidate exhibit? Relative to the candidate's past and present positions. does the candidate possess? What types of reading does the candidate do? Is the candidate aware of the opportunities the new position offers? Would you consider this individual a self-starter? A visionary? What is the candidate's attitude toward present and past employers? Is the candidate discreet when disclosing information about a past employer? How do the candidate’s work ethics match your business standards? Is this candidate able to describe present and past responsibilities accurately? To what degree? How much foresight did the candidate show regarding previous career moves? Were all moves logical and in the company's and candidate's best interest? How much flexibility does the candidate have regarding travel and willingness to relocate? What is the previous relocation history? What is the candidate's educational background. are their expectations for personal achievement reasonable? 56 . including colleges attended.KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHASES (2) NOTES NOTES How much knowledge of the industry/competition.

shed more light on the candidate's personality and skills? After all the information has been analyzed. in the right position. the big questions to ask are. How does this candidate measure up to other candidates who have applied for the position? Is this candidate best suited for the slot? Is a second interview warranted? Would a second interview. "Will there be a good fit between the candidate and the company?” and “How strong a bond can be established between the candidate. Compare both the achievements and position levels attained for individuals in the same age category as the candidate. there could be a number of “just-don’t-feel-right” things that could add up to a negative decision. "The caliber of people who work for your company will arguably have more impact on the success of your company than any other factor. take time to evaluate both the candidate and the information gathered. management’s goal is to get the right person." Bob Adams 57 . Determine the candidate's willingness to provide meaningful and objective references. conducted by someone else. other team-members and the management?” Although a candidate may look ideally qualified on paper.KEY POINTS NO INTERVIEWER SHOULD MISS: THREE PHRASES (3) NOTES Post-Interview Once the interviewing process has been completed. at the right time. Ultimately.

accurate information and assistance. AL 36130 PH: 334-242-8990 Fax: 334-242-3960 Internet: www. 649 Monroe Street. Box 303500 Montgomery. Room 204 Montgomery. pay and leave.dir. workplace safety and health.labor. pension and health benefits.O. and workplace injuries. business closures. In addition to answering general information.al.state.state.O. AK 99802-1149 PH: 907-465-2700 Fax: 907-465-2784 Internet: www. The Call Center provides nationwide toll-free assistance with questions about job loss.ak.us ALASKA Commissioner Department of Labor P. the Call Center will relay any specific inquiry to the proper office without delay. Main Call Center Number: Employment and Training Questions: Wage and Hour Questions: Workplace Safety and Health Questions: Energy Employees' Compensation Questions: Federal Employees' Compensation Questions: TTY number for all Department of Labor Questions: 1-866-4-USA-DOL 1-877-US-2JOBS 1-866-4-US-WAGE 1-800-321-OSHA 1-866-888-3322 1-866-999-3322 1-877-889-5627 State Labor Departments ALABAMA Commissioner Alabama Department of Labor P.LABOR: DOL NATIONAL CALL CENTER PHONE NUMBERS NOTES NOTES US Department of Labor National Call Center Phone Numbers The Department of Labor National Call Center provides workers and employers a way to get consistent. AL 36130-3500 PH: 334-242-3460 Fax: 334-240-3417 Director Department of Industrial Relations Industrial Relations Bldg.us 58 . Box 21149 Juneau.

. AZ 85005-9070 PH: 602-542-4515 Fax: 602-542-8097 Internet: www.O.coworkforce. 4 Floor Wilmington.ctdol. 9th Floor San Francisco. CT 06109-1114 P H: 860-263-6505 Fax: 860-263-6529 Internet: www.us 59 .DOL NATIONAL CALL CENTER PHONE NUMBERS (2) COLORADO ARIZONA Chairman Industrial Commission P.ci. CA 94102 PH: 415-703-5050 Fax: 415-703-5059 State Labor Commissioner Division of Labor Standards Enforcement Department of Industrial Relations 455 Golden Gate Ave. DE 19802 PH: 302-761-8200 Fax: 302-761-6621 Internet: www. Suite 3007 Washington.C. CO 80202-2117 PH: 303-318-8441 Fax: 303-318-8400 Internet: http://www.dir.state.state.dc. Box 19070 Phoenix. Tower 2.ar. Suite 375 Denver. Market Street..ct. NE.com CONNECTICUT Commissioner Labor Department 200 Folly Brook Boulevard Wethersfield.ca. AR 72205 PH: 501-682-4500 Fax: 501-682-4535 Internet: www. Box 19070 Phoenix.com CALIFORNIA Director Department of Industrial Relations 455 Golden Gate Ave. D.. AZ 85005-9070 PH: 602-542-4411 Fax: 602-542-3104 Director State Labor Department P.O. 20002 PH: 202-671-1900 Fax: 202-673-6993 Internet: does. Suite 400 Denver.washington.delawareworks. CO 80202-2117 PH: 303-318-8000 Fax: 303-318-8048 Director Labor Standards Office 1515 Arapahoe Street. CA 94102 PH: 415-703-4810 Fax: 415-703-4807 Internet: www.gov DISTRICT OF COLUMBIA Director Department of Employment Services Employment Security Building 54 New York Ave.us ARKANSAS Director Department of Labor 10421 West Markham Little Rock. 10th Floor San Francisco.state.us/labor DELAWARE Secretary Department of Labor 4425 N.az.ica.us Executive Director Department of Labor and Employment 1515 Arapahoe Street.

FL 32399-2129 PH: 850-488-7228 Fax: 850-921-3223 Internet: http://www.org/ or http://www. Box 9970 Tamuning.DOL NATIONAL CALL CENTER PHONE NUMBERS (3) NOTES FLORIDA Secretary Department of Business and Professional Regulation 1940 N. Room 321 Honolulu.il. Suite 100 107 East Madison St.state.state.id. LaSalle Street 13th Floor. Main Street Boise.E.us/dbpr/ or http://www. GU 96931-9970 PH: 671-475-0106 Fax: 671-477-2988 Internet: www.labor. Tallahassee.state.state.O.in. IL 60601 PH: 312-793-1808 Fax: 312-793-5257 Internet: www. N. DOL 160 N.Room 600 148 International Blvd..state. IN 46204-2739 PH: 317-232-2378 Fax: 317-233-5381 Internet: www.us/labor or teenworker. FL 32399-0750 PH: 850-488-3131 Fax: 850-487-4928 Internet: http://www.com (Employment related services) HAWAII Director Department of Labor and I Relations 830 Punchbowl Street. Tallahassee.us ILLINOIS Director.state.us/agency/idol GEORGIA Commissioner DOL Sussex Place .com (Farm labor and child labor) Director Agency for Workforce Innovation Caldwell Bldg.org GUAM Director DOL Government of Guam P.hi.labor.MyFlorida.floridajobs.ga.dlir. ID 83735-0001 PH: 208-334-6112 Fax: 208-334-6430 Internet: www.gov.fl. Monroe St. HI 96813 PH: 808-586-8865 Fax: 808-586-9099 Internet: www. GA 30303 PH: 404-656-3011 Fax: 404-656-2683 Internet: www.dol.MyFlorida.us INDIANA Commissioner DOL 402 West Washington Street Room W195 Indianapolis. Atlanta.us IDAHO Director DOL 317 W. Suite C-1300 Chicago..gu 60 .

us 61 .iowaworkforce. 1393 Fax: 410-333-0853 Ass't Secretary. MA 02108 PH: 617-727-6573 Fax: 617-727-1090 Internet: www.state.dllr. DOL Licensing and Regulation 500 N.us KENTUCKY Secretary Kentucky Labor Cabinet 1047 U. KS 66603 PH: 785-296-7474 Fax: 785-368-6294 Internet: www2. LA 70804-9094 PH: 225-342-3011 Fax: 225-342-3778 Internet: www.us Secretary. Rm 2112 Boston.htm or www. IA 50319-0209 PH: 515-281-5387 1-800-562-4692 Fax: 515-281-7995 Labor Commissioner Division of Labor Services 1000 East Grand Avenue Des Moines.me. 127 South.state.ma. Box 259 Augusta. MD 21201 PH: 410-767-2999 Fax: 410-767-2986 Internet: www.org/index. Hwy.hr.W.la.O.6th Floor Baltimore.us Director Department of Labor & Work Force Development 1 Ashburton Place. Topeka Boulevard Topeka.DOL NATIONAL CALL CENTER PHONE NUMBERS (4) IOWA Director Iowa Workforce Development 1000 East Grand Avenue Des Moines. DHR 401 S. Calvert Street. KY 40601 PH: 502-564-3070 Fax: 502-564-5387 Internet: www.org/labor MAINE Commissioner Department of Labor 20 Union Street P.kylabor. IA 50319 PH: 515-281-3606 Fax: 515-281-7995 Internet: www.state. ME 04333-0045 PH: 207-624-6400 Fax: 207-624-6449 Internet: http://www. .detma. Suite 4 Frankfort. ME 04332-0259 PH: 207-287-3787 Fax: 207-287-5292 Director Bureau of Labor Standards Department of Labor State House Station #45 Augusta.us/labor KANSAS MARYLAND Secretary. MD 21202 PH: 410-230-6020 ext.ldol. DOL Licensing Regulation Commissioner Division of Labor and Industry 1100 Eutaw St.state. Box 94094 Baton Rouge.O.state.net MASSACHUSETTS LOUISIANA Secretary Department of Labor P.ks.md.S. Suite 401 Baltimore.

MS 39296-5300 PH: 601-987-4258 Fax: 601-987-4233 Internet: www. MO 65102-0599 PH: 573-751-2461 Fax: 573-751-7806 Members of the Commission Labor and Industrial LIRC P.O. Box 1699 Jackson. Box 30004 Lansing.dolir.ms.state. DOL 550 South 16th Street Box 94600 Lincoln. Box 5300 Jackson.mn. Box 504 Jefferson City. Truman Boulevard Jefferson City.O. NE 68509-4600 PH: 402-471-3405 Fax: 402-471-2318 Internet: www.O.O.mo.mesc. Paul.O.DOL NATIONAL CALL CENTER PHONE NUMBERS (5) NOTES MICHIGAN Director Department of Consumer & Industry Services P. CIRC P.doli.ne.mwcc. MN 55155 PH: 651-284-5010 Fax: 651-282-5405 Internet: www.state.O.us Commissioner DOL and Industry P.O.mt.gov/bwuc MISSOURI Chairman.us/ 62 .state.state. Box 1728 Helena.us MINNESOTA Commissioner Department of Labor and Industry 443 Lafayette Road St.us NEBRASKA Commissioner. Box 599 Jefferson City.michigan. MO 65102-0504 PH: 573-751-9691 Fax: 573-751-4135 Internet: www.us MISSISSIPPI MONTANA Executive Director Employment Security Commission P. Box 599 3315 W.us Chairman Workers' Compensation Commission 1428 Lakeland Drive P.state. MI 48909 PH: 517-373-3034 Fax: 517-373-2129 Internet: www.state. MT 59624-1728 PH: 406-444-9091 Fax: 406-444-1394 Internet: http://dli. MS 39215-1699 PH: 601-961-7400 Fax: 601-961-7405 Internet: www.dol.ms. MO 65102-0599 PH: 573-751-2461 Fax: 573-751-7806 Director DOL & Industrial Relations P.

NH 03301 PH: 603-271-3171 Fax: 603-271-6852 Internet: www.com 63 . Room 500 Albany.labor.us/ Fax: 609-633-9271 Internet: www.state.html NEW MEXICO Secretary Department of Labor P.E. Box 1928 401 Broadway.us NORTH CAROLINA NEW JERSEY Commissioner New Jersey Dept.us/labor/index.DOL NATIONAL CALL CENTER PHONE NUMBERS (6) NEBRASKA Commissioner Department of Labor 550 South 16th Street Box 94600 Lincoln. Albuquerque. NV 89101-1050 PH: 702-486-2650 Fax: 702-486-2660 Internet: www. NC 27601-1092 PH: 919-807-2796 (toll-free NC only) 1-800NCLABOR Fax: 919-733-6197 Internet: www.state.O. Building 12. NE 68509-4600 PH: 402-471-3405 Fax: 402-471-2318 Internet: www.ny. NM 87103-1928 PH: 505-841-8409 Fax: 505-841-8491 Internet: www3.labor.html NEVADA Commissioner Office of the Nevada Labor Commissioner 555 E.ne.state. NJ 08625-0110 PH: 609-292-2323 Commissioner Department of Labor 4 West Edenton Street Raleigh. N. NY 10014-0675 PH: 212-352-6000 Internet: www.LaborCommissioner.state.O. Suite D P.nh.com NEW YORK Commissioner Department of Labor State Campus.us 345 Hudson Street New York. Washington Avenue Suite 4100 Las Vegas. NY 12240-0003 PH: 518-457-2741 Fax: 518-457-6908 NEW HAMPSHIRE Commissioner Department of Labor 95 Pleasant Street Concord.us/dol/dol_home.nclabor. of Labor John Fitch Plaza 13th Floor.nj.state.dol. Box 110 Trenton.nm.

us PENNSYLVANIA Secretary Department of Labor and Industry 1700 Labor and Industry Building 7th and Forster Streets Harrisburg.ok.boli.gov/oshdir/stateprogs/ Puerto_Rico. ND 58505-0340 PH: 701-328-2660 Fax: 701-328-2031 Internet: www. OK 73105-5212 PH: 405-528-1500.state. 406 Bismark.state.us/ohio/agen cy.us/~okdol RHODE ISLAND Director Department of Labor and Training 1511 Pontiac Avenue Cranston.osha. 23rd floor Columbus.state. 28th floor Columbus. 200 Fax: 405-528-5751 Internet: www.O.us OHIO Director Department of Commerce 77 South High St.det.or.state..nd. Box 3088 Hato Rey.state. OR 97232 PH: 503-731-4070 Fax: 503-731-4103 Internet: www.dli. RI 02920 PH: 401-462-8870 Fax: 401-462-8872 Internet: www. PR 00918 PH: 787-754-2119 or 2120 Fax: 787-753-9550 Internet: www. PA 17120 PH: 717-787-3756 Fax: 717-787-8826 Internet: www. ext.us/labor/ 800 NE Oregon Street #32 Portland. Dept.html OKLAHOMA Commissioner Department of Labor 4001 N. Lincoln Blvd.P.oh.us OREGON Commissioner Bureau of Labor and Industries 64 .state. Oklahoma City.htm PUERTO RICO Secretary Department of Labor & Human Resources Edificio Prudencio Rivera Martinez 505 Munoz Rivera Avenue G.ri.pa.. OH 43215 PH: 614-644-7053 Fax: 614-466-5650 Superintendant Division of Labor and Worker Safety 50 West Broad St. OH 43215 PH: 614-644-2239 Fax: 614-728-8639-5650 Internet: http://www.DOL NATIONAL CALL CENTER PHONE NUMBERS (7) NOTES NORTH DAKOTA Commissioner Department of Labor State Capitol Building 600 East Boulevard.

state.org/labor TENNESSEE Commissioner Department of Labor Andrew Johnson Tower 710 James Robertson Pky.state.usvi. DOLI Powers-Taylor Building 13 S.sc.llr.wa. TN 37243-0655 PH: 615-741-6642 Fax: 615-741-5078 Internet:www.ut.state. 8th Floor Nashville.state.us Commissioner Utah Labor Commission P.tx. Box 146610 Salt Lake City.us TEXAS Executive Director Texas Workforce Commission 101 East 15th Street.state.O. Rm 618 Austin.us WASHINGTON Director.labor. VI 00802-4612 PH: 340-773-1994. UT 84114-6610 PH: 801-530-6880 Fax: 801-530-6804 Internet: www. of Labor.. Building 110 Center View Drive P.tn. Richmond. U. TX 78778 PH: 512-463-0735 Fax: 512-475-2321 Commissioner Representing Labor Texas Workforce Commission 101 East 15th Street.O.us/dol/dol. VA 23219 PH: 804-786-2377 Fax: 804-371-6524 Internet: www. TX 78778 PH: 512-463-2829 Fax: 512-475-2152 Internet: www.vt.va. 13th St. Rm 674 Austin.us/labor-wfd/ VIRGINIA Commissioner. Box 44001 Olympia. VT 05620-3401 PH: 802-828-2288 Fax: 802-828-2195 Internet: www.gov 65 .htm VIRGIN ISLANDS Commissioner of Labor.us VERMONT Commissioner DOL&I National Life Building Drawer #20 Montpelier.Box 11329 Columbia. WA 98504-4001 PH: 360-902-4203 Fax: 360-902-4202 Internet: www.King St.dli. Croix.O. SC 29211-1329 PH: 803-896-4300 Fax: 803-896-4393 Internet: www.lni. DOL 21-23 Church St.DOL NATIONAL CALL CENTER PHONE NUMBERS (8) UTAH SOUTH CAROLINA Director Dept. Christiansted St.state. 230 Fax: 340-773-0094 Internet: www. Licensing & Regulations Synergy Center . SD 57501-2291 PH: 605-773-3101 Fax: 605-773-4211 Internet: www.sd. DOLI P. Ext.twc.us/labind SOUTH DAKOTA Secretary Department of Labor 700 Governors Drive Pierre.S.state.

25th Street Cheyenne.wi. WI 537077946 PH: 608-266-7552 Fax: 608-266-1784 Internet: www.us / A player’s effectiveness is directly related to his ability to be in the right place.wv. #400 x P. WY 82002 PH: 307-777-7672 Fax: 307-777-5805 Program Manager Labor Standards Department of Employment 1510 E Pershing West Wing Cheyenne.O. Author Unknown 66 .dwd. WV 25305 PH: 304-558-7890 Fax: 304-558-3797 Internet: www.us/labor WISCONSIN Secretary Department of Workforce Development 201 East Washington Avenue.us WYOMING Director Department of Employment Herschler Building. doing the right thing at the right moment. Room B749 Charleston. WY 82002 PH: 307-777-7261 Fax: 307-777-5633 Internet: http://wydoe. 2East 122 W.state.state. Box 7946 Madison.state.DOL NATIONAL CALL CENTER PHONE NUMBERS (9) NOTES WEST VIRGINIA Commissioner Division of Labor Bureau of Commerce State Capitol Complex Building #6. at the right time.wy.

Even if you win the battle. • This will encourage the speaker to continue sharing.LISTENING: HOW TO BECOME EFFECTIVE NOTES Easy to follow steps for effective listening Silence is Golden. Do not attempt to second-guess where the conversation is going. Watch your attitude. Show sincere interest. Listen to the entire message. you might loose the war. Be disciplined. It shows that you are interested in what is being said. Ask quality questions. or criticize. argue. Do not become defensive. Control your emotions. • You cannot actively listen if you are talking. Be open-minded to new ideas. • Show some empathy. Be quiet. See things from their side of the fence. • Do no interrupt or complete the speaker's thoughts for him. Begin listening to the speaker. Listen to understand rather than to reply. Hear what is being said and place value on the speaker's point of view. Give total undivided attention. • Don't fuss. Allow the speaker to talk. Maintain eye contact. Do not let outside influences distract you. • Do not become pre-occupied with other things. 67 .

Intelligent responses will become the norm.LISTENING: THE WAYS YOU BENEFIT NOTES NOTES Everybody has the potential to become a good listener." Relationships will be built on trust and respect. 68 . The ability to manage and control will be strengthened. Not everybody chooses to do so. Personal image and self-confidence will grow. Thought-Provoking Language. those who master listening techniques will become effective well-rounded communicators. Wasted effort. It takes concentration and participation but it is well worth it. In the long run. Flexibility and insight will be achieved. Humor and Laughter. TECHNIQUES TO DRAW OTHERS INTO ACTIVE LISTENING Eye Contact. Dealing with conflict situations will be less difficult. Expressive Body Language. Questions. Fewer errors will be made during the decision-making process. Demonstrations. Probing Questions. There are some exciting benefits that good listening can bring about in both personal and business relationships: Decisions are no longer made by "shooting from the hip. energy and resources will be reduced. Anyone can sharpen this skill if they set their mind to it.

lying and cheating.” D. "The man who only works for himself. Moody 69 . with himself. Hold all accountable for their personal actions.” or “Everybody does it this way.” Provide encouragement to all to stand up for what they believe is fair and right. by himself. Demonstrate a personal commitment to honesty. Increases in authority should be directly tied to an individual's performance.MAINTAINING WORKPLACE INTEGRITY NOTES There are a number of business practices that with steadfastness and commitment. Show disclosure in all transactions.L. Do not accept the excuses: “This is the way we have always done it. will help maintain workplace integrity. Establish ground rules to unacceptable behavior such as stealing. both external as well as internal. Rewards should be with great care and in such a way that they do not support favoritism. is going to get corrupted by the company he keeps.

Provide adequate instructions (both verbal and written). focused meetings regarding the projects or achievements that you are responsible for. most of us find ourselves working in companies with and for others. and let them know that they are doing things right. nor do you want to do them all.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL NOTES NOTES Unless you are a single proprietor and work totally alone. Use routine feedback to stay informed about what other people are doing in your area of responsibility and authority. Help others see how they will personally gain and benefit from doing a job. This is when they truly become energized. To be successful and to mutually achieve our goals we must be able to relate to others effectively. dedicated and doing a good job. You cannot do them all. Take time to catch people doing things right. Have regular. among others. where will you find the time to correct them later? Educate and train others to do jobs. 70 . as well as credit. If you don’t have time to do things right the first time. A rock pile ceases to be a rock pile the moment a single man contemplates it. Distribute tasks. Have expectations that others will succeed. It becomes a self-fulfilling prophecy when you believe others are loyal. These ideas will help you do just that. envisioning within him the image of a castle. Time is lost if things are not done correctly.

the service and yourself if the situation is not dealt with. then listen to what they have to say. It hurts them. Don't talk. 71 . no matter how large or small their contribution. Do not over-control others. just let people explain why they are doing the types of things they are doing. It is frustrating and infuriates them and is timeconsuming for you. Recognize and reward people for the results they produce. but don’t compromised service in the meantime. Manage by hitting the pavement. Your recipients will be surprised! Provide workers with open. and immediate feedback on their actual performance.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (2) NOTES Do not avoid talking to a weak performer. Practice active listening. especially on smaller items. Zero in on measurable results. direct. handwritten thank-you notes and memos. Make quality an obsession. Send personalized. the business. Take time to walk around and see what people are doing. not on activities or personalities. You will learn much.

If the idea comes from an employee. Never seek to place blame. not personality. Never ignore a concern of one of your people. You want them to take ownership of the change. Make it a personal rule and a challenge to respond to someone within 24 hours of hearing their request. When a problem occurs. include that person’s name for personal recognition. This increases commitment to make the change work after it is implemented. Put key ideas on small posters to hang around the office. help those who need help to help themselves in dealing with it. get them involved before making the actual change. While it may seem trivial to you. 72 . to the other person it is a problem that will continue to destroy their train of thought and twist their emotions. People will spend less time standing there reading. Keep memos on bulletin boards to a minimum. Tack up “must know. If it’s not broken don’t try to fix it. When things are going well. When you are going to make a change that affects others. Give employees an opportunity to speak their opinions and suggestions without fear of ridicule. Always focus on the problem.” not just “nice to know” items. reprisal or retribution.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (3) NOTES NOTES Manage by exception. leave the situation alone.

appreciate in value. Ask. the big ones are obvious and get taken care of. “Will you please do this for me?” instead of telling someone to do it.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (4) NOTES When the environment and your sincerity permit. If you give employees a well-organized and informative employee handbook. you will not be interrupted with their questions. Have salary tied into performance appraisal and accomplishing of set goals and objectives. 73 . with training and education. Pay attention to small details. Consider sharing distasteful tasks to reduce resentment and hard feelings. Eliminate private secretaries in favor of shared secretaries in order to make it easier to even out the workload. Employees are the only business resource that can. All other resources depreciate. People want to be involved in something important. give the person a hug or handshake. Give them a whole project or a significant piece of the project to work on.

Smile. Provide soft. The whole business shudders when the boss is frowning. Attach a sense of value to the task. In order to fly with the eagles you must “think lightly” and remove yourself from the company of buzzards. Likewise. Life is too short to be miserable. Work with each person to create standard operating procedures for their specific job. It then becomes more meaningful when they recognize their part in a greater vision. It will eliminate repetitious questions. 74 . lively background music—not slow. A warm smile and strong handshake break barriers. and not rock.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (5) NOTES NOTES Avoid asking others to do trivial personal tasks for you. Let people know why they are doing something. It helps you feel better and is contagious. it smiles when the boss does. Say “please” and “thank you” to those with whom you associate. Seriousness blocks productivity. Keep things "light" and have fun rather than being too serious.

Practice the platinum rule in interpersonal relationships: “Treat others. Practice the golden rule in business (and it’s not “THE MAN WITH THE GOLD RULES”): It is: “Treat others the way you would have them treat you.” People will be more apt to stay comfortable interacting with you when you are able to do things their preferred way. the way they want to be treated.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (6) NOTES To get a disorganized. If you are unable to reach agreement or get a commitment from another person in a meeting. The crew will then be focused. and 3) getting others to make an investment by having them participate in the planning. set in the right direction. Get others to commit to deadlines by asking. “Do I have your word that you will have that for me then?” Set the stage for cooperation from others by: 1) Introducing the idea. Giving people recognition generates energy within them.” Fairness will then be in your business. 75 . 2) Stimulating everyone by talking about it. They will then direct that energy toward increased productivity. coffee-drinking crew started off more efficiently. Nail down commitment by asking. but summarize your understanding in a confirming memo. agree to disagree. “When can you have that for me?” Then jot their answer down and hold them to it. begin each day with a 5 to 10 minute meeting at starting time. and can get right to work.

76 .” When you appreciate what someone has done. Let people know that their comments were taken seriously by posting a list of things that will be changed because of their sharing. unless facts prove otherwise. The cause may be beyond their control. If you know that a person will respond angrily to a particular comment. Don’t wait until the next time you see them. In other words. It will help this person grow. “Never kick a skunk. call them at home in the evening and personally thank them for what they did. let him or her know and put it in writing. Then challenge the staff person to research and decide what the best answer is. Be persistent and follow up.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (7) NOTES NOTES Always give people the benefit of the doubt. It is nonproductive and bad for the relationship. Encourage periods of uninterrupted activity such as a daily quiet hour in your department or work group. That way you can catch any problems while they are still small. This can then be added to their personnel file. Admit when you do not know the answer to a question posed by a staff member. avoid bringing it up. When you are away and find that some of your people did an exceptional job. Have an “employee opinion survey” conducted to determine how people view the organization. They may not be the cause of a problem.

Give them credit and recognition for their ideas. Be a positive model. Lead by example. This will help catch problems soon. 77 . Once a week or month. Friendly. at least praise the effort of the person so he or she will come up with future ideas. Walk your talk. before they become crises. If a new idea won't work. Be a member of the “5-F club” with others. Firm. Do not focus only on what is in it for the organization and yourself. however. Encourage your people to come up with new ideas and ways to do things. They will reflect this in their own behavior. as people are watching to see how you behave.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (8) NOTES When asking someone to do something. Be the kind of person whom others want to help and work for. The boss is the strongest model the employees have. Be seen as Fair. Remember. having Foresight. let them know what is in it for them and for the business. meet with each staff member to catch any problems or concerns the person may have. Be flexible and do whatever it takes to get the job done. not activities. Do not help others unless they need and ask for help. and being Fun to be around. do not allow them to dig a hole so deep that they will not be able to get out of it. results are what count.

Whenever you are having an important discussion with a person. things-to-do list. getting something done perfectly is not as important as getting it done. if not physically at least mentally. Have all discussions of a corrective nature in private. Perfection has a high cost and may not be worth it. Attempt to do something imperfect each day. the better the productivity and the more motivated the person. don't hurry. Treat people as people. Hire people with specific skills and interests that match what the business needs to have accomplished. It prevents future problems and misunderstandings. set a specific follow-up date and time and write it on your follow-up. The majority of us do this with very little effort. Never criticize an employee in front of his or her peers. Take the time needed to truly understand. before parting. not objects. Flaring in anger will drive others away. The better the match. 78 . When giving or receiving information.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (9) NOTES NOTES Generally speaking.

Encourage others to develop their plans of action and give you detailed explanations. Instead of asking someone. Let your people know you are there to help them. “What can you do for me on this project?” Do not be reluctant to discuss the need to improve performance with one of your people. Be sure to balance negative comments with more frequent positive comments. “What can I do for you?” ask. in which you discuss only how the individual may grow personally and how you and the organization may be able to support them in doing this. not to harass them. Telling people what you plan to do. Encourage individuals to compete against themselves to achieve more. 79 . Low morale in workers may be an indication that the boss is only talking about negative things or what's wrong. Let it be a personal challenge to become better as an individual. and when.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (10) NOTES Have regular "development discussions" with each of your people. Form an action team to address people's problems right away rather than letting things drag out and perhaps get worse. can be a catalyst for getting objections and input that you might not otherwise receive.

“What if . Stay informed of subordinates' needs and interests. Do things for others.. Have both a company and departmental orientation program. Ask questions creatively so that the person who is to take action is the one who suggests it. Projects can be more effectively designed and rotated when you are well informed. Let people know that you know they can do it. It will help them learn their way around as well as teach them where things are kept and why. 80 . Set up an orientation-training program for all new employees.. If individuals need some encouragement in taking action.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (11) NOTES NOTES Check the ratio of positive comments to negative comments that you make to your people. Consider using time off as a reward for getting things done ahead of time. ask them. Demand accountability. They will be more willing to do things for you. Purposely make more positive comments.” questions to help them see what choices of action are available.

agree. Take on someone else's routine so they can do what you need done without interruption. Ask others for their estimate of how long it will take to do a project. not simply a busy wheelspinner. fun activities and enjoy doing them with team members. and hold them accountable for that goal. agree on a “must do” list of activities to be completed. Just as with family members. Don't ask just anyone who is busy to get things done for you. 81 .MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (12) NOTES Set up incentives that reward desired performance. When possible. Believe in the goodness of people. Do not be quick to judge others. break large chores up into small. This is a doer. Before an employee leaves on vacation. look for the busy person who is getting results. Consider sharing ideas and responsibility with others rather than just getting someone to do it for you or just doing it yourself. Learn to listen carefully before coming to conclusions.

Consider an incentive plan to reward productivity gains. Then when you meet with or call them. Clearly communicate who you want to do what. For people you relate to regularly. and at what cost. Meditate for one minute before starting a new subject or project. and supervise. constantly taking care of them and telling them what to do. by when. Trust others to do things for you. deputize. Organize. you can review all the items that have accumulated on your list. Then identify who needs to know about it and when they are to be informed.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (13) NOTES NOTES Do not be a "baby sitter" of others. Focus on the task to be accomplished. Don’t worry about who gets the credit for completing a project. Don't do what you can get someone else to do by simply asking. 82 . keep a list of things you need to talk about. Recognize that you are not the only one who can do a job right. Challenge them and help them learn to think and do things for themselves.

When a supervisor does it. he's/she’s too busy. When employees make a mistake. When an employee pleases the boss. When a supervisor takes a long time. When doing something without being told. When a supervisor skips a few rules. Help others recognize their own importance. he's/she’s being cooperative. he's/she’s being firm. he's/she’s only human. When a supervisor makes a mistake. When a supervisor doesn't do it. When employees don't do it. This will nurture the relationships and provide motivation to support you in the future. an employee is overstepping authority. When an employee overlooks a rule of etiquette. Recognize your people on each of these dates. they’re slow. marriage and work anniversaries. Keep a list of birthdays. he’s/she’s being rude. Be sincerely interested in the people working for and with you. he's/she’s being original. they’re idiots. When a supervisor does the same thing. they’re lazy. he's/she’s thorough. and other special dates. When an employee takes a stand. that’s initiative. he’s/she’s apple-polishing. 83 . Mark your calendar prior to the actual date so you have time to prepare for it. he’s/she’s being bull-headed. When a supervisor pleases his/her boss. Differences Between Employees and Supervisors When employees take a long time. be sure to give it to all who were involved.MANAGE PEOPLE CORRECTLY AND THEY WILL EXCEL (14) NOTES When credit is given to you for completion of a project.

Many managers recommend that meeting agendas be as detailed as possible. If matters can be handled outside the meeting. Managers can use the meeting calendar to help impose discipline at meetings. Meeting Calendars A meeting calendar can help a manager who is running a meeting determine when reports will be given and schedule issues to be discussed in order of priority. Calendars can be duplicated and distributed to all participants. Communication Open communication between meeting attendees is important. meeting experts.MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE. Some agendas are more effective than others. It gives them a chance to review issues before the meeting begins and even get questions answered outside of the meeting. The person responsible for the presentation of each item should be noted. The items listed should not be merely sketchy notations indicating generally what is to be discussed. Meetings should start on time and end on time with respect to people’s available schedules. Simply putting down “discussion of weekly sales” is too vague and allows for too many unexpected issues to be brought up during a meeting. he or she should encourage participants to stick to it. A properly prepared agenda can have a tremendous influence on the meeting’s outcome. and books on the subject. These tools are ones that have been suggested by toplevel managers. Agendas It is nearly impossible to talk about effective meetings without discussing agendas. as should the expected length of time for its consideration at the meeting. NOTES NOTES There are several practical tools that anyone chairing a meeting can use to make a meeting more effective. but should be described at such length that the participants will know what to expect. While the manager may not want to forbid anything that is not scheduled. Meeting agendas should be carefully planned and orchestrated. Letting all participants see an agenda before the meeting begins helps them come prepared to each meeting. Due care must be given to keep the agenda of the meeting from becoming too full. they should be. If necessary. association resources. This keeps participants from feeling that every issue must be discussed at every meeting. 84 . questions can be jotted down and brought to the meeting for clarification.

MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE (2) NOTES Controlled Environments Many managers have found that they can manipulate the meeting’s physical environment to have a positive effect on the efficiency of meetings. etc. may resist Robert’s Rules of Order as too stifling or because they inhibit debate.” If participants can agree to something quickly. A danger to Robert’s Rules of Order is what is called “motion sickness. These might include contract renewals.S. Robert’s Rules can do just the opposite. No doubt. this forces all participants to prepare prior to attending the meeting. and the amenities available. Some people. They are ultimately meant to ensure that the majority is able to accomplish its goals while the views of the minority are protected and heard. Since that time. someone will feel obligated to say something. 85 . setting meeting times. House of Representatives. Meeting Procedures Every meeting must have some sort of procedure by which it is run. based on when and where meetings are held. However. The purpose for this is that participants have to be prepared to sell or support their position in the designated time.” Not all items require “motions. Consent Agendas For every item opened for discussion. not all items that come before a group need to be discussed. bylaws. Some managers conducting meetings use a three-minute egg timer when there is time to debate a topic. or policies. Robert’s Rules of Order have been generally accepted as an efficient way to run a group meeting. General Henry Robert developed meeting procedures in 1876 by adapting the rules followed by the U. though. However. One way to reduce the amount of time spent on these routine items is for the meeting facilitator or chairperson to develop a consent agenda. Even managers who don’t take things to such an extreme will note the difference in length and meeting efficiency. then they should do so and save the procedures for when they are needed. There are always routine actions that must be voted upon due to tradition. Some managers even go so far as to remove all chairs from a meeting room. ceremonial decrees. when used correctly. forcing participants to stand so that the meeting will go faster.

any participant can request that an item be removed from the consent agenda and opened for general discussion. All other items are voted on together.” Penny Lynn 86 . This enables participants to see whether there is a consensus and how other people are voting. It is important to note that the consent agenda should be used only to save time. not to push something through on an unaware team or board. the chairperson can ask. The only items that should be placed on a consent agenda are those that are highly likely to pass unanimously without discussion or amendment. When the meeting starts.MEETINGS: MAKING THEM INFORMATIVE AND WORTHWHILE (3) NOTES NOTES Consent Agendas (continued) The consent agenda is given to all participants before the meeting. “Choose always the way that seems the best. This method allows participants to work out any problems they have with the item between meetings instead of on the spot. since it reveals when a group is ready to vote. “Are you ready to vote?” The straw vote can cut down on discussion time. At the next meeting it can be brought up for a vote without any discussion. If there is a clear majority. The reward to implementing the tools discussed here can be a more effective meeting style. When the meeting facilitator or chairperson senses that there is a majority or consensus on an issue. often long before they realize they are ready. The first time an item is brought up it is either introduced without discussion (preferably at the end of a meeting) or introduced for discussion only. without further discussion. They can then come to a meeting more prepared and comfortable with their decision. however rough it may be. Straw Votes A straw vote is as much a consensus-building tool as a timesaving tool. Discussion-Only Items Some groups have found they can save time by bringing up an item at separate meetings. A straw vote involves introducing an issue and allowing a moderate amount of discussion. he or she can ask for a non-binding X or straw X-vote on the issue using a show of hands.

Making the proper decision regardless of personal cost. Diminishing Credibility Using a double set of standards. Giving priority to personal agendas. Providing non-support of any kind. 87 .MEASURING UP: MANAGERS TRUST AND CREDIBILITY NOTES The best ways for managers to build trust. Telling lies or half-truths. confidence in peers and staff. Being open-minded to creative and innovative thinking. and exhibiting. Having. and the quickest ways for them to lose credibility are as follows: Building Trust Maintaining integrity in all circumstances and situations. Abusing confidentiality. Showing that compassion and caring are part of character make-up. Being grounded in set in ways. Partnering and showing high levels of respect. Being disrespectful/condescending through actions and speech. Sharing the vision and establishing values among all. Providing minimal information. Making—and then breaking—commitments. Sharing goals so that personal agendas become secondary.

and attitudes. To be secure in their work environment. where the sum of the individual parts is greater together than if they stood alone. Workers today have a desire for fewer social divisions by rank. people need personal contact.MANAGING YOUR GREATEST ASSETS: THREE KEY PRINCIPLES NOTES NOTES Let's begin by saying that each manager plays an important role in shaping the work environment. If the company endorses one set of values. You know 1 + 1 = 3. Even when employees base their service attitudes on personal commitments. Managers must be well rooted in the company's philosophy and must understand the company's value system. and the feeling of belonging. they don't stay. 88 . Principle #1 Be a Role Model The impact a manager has on an employee's perception of the work area is everlasting. managers must not function under another set. It is remarkable to think that to employees a manager can be the greatest supervisor they've ever known or. at the other end of the spectrum. Either the manager is held in high esteem or he/she is not. they must believe in them and support them enthusiastically. A team structure supervised by participative management is the answer. the prevailing environment established by management influences them. feelings. Managers must realize that the employees they supervise are evaluating them. An interaction within a group strengthens the group. The most successful work areas are those in which workers feel a common bond with others in their peer group. How else can they communicate them to their service staffs? The ways managers communicate and direct their staffs will strongly influence the organization's culture and climate. opinions. friendship. Workers tend to migrate toward those individuals who possess or share similar interest. Principle #2 Create an Environment Where Workers Feel Secure Establish a work atmosphere that builds synergistically. the worst. If they feel they are a third party or don't belong. Not only must they know them. It is important to realize that what managers do often communicates values more strongly than what they say.

” EMPLOYEE EXPECTATIONS Personal & Company goals as one. Quality treatment as individuals. All this. that they as individuals are important to the organization's success. Responsibility & Autonomy 89 . Fewer social divisions based on rank. Dignity & Respect. They must not feel like interchangeable clones “just doing a service job. No doubt the greatest thing managers can give their staff members is a healthy dose of self-esteem. how to activate their 'on' buttons.MANAGING YOUR GREATEST ASSETS: THREE KEY PRINCIPLES (2) NOTES Principle #3 Treat Workers with Dignity Every employee in your organization is worthy of your respect. Each deserves to be treated as an adult and not as a piece of equipment. Innovative & Creative work environments. A voice in change and policies that affect them. through strong orientation/reinforcement programs. their position is important to the success of the organization. Workers need to be convinced that whatever position they hold. The mindset of workers should be one of pride in position and pride in self. Fair competition. while maintaining a professional image themselves. Self-centered concerns for career satisfaction. Camaraderie with co-workers. They must also come to believe. Good advice to managers: Compliment and praise in public. and what will bring satisfaction to them in the workplace (rewards other than pay). Management must be familiar with each staff member in order to know what makes each of them tick.

Be willing to take the time to meet with. Provide honest and specific feedback about the performance of the employee. and strategies for competing in the marketplace and how the person fits in with the overall plan. upcoming products. and actively listen to. Set no time limits. fairly and adequately. Take a moment to personally thank employees for doing a good job. while creating a friendly work environment. Allow innovation and creative thinking. do it often and be sincere. Recognize personal performance achievements. Provide information about how the company makes and loses money. Allow employees to have responsibility and accountability for their work. Do this face to face. Delegate authority for decision-making.MOTIVATING OTHERS NOTES NOTES Today's employees may not need a pay increase as much as they desire a personal pat-on-the-back from their manager for a job well done. Reward 90 . employees. verbally. the department. especially when those decisions will have a direct impact on them. and the company. in writing or both. Listed below are some proven motivational techniques that managers can use to stimulate their staffs. Involve employees in the decision-making processes of the company. Do it in a timely manner. Create a work environment that is respectful and trusting.

An exaggeration of the effects/difficulties encountered. Willingness to accommodate necessary change. Signs of De-motivation Apathy and indifference to work. Unstinting cooperation in overcoming problems. A lack of cooperation in dealing with problems or difficulties. Willingness to accept responsibility. It is what makes them put real effort and energy into what they do. Getting people to do willingly—and well—those things that have to be done: Signs of Motivation High performance and results being consistently achieved. A poor time-keeping and absenteeism record.MOTIVATING OTHERS (2) NOTES What is Motivation? Motivation is what makes a person do something. 91 . depending on the particular mixture of influences on them at any given moment. enthusiasm and determination to succeed. Unjustified resistance to change. It varies in nature and intensity from individual to individual. The energy.

MOTIVATING OTHERS (3) NOTES
NOTES

THERE ARE FOUR KINDS OF PEOPLE IN THE WORLD
1) People who WATCH things happen. 2) People TO WHOM things happen. 3) People WHO DO NOT KNOW what is happening!

4) People who MAKE things happen!

To make things happen through other people, you must be aware of how you can get people to work willingly and well to increase individual satisfaction in the job and the organization's efficiency.

Management Must Make Subordinates Feel Valued
By regularly monitoring their subordinate’s work. By sharing an interest in subordinates’ lives and in whatever they see as important. By creating an atmosphere of approval and cooperation. By ensuring every subordinate understands the importance of his or her contribution to objectives. By ensuring every subordinate understands the function and philosophy of the organization and why work matters.

Management Must Provide Opportunities For Advancement By setting standards and targets for all subordinates. By providing on- and off-job training. By arranging any necessary internal and external contacts. By using subordinates to coach others in their specialist skills. By structuring or grouping tasks to use the subordinate's skills to the fullest.

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MOTIVATING OTHERS (4)
NOTES

Management Must Recognize Achievement
By praising and communicating individual successes. By reporting regularly on the team's progress. By conducting regular meetings to monitor and counsel an individual's progress toward targets. By expanding the organization's results and achievements.

Management Must Provide A Challenge
By setting extending objectives. By providing scope for the individuals to take a greater responsibility. By encouraging ideas, and where practical, allowing subordinates responsibility for implementing them. By nurturing an environment that requires innovation and creativity on the subordinate's part. By holding subordinates accountable through measurable results.

"I was going to buy a copy of the 'The Power of Positive Thinking' and I thought… …What the heck good would that do?” Ronnie Shakes

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MOTIVATING OTHERS (5) NOTES
NOTES

Management: In the Way of Productivity

What does management do, or fail to do, that is likely to get in the way of employee productivity? Productivity suffers because management:

Fails to supervise work closely. Detail is no longer a strict priority and the unacceptable slips through.

Does not involve workers in workplace decisions. Mindset is that workers should do what they are told and not think for themselves.

Ignores good employee job performance. Compliments are few and far between.

Does not advance or promote workers to levels where the workers can make the greatest contribution back to the organization while maximizing their skill potentials.

Fails to educate and train employees adequately for the positions they hold. “Why train them? They’re going to quit anyway.”

Does not screen and hire the right people.

Does not take time to understand employees’ concerns and expectations

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or gossip maliciously to people in your network Establish affiliations of mutual advantage. Don’t burn any bridges. Later. note on the back of the business card when you met the person. Acknowledge others' contributions publicly.NETWORKING: MASTERING THE ART NOTES Here are some suggestions for mastering the art of networking Choose your networking partners carefully. Don't whine. Start giving before you need to receive. Share the limelight. and anything that you promised to do. Find common ground. Step back and evaluate the worth of different people as part of your network. complain. Do your homework so you don't waste the time of people in your network. Always be courteous and considerate with those in your network. Go to the places that the people you wish to meet go to. Read all business cards given you. Be natural and don’t oversell. 95 .

policies and procedures. how to schedule an employee physical and what to expect. 96 . The orientation session is the best opportunity managers have to assure the new employee that he made the right decision to work for your company. company newsletter. Discuss career growth opportunities. office supplies. etc. computer password. telephone. Distribution of employee handbook (have copy signed for). parking lots. values and standards. and overview of what the company does. here's a checklist of topics you may want to cover in your New Employee Orientation Program. Explain services and products. tuition reimbursement. and by whom employees are evaluated. employee locker room. Orientation Topics Company history. retirement. vacation time. uniform distribution department and cafeteria. Review of benefits package. How and where to obtain an identification badge. Point out the closest restroom. A tour of the facility. Review of compensation procedures: pay periods. and how and when to punch time cards or complete time sheets. Discuss company training programs. If required. direct deposit. and parking pass. medical provider brochures. Summary of performance appraisals system: how. Discuss how appraisals tie into compensation. and credit union flyers.NEW-EMPLOYEE ORIENTATION PROGRAM NOTES NOTES To make sure that you will not forget anything important. Career development information. such as an overview of possible career paths and resource library offerings. including health insurance. showing where the new employee fits into the picture. sick time. pager. when. e-mail account. philosophy. Overview of the industry and its future. Organizational chart.

Floor plan of workplace. These items should be updated on a regular basis and include the following. Copy of any company magazine. its services and products. and email addresses that employees would need immediate access to. Copy of the company standards of conduct. Copy of the New Employee Orientation Handbook. Copies of position job descriptions. Copy of company core values. Overview of any training and development programs offered by the organization and scheduling dates. lingo. Copy of current company policy and procedure manual (with new updates). monthly publication. newsletter. Information on unions (if applicable). ethical stance and vision. Copies of any HR forms that the employee might need to fill out with sample copies of completed forms. 97 . and glossary terms unique to the organization. phone numbers. A listing of names.NEW-EMPLOYEE ORIENTATION (2) NOTES Key Elements Found in a Supervisor's New Employee Orientation Kit Every supervisor should have a treasure chest of information readily available in order to answer any question that might be addressed during a new employee orientation session. A listing of industry jargon. Examples of disciplinary action forms. Examples of performance appraisal forms. Copy of the company mission statement. Copy of the company's organizational chart with names and positions filled in.

where can my current position lead me? What special skills will I need to learn and master in order to secure my position with the company? What job equipment will I be taught to use? What does the future of the company really look like? What makes this organization better than the competition? What can I do in order to be seen as a team player by my co-workers and management? What types of things does my supervisor frown upon? How long might it take for me to advance to the position of supervisor? How often will my job responsibilities change? Will I be compensated for taking on the extra work? How long before I can earn a position like yours? 98 . what other type of company benefits will I be eligible to receive? When will I have the opportunity to take a look at my job description? How current is it? Over time.NEW-EMPLOYEE ORIENTATION (3) NOTES NOTES Questions That Might Be Asked During A New Employee Orientation…Are You Prepared? Who will I be reporting to and what is their position? What types of training will I be receiving (how often) and who will be my instructor? How will I know if I am living up to the company’s and my bosses’ expectations with my performance? Over time.

It is important for employees to know about the competition and to be knowledgeable about the industry when talking to customers. or off-site. Don’t miss this opportunity. Orientation programs can take place in-house.NEW-EMPLOYEE ORIENTATION (4) NOTES Orientation: How to Create One of Value All new hires have a plethora of questions about the internal structure of their new company. or do they always look outside for new leadership? Are there regularly scheduled educational and training programs in place for employees’ personal and professional development? Are flextime and telecommuting acceptable? Does the company have a well-balanced worklife policy? 99 . make sure it occurs during a new employee’s first week on the job. at the actual workplace location. with audio-visual tools such as informational videos. overhead transparencies or slides. However you structure your orientation program. or simple discussion and question-and-answer time. where it is today. And make sure the program covers the following areas: The Welcome. Give an overview of where the company was. Company History. Company Culture. A well-designed orientation program can answer many of those questions and start new employees off with the right frame of mind and a sense of purpose. the culture it functions under. This is the first step in building a long-term relationship with the new hire. Industry Snapshot. co-workers and potential business contacts. This is both the company’s and your chance to make new employees feel comfortable and motivated. PowerPoint presentations. It is the only time that you have to secure in the mind of the new employee that they made the right decision to work for your company.and short-range goals. While speaking of the future. through role-playing activities or simulations. Be sure to cover activities both inside and outside the employee’s department. share your thoughts as to where the new employee fits in company growth and goals. What makes the company tick? Does management believe in innovative and creative thinking or does it function on onedirectional communication? Does the company support promotion from within. and tie together how all departments are in support of one another. and the plans for tomorrow. They should understand the products and services that the company provides and the benefits behind those products and services. and its long.

the employee carries the same type of expectations on the company. Customer Benefits # Employees will possess a positive service attitude. # Customers will get what they want. Management Benefits # Aids in reducing amount of turnover. when they want it. supervisors must realize that just as they have expectations on the performance of the employee." Happy employees are productive employees. # Lays a foundation on which an employee can grow personally and professionally. # Company atmosphere will be user-friendly. However. There is a lot of high energy. # Lends understanding of boss's expectations. # Ensures that employee understands performance standards. wants. how they want it. when hiring a new employee. Employee Benefits # Becomes a team member on day one. # Gives every employee consistency in information. enthusiasm and expectation carried by the joining employee. # Provides a foundation from which supervisors work. # Consistency in services and products will be received. # Confirms in the mind of the employee that they made the right decision to work for the company. # Helps motivate employee and builds self-esteem. # Senses the strong commitment of management support. # Provides workers with basic information about the company and the job.NEW-EMPLOYEE ORIENTATION (5) NOTES NOTES Everybody Wins with a New-Employee Orientation The first day of employment at a new company—a career opportunity—is always exciting. # Defines policies and procedure with clarity. # Eliminates unrealistic expectations. # Lays a sound foundation regarding company values and standards. # Aids in creating other personal relationships. emotion. # Relationships will be built upon trust. 100 . and expectations will be met. The challenge for the supervisor is to create in the mind of the employee that the company has become the "employer of choice. # Personal needs. # Ensures supervisors stay current on organizational change. BENEFITS OF A QUALITY NEW-EMPLOYEE ORIENTATION Company Benefits # Helps retain the employees' positive image of the company. # Creates a structured development process.

Job vacancy has occurred due to a termination. Using a number of recruitment techniques and Identifying and using a variety of recruiting and retention methods for attracting quality internal candidates. This can be accomplished by: Projecting the companies manpower needs by each and every department. ponder whether another position should pick up these job duties or whether these duties should be eliminated altogether.RECRUITMENT STRATEGIES NOTES Needs Assessment The need to hire an employee can arise from various events such as voluntary or involuntary termination. increased workload. employment applications. Recruitment Strategies Recruitment strategies should always be designed to meet company demands. Ensuring that all job descriptions are complete and up to date. Strategies must be tied to operational. and applicant tracking forms. Requiring that all company personnel involved in one way or another with prospective hires attend educational classes on EEO requirements and restrictions. What is the value of the task being assigned? Can the position be changed to part-time or temporary status? How critical was the position to the overall operations? Was it a position to support convenience or necessity? If a new position is created as a result of additional responsibilities or increased workload. Identifying the company recruiting activities that will take place over Twelve-month period and developing a budget that will support these activities. Reviewing all company policies that surround the recruiting process. the first step in the recruitment process should be to evaluate the need to hire a new employee. Therefore. and affirmative action objectives and goals. or restructuring of a department or position that results in the need for additional skills and/or abilities current employees do not possess. Updating all company forms that support the recruitment process: job requisition forms. First. 101 . company. the company should consider restructuring the department to accommodate the changes without an addition to staff.

• Educational Institutions • High Schools are an excellent source of supply for both co-op students and clerical employees. Junior colleges and universities are an excellent source for entrylevel. They are not as effective as other types of classified advertising methods. send open position notices to guidance counselors. and sales employees. Vocational schools educate and train students in a variety of skills such as secretarial. Network with the school faculty. Always comply with all civil rights and labor laws. Qualifications and job duties must be specified and presented in such a way that it will attract the interest of qualified candidates. CAUTION: Job advertisements must not include any reference to race. administrative. Seek out students involved in work-study programs or night classes. Contact campus professional and social clubs. religion. color. College placement offices help alumni with job availability information. data entry. mechanics. Avoid "Blind Ads" if possible. or suggest termination only for cause. professional. age. Become involved in JOB FAIRS. and some also provide a free listing service to employers seeking job applicants. Colleges are a great place to check if you are in need of temporary or summer help. cost can be minimal. If classified is written properly. • • 102 . national origin. and computers. build a personal relationship with both teachers and coaches. electronics. CAUTION: Ads should not contain language that suggests lifetime (permanent) employment.RECRUITMENT STRATEGIES (2) NOTES NOTES Most Common Recruitment Methods Classified Advertising • • • • • Most popular method for recruiting external applicants. or disability. sex.

or on contingency agreement. Company representatives must be skilled interviewers who can quickly determine whether a potential candidate should be invited back for a more extensive interview. or organizations such as the Urban League to supply a listing of potential candidates with specific skills and experience. normally six months. and private companies often sponsor job fairs.RECRUITMENT STRATEGIES (3) NOTES Job Fairs • Industry associations. consulting/search firms. Community organizations such as the YWCA. Normally a fee is paid for services rendered if the candidate who is referred is ultimately hired. flat fee. and area church associations can supply leads on candidates who possess specific skills and abilities. 103 . Employment Agencies (Private) and Search Firms • • Typically used by employers to assist in identifying qualified candidates for a specific job opening. which allow a wide range of employers and prospective employees to have an opportunity to meet in one setting. • State Agencies • • The state employment services and/or unemployment offices may be a good source of recruitment for companies. local community centers. • Labor and Community Organizations • Affirmative action employers may look to the NAACP. YMCA. Agencies can be a cost effective method of attracting candidates. Most agencies provide pre-screening and testing of prospective candidates. if the candidate is hired and remains employed for a specific amount of time. Employee Referral Program • • Effective and cost-efficient way of attracting qualified candidates. Program provides a monetary reward to employees who refer candidates for employment. Fees can be based on percent of income.

which post job listings Company websites Industry-related websites News groups Chat-room locations Career and resume super-sites Search engines Recruitment Sources • Additional locations to seek out and find quality applicants: Local Youth Groups Ad in community "Penny-Saver" 104 . minimum qualifications. • • • Trade Association • Usually you can post job openings with the trade association that represents your industry. Posting must be placed in an area that is available and visible to all employees. and overview of job duties and task. experience and educational background required for the position. Postings should contain the following critical information: Accurate position description. career-minded individuals. Posting programs is the easiest.RECRUITMENT STRATEGIES (4) NOTES NOTES Internal Job Posting • Organizations that support promoting from within typically find it easier to attract and then retain ambitions. • Online Recruiting Sites • There are a number of online recruiting venues for employers on the World Wide Web: Newspapers. and most accurate technique to use when seeking to identify quality internal candidates. Trade association members are more likely to possess the job experience you are looking for. quickest. They might even be familiar with your company.

This applies even to state agencies. Consideration may be given to oral and written agreements between the parties as well as the terms and conditions required by law.RECRUITMENT STRATETIES (5) NOTES Recruitment Sources (continued) • • • • • • • • • • • • • • • • • • Apartment complexes. which will limit the company's exposure in the event of a claim of discrimination against the agency. Therefore. Recruitment agencies are often considered representatives of the employer. employers should be selective when choosing a recruitment agency. 105 . It is a good idea for an employer to require a written agreement from the recruitment agency and to insert protective language. housing developments State Hotel Association/State Restaurant Association Local and regional Human Resources Associations Businesses “GOING OUT OF BUSINESS” Military agencies (Reserves/National Guard) Exercise centers Child care centers Libraries Senior Citizen groups (AARP) Agencies for the disabled Any high school or college student organization Chambers of Commerce Community welcome groups Home placement agencies Real estate companies (agents to new arrivals) Women’s and men's social groups Social services organizations Competitor's establishments Employers and recruitment agencies are governed by laws prohibiting discrimination in employment. An employer may be liable for the illegal actions of any agency acting on the employer's behalf. townhouse complexes.

106 . I extend common courtesies to everyone. I project high self-esteem. I strive to have a positive self-image. what steps can you take to improve yourself? Circle the answer that best represents how you feel now. I have excellent body posture. I look for ways to improve myself every day. I handle conflict well. I possess a strong sense of pride in my work. I have excellent personal hygiene.PROFESSIONAL IMAGE NOTES NOTES How many of the following statements are true when evaluating your own professional image? For those that are false. I control my language even when I am angry. I project warmth in my smile. TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE I have confidence in my capabilities. I am very open to self-development. I am rational in my thinking. I have a positive attitude when with others. I make certain my appearance is acceptable. I look for ways to aid and support others. I have an understanding personality.

Exit Interview Program COMPENSATION TOOLS Frequency and amount of salary increases Adaptation to salary structure “At Gamble” compensation 107 . Pay for performance." Truer words were never spoken for today's management when it comes to the responsibility of recruiting and retaining a quality workforce. Based on meeting objectives set on Personal Learning Plans (PLPs) and tied to company business objectives. They must have creative and innovative plans that will meet the needs. Continually access amounts of minimum. Following are options to ponder: Retention Tools EMPLOYEE RELATIONS TOOLS “Cease and desist” letters Intellectual Property Agreement and Non-competes In-house focus groups DESCRIPTION Outlined and written by legal council from executive management to counterpart. The level of success managers will achieve will be directly related to their ability to predict the company's future needs for talent. i.e. make appropriate changes. To be based on available workforce. Responsibility of both HR Department and department manager. Establish target percentile for pay structures in the marketplace. and expectations set by their workers. follow-up mandatory. and then do something about it. highly technical personnel/uniquely skilled individuals. you'll get run over if you just sit there. confidentiality critical. Correlate desired performance and percentage of pay increase. geographic radius. Retention planning can be designed using a variety of strategies. Identify trends. wants. issues. number of years. midpoint and maximum pay ranges. Verify if legally defensible. and expectations. Ensure equal treatment to all workplace personnel. market movement.RETENTION TOOLS NOTES "Even if you're on the right track. Variables: scope of job in industry. Neutral facilitator. DESCRIPTION Accelerated schedule/amount for vulnerable groups. concerns. and economic factors surrounding the recruiting area. 6-10 participants. credibility critical. Evaluate work environment. For both exempt and nonexempt personnel. structured agenda. Be keenly aware of competition's pay programs.

Employee signs prior to receiving benefits. Increase percent of reimbursement. litigation nullify contract. fees. Funding on packages can vary by level of position. range of courses covered. Allows time for salary structure to advance based on changes in the marketplace. Employees can choose between the package of services and the cash value.or project work. Employee promises to remain at company for contracted period of time. Lower deductibles. spending accounts for health care and child care expenses. Provide extra compensation without affecting salary structure. Consistency is important. Company commits lump sum or annual cash payments. preventive services. Reimburse for books. 108 . Receives one time payout for entire year. higher co-pays. Misconduct. After "x" years. Prorate contribution levels based on service. Employee agrees to pay back training tuition funded by company if they leave voluntarily before a contracted period of time. Offer onsite courses on your premises given by local college. company pays entire premium. Results in slower movement in the grade.RETENTION TOOLS(2) NOTES NOTES COMPENSATION TOOLS Lump sum layout Retention bonuses and contracts Sign-on bonuses Relocation payback agreement Technical training payback agreements Spot cash awards Career counseling and outplacement packages BENEFIT TOOLS Alter waiting period to qualify for benefits Base amount of company-paid premiums on tenure Tuition reimbursements DESCRIPTION Employee is at or near the end of salary grade. No stipulation if or when company will provide on a continual basis. poor performance. Surprise element has great impact. Employee signs prior to receiving training To award a special accomplishment. Employee agrees to pay back relocation benefits received if they leave the company voluntarily before a contracted period of time. DESCRIPTION Shorten or eliminate waiting period on group health coverage. non-cash perks. Granted upon hire.

grocery shopping.RETENTION TOOLS (3) NOTES BENEFIT TOOLS Introduce new programs Subsidized child care On-site employees services: on-premises dry cleaning. etc. Working for another employer during the leave should be prohibited. banking. life insurance benefits for the terminally ill. vacation. Possible options include referrals. develop check points and deliverables to ensure meaningful experience. Return to same or different position in the company. on-site discounts for off-site care. Sometimes a transitional day is scheduled where both parties work the same day. states value of all compensation and benefit plans. Core hours when everyone must be at work. Assign specific tasks. take-out catering “Total Compensation” Statements SCHEDULING TOOLS Sabbaticals Paid internships Leaves of absence Flexible scheduling arrangements Job shares Rotational assignments DESCRIPTION Stock-purchase plans. Make job offer prior to graduation. legal insurance. 109 . Can be used for initial training or to enrich existing assignment. Unusual plans are no longer restricted to nonexempts. good communications between individuals a must. work week. Generally unpaid. stock options. DESCRIPTION Paid or unpaid. Research any liability issues. legal exposure for companies with non-solicitation rules. May give employee window of opportunity to pursue personal or career issue. floating hours at either end. long-term care insurance. Clear expectations. “Hidden Paycheck” theme. grants. Split workday. financial planning. benefits for same-sex partners. Issued to each employee annually. Encourage research projects. Can be earned after attainment of service level. company liability. Watch for heavy administration. Offer to college juniors and above during summers. shift. contractors. company paid taxes. pursue areas of special interest. could prevent resignation. Good communications/teamwork in work group is a must. Prevent burnout. Company pays all or part of cost.

Review career options regularly. think-tank environment. fair hearing process. Can be used as a team award or incentive. If possible. Save office space.RETENTION TOOLS (4) NOTES NOTES SCHEDULING TOOLS On-call arrangements Virtual office/telecommuting WORKPLACE ENHANCEMENT TOOLS Relaxed dress code Separate locations for technical groups Redeployment versus terminations Meaningful new hire orientations. Restores a feeling of control to employees and reduces third-party claims and legal expense. Requires skillful manager to be successful. but what he becomes by it” J. Communicate values and create a road map for success. increased flexibility for employees.” Vary pay rates for being on call and for reporting. Make employees accountable for their own future. “The highest reward for man’s toil is not what he gets for it. pinch hit for unexpected absences. Off-site. Liberates “techies” from traditional corporate world. A basic that is often overlooked. Use attrition and volunteers for transition packages to prevent terminations. Retrain to learn new skills. Peer review councils. timely appraisals. Be sure to define expectations. and create career ladders within job families. Ruskin 110 . Strengthen management development program. commitment to training. Hard to control productivity. Liability and equipment issues. Timely performance appraisals Effective dispute resolution procedures Effective career pathing DESCRIPTION Existing staff. Strategic decisions needed about who you want to exit and when. Tie employee’s raises to meaningful. Infuse culture of the organization. Provide tools needed to get there. “Virtual arrangements. DESCRIPTION On selected days or every day. structure job around skills of displaced worker.

Treat people with special intent and tell them. “Are you challenged. Justify the numbers. volunteers. Develop a personal growth plan for every employee. Realize the relationship among attraction. mature adults. Calculate the cost and impact of staff turnover. listened to. Conduct post-exit interviews to find out why employees really leave. Shift retention responsibility to managers and employees. Practice random acts of attention and recognition. Identify and fix inadequate managers and supervisors. Ask people what made them decide to stick around. Treat top performers like free agents.RETENTION TOOLS (5) NOT NOTES More Retention Tools to Choose From Measure/reward managers (teams) for attracting. Ask employees. and retention. Involve headhunters and recruiters in identifying businesses weaknesses/strengths. Ponder it! Ask people to stay. Buy all who manage people the Nelson’s 1001 Ways to Reward book. Employees are #1. “Are you challenged. 111 . Terminate non-performers and low-producers. Do a roadblock to productivity survey. Hold all management accountable for employee turnover. loyalty. listened to. Provide mingle time between high performers and top management. and recognized?” Use employee focus groups to identify personal and workplace issues. satisfaction. and recognized?” Have HR ask employees. and to inform you before they consider leaving. developing and retaining the best.

Place an ad in your community newspaper thanking your employees for a job well done.RETENTION TOOLS (6) NOTES NOTES More Retention Tools to Choose From: Establish a firm employee-orientation program. how would they run the business. Have managers educated in techniques for retaining employees. 112 . Ask employees if they were the boss.” Develop “if you decide to leave. it is rarely ever “just the money. Ask employees who among them might be considering abandoning ship. Develop constructive confrontation skills among your employees. Remember. Have a social gathering for all new hires and their families. Develop internal "smoke detectors" for employee-relations problems. Institute part-time job rotations for full-time employees and short-term assignment programs. Hire with a wide range of people characteristics in mind. and work area ready before he or she starts. Teach employees how to say no to your competitors who are looking to recruit them. so that they will stay. Understand how your people learn best. Ask employees what they want to see more or less of in the workplace. Share important business information with your employees. business cards. Have the new employee’s computer. Communicate daily. you loose” reasons in the minds of your employees. Increase your employees’ learning ability and speed.

Create an “overdue” for recognition/promotion list. Hire your competitor’s best recruiters away so they can’t hurt you. Treat employees with the attention of a first date. 113 . Involve and recognize the family: Get the spouse to be a retention anchor. ( non-employees).RETENTION TOOLS (7) NOTES More Retention Tools to Choose From: Have employees share their career dreams and aspirations. Offer referral bonuses to customers. Identify the unique needs of diverse employees and tailor programs to make them feel needed and part of the team. frequent absenteeism. Offer “stay on” bonuses to encourage high performing people to finish projects. Set outrageous goals (turnover of 0% top and 100% of bottom performers). Develop a list of turnover predictors: leaving early. Develop a listing of business “traumas” that are causes in increasing turnover. etc. Don’t pay retention bonuses unless you make them “happy” with their job first. Do a quarterly “human asset” review (turnover = assets out the door). Use headhunters to “validate” industry compensation packages. Be flexible on international retention practices. Pre-qualify internal candidates for promotions to lessen anxiety and turnover. Remind employees on a regular basis why this is a great place to work and how the business has their best interest in mind. completion of advance degree. updating of resume. etc. rejection of promotion. Do a “heartbeat” e-mail survey to gauge morale issues. Increase the quality of “first 60 days” welcome/employee-orientation activities. Involve recruiters in the long-term retention of those they recruited. suppliers.

The first step in reducing employee turnover is to measure the efficiency of your company’s hiring practices. The key to good turnover control is controlling how much and who falls through the cracks.” Evaluate the work atmosphere.REDUCING STAFF TURNOVER NOTES NOTES What can you do to help reduce staff turnover? Let’s see: Review your company’s policy of compensation. Turnover will never be totally eliminated. Is it about or below the industry standard? Where does it stand in relation to the competitive job market? In the beginning. and expectations? Fine-tune the hiring process. looking at it from a long-term perspective. It is normally a combination of things that entice an employee to stay at “home. Some turnover within an organization is healthy. 114 . Staff turnover is something that all managers will have to deal with at one time or another. are they valued to build self-esteem? Is there a level of trust between management and employees? In times of turbulence. compensation alone may not necessarily create a loyal. does management stand behind all employees? Does the company treat employees as their greatest asset? Are employees sincerely recognized for their contributions? Is constructive feedback given on a regular basis? Are personal learning plans put in place for employee growth? Are company policies flexible to support employees’ needs. Is the company making effective hiring and placement decisions? Does the company really know the characteristics they are looking for in a new hire? Have managers been educated in interviewing and questioning techniques? Do managers know how to spot qualified candidates who would best fit into the culture of the company? Are they able to discern a candidate’s ability through reading and studying employment applications and resumes? If not. compensation may draw an excellent candidate who is considering other job offers. However. wants. What is the morale level of all employees? How do they feel about the organization and the direction in which it is headed? Do employees feel part of the decision-making process? In the positions employees hold. this mismatch may be a source of discontent to both the employer and the employees. productive employee.

Douglas Clark Ways to reward. "Employees are the cornerstones on which a productive. challenging and motivating. to be purposeful. and praise are important to the business climate for the following reasons: Individuals entering the workplace today have a different set of values than those who came before them. (Others might get the hint!) Send a thank you note to the employee's home thanking her or him for the professional way she or he handled a work situation. Place a personal. acknowledge them by using their first names and providing them a smile. RECOGNITION AND PRAISE NOTES Times have changed and so has the expectations of those in the workplace. No longer will using rewards. Do not discuss any other issues. No employee ever seeks to be mediocre. which creates an enormous challenge for managers in meeting workers’ personal expectations. Create an “ABOVE AND BEYOND THE CALL OF DUTY” wall with photos of outstanding employees. Reward.REWARD. at a minimum. Employees expect their work. handwritten note at the employees’ entrance expressing appreciation for perfect time and attendance. recognition. M. 115 . Invite employees and spouses to a special recognition party in their honor. motivating and successful work environment is built". today people want to be appreciated for who they are and for the contributions they make. Truth be known. All seek to have value in the eyes of others. When encountering any employees. The cultural diversity mix is much greater. Name a continuing recognition award after an outstanding employee. recognition and praise be optional in managing staff. recognize and praise employees: Hold a meeting with employees and thank them for a job well done.

On an employee's anniversary date. the birth of a child. Send personally selected cards on birthdays. They are always appreciated and can fit into any budget). Attention: Carefully observing. and praise employees (continued): Offer a change in job title to an employee who has earned it. Listening: Giving undivided attention. Interest: Showing an outward display of curiosity and following through with personal involvement. educational seminar or special local event. provide one flower for each year of service.REWARD. (Not necessarily a promotion but a status change within the peer group). (Some papers provide this space free of charge). praising his or her outstanding performance. wedding anniversaries. Give an employee a three-day weekend with pay. a death in the family. the purchase of a new home. RECOGNITION AND PRAISE (2) NOTES NOTES Ways to reward. recognize. Provide an employee with tickets to the movies. amusement park. • • • • 116 . concert. NON-FINANCIAL REWARDS Manager’s Role • Praise: Providing compliments on a regular basis and expressing warm approval/admiration for a job well done. Write a personal publicity article for an employee's hometown newspaper. the personal growth of an individual. a sporting event. or completing of an educational degree. (Flowers are considered one of the most thoughtful gifts. Time: Knowing that quantity of time is not as important as quality of time spent with an individual. listening to the message without evaluating the messenger. and then supporting. a promotion.

identifying strengths and areas of improvement. • • EINSTEIN Award: Awarded to employee who has successfully completed the largest number of educational programs over a specific period of time. Team Spirit Award: Awarded two ways: Outstanding department effort (at single location) or in competition with other departments throughout company.and long-range plan.REWARD. Assessing skills. • Associate of the Month: Awarded two ways: For outstanding contribution in assigned department or for providing assistance to another department outside the area of responsibility. RECOGNITION AND PRAISE (3) NOTES Development • • • • • • • Career Planning: Identifying career goals. Being assigned stretch goals and new task. Being assigned to a competent trainer. scheduling training activities (Personal Learning Plan). Becoming skilled in more then one work area. setting goals and objectives. while raising personal value to the company. Team player of the Quarter: Awarded to employee for support given to fellow co-workers (co-workers nominate). • 117 . setting short. Personal Growth : Mentoring : Cross Training: Coaching: Shadowing: PLPs: Award Programs (Create your own) • Star Quality Award: Awarded to employee for suggestions leading to the raising of quality service or standards. Performance being tutored through educating. Learning of the organization's ground rules and values.

raise service levels. co-worker or property safety and security. RECOGNITION AND PRAISE (4) NOTES NOTES Award Program (Create Your Own) • Safety and Security Award: Awarded to employee for contribution made in the area of guest. Pot of Goal Award: Awarded to employee. Golden Pineapple Award: Awarded to any employee who excels in the level of personal hospitality given to a guest. Pace Setter Award: Awarded to any employee who exceeds set goals by considerable margin. increase productivity. Bright Thought Award: Awarded to employee for any idea given that helps save money. department or property that achieves the highest percent of increase over set financial goals.REWARD. Performance Plus Award: Awarded to employee for going well beyond normal expectations. Champion Service Award: Awarded to employee who has delivered the most unique service to a guest. Community Award: Awarded to employee for a personal contribution to a community effort. etc. • • • • • • • Financial Rewards Annual pay review Periodic pay review Progression rewards Pay for knowledge Bonus payments Addition to benefits Funding for personal development Paid time off Share options Profit sharing Split dollar corporate life insurance Deferred compensation Supplemental retirement pensions Personal financial planning 118 .

REWARD. Reward systems should be an indication of how the company feels about their employees. the value they place on them and the respect they openly show towards them. NOTE: Performance management. Where would you select to spend your work life—with a company that pours all of its funds and profits into equipment. Bottom line profitability does not come from individual performance. But they will take time. and conserving company resources are excellent behaviors that lend themselves to be part of a structured reward system. following performance standards. reward. mortar and image or with a company that shows an equal emphasis in their human capital investments? Behaviors such as arriving to work at the scheduled time. Rewards are a type of tool that managers can use to alter employee performance in order to achieve a desired result. RECOGNITION AND PRAISE (5) NOTES REWARD SYSTEMS DO HAVE PITFALLS Managers must realize that company reward systems are neither a cure-all nor a quick fix. bricks. they are a management tool that can be used to aid in increasing employee performance. Rewards should be given fairly across the board. Reward systems should not be seen as a cure-all or quick-fix solution to a business problem. and recognition aims to ensure that performance is proactively managed toward higher standards. Integrity is paramount. while enhancing self-esteem and morale. Equal reward for equal performance is required or employees will see the system as being unfair and prone to favoritism. Caution must be taken when administering rewards. 119 . Simply put. Systems should be designed to reward all contributors. not just cream-ofthe-crop performers. it comes from group performance. which deliver better results for the business.

A “do as I say. Show manners by setting a good example. and self-esteem are inseparable. with “Yes. Keep and open mind and be tolerant of mistakes. Manners. Respect given goes a long way in raising a person’s selfesteem. Everybody likes the proverbial pat-on-the-back from time to time. “What’s in it for me?” has to be answered. Social skills require a change in character behavior and that change comes from within an individual. the individual must see the benefits of changing. Ma’am. If there is respect for one another within the home. it will be non-existent. It's crucial that you do this during the early “learning phase” of manners instruction. and speak with respect. Manners are a product of our childhood and the environment in which we grew up. Every day. not as I do” approach to workplace behaviors and manners simply won't work. clients. your actions speak louder than your words. etc. Once a new behavior/manner has been learned and applied successfully.SELF-ESTEEM AND GOOD MANNERS NOTES NOTES As a manager. Sir” and “Yes. give them immediate. The more patient you are with individuals. respect. If you try to teach too many social skills at once. TIPS Work on one social skill/workplace manner at a time. When employees display proper behaviors/manners in the workplace. whether you realize it or not. The question. 120 . move to another one. Unless workers learn respect for others. if you take time to observe the nature of your employees. Your staff must see you setting a good example when it comes to common sense and manners. you will end up teaching none of them well. they can never learn to respect themselves. don’t hesitate. say that today’s workforce is less respectful and mannerly than the typical worker of just a generation ago. To make such a change. but corrective action has to be taken. customers. you will notice that a certain percentage carry low self-esteem around with them. Seasoned managers (those in positions for two decades or more).” “Please and thank you” would also be great additions to employee vocabulary. It strokes their ego and lifts their self-esteem. Your character is being evaluated by your workers. Think before speaking. If not.. Everybody stumbles and falls. this will carry over into the workplace. Give praise for successes. positive feedback. We might even go so far as to recommend that employees be taught to respond to all adults. the more progress they will make. A nugget of gold to remember about behavior change: Behavior that is rewarded is behavior that is repeated. then you must behave in a mannerly way toward them as well. This is a behavior that can be altered with sincere interest shown by management to the employee. If you want your employees to behave in a mannerly way toward you and others. There is no justification for openly reprimanding a worker’s social errors in public. Nobody is perfect all of the time.

Acknowledge to yourself that each day is a learning opportunity and that you will make mistakes.STRESS STRATEGIES NOTES Companies loose billions of dollars each year due to employee stress-related problems. Stop kidding yourself. Stress causes employees either to be absent from work or continually late. We cannot avoid stress entirely. Make a distinction between the job and the rest of your life. Some cope well while others do not. 121 . Establish a set time for a regular exercise program. Improve time-management skills. Who is? Re-think priorities and establish balance. Make it acceptable not to be a perfectionist. It distracts or disables employees so they are unable to perform up to their potential. you're not indispensable. but we can work on minimizing how much we have to deal with. Know when to “let go” of something and move on. Remove personal expectations that are unattainable. It lowers personal productivity while on the job. The following strategies will aid in the management of stress: Don't place yourself in the position of over commitment. Each person deals with stress differently because each has had a different life experience.

don’t ignite it. Take a moment to think about some of the successes you've had. Don't react. Start each day as if it were a clean sheet of paper. Take time out of the day to laugh at yourself. Evaluate your actions and consider the price before you take them. smoke and sleep in excess? Do you have a quick temper? 122 . use empathy. Remember. If you have a short fuse. things are only about half as bad as they seem. Delegate tasks that you know others can accomplish with greater success. drink. Don't skip your break time (even if it is only for ten minutes). Share what is on your mind with someone who will seriously listen. Require yourself to break from routines from time to time. If you find yourself becoming impatient.STRESS STRATEGIES (2) NOTES NOTES BOILING POINT: TIPS ON NOT GETTING THERE Strategies that will aid in the management of stress: Keep your mind open to new concepts and change. Warning! Warning! Warning! If you answer yes to more than several of these questions you might be reaching your boiling point: Do you set unachievable goals for yourself? Do you dread going to work each day? Do you continually worry about tomorrow? Do you eat. … THINK! Carve out time to reflect. Take time to socialize with your co-workers.

how it is said. and note the non-verbal body language behind it. or reassuring word may be all that is needed to bring back a sense of safety. Listening goes a long way. or have. Be patient. Don't be afraid to let them know that you feel this way. and insecurity is very helpful. Explain in easy-to-understand terms what you believe has happened.STRESS: HELPING EMPLOYEES COPE WITH DISASTER NOTES Devote time to reassure and provide comfort. Maintaining some routine activities can provide both children and adults with a sense of stability and control. even if you cannot fix the immediate problem. Give the gift of optimism. “Don’t dwell on how far you think you have to go. Listen to what is said. natural or otherwise. just savor the joy in the distance you have already traveled.” Help rebuild strength and confidence in the future. a gentle hug. Repeating the words you’ve heard. anxiety. Getting back to a daily routine may provide an individual with a sense of security. Attempt to see things from a positive viewpoint—the “glass is half-full. too. can be distracting for adults. and do not be afraid to admit you do not know. answer all questions. Individuals may want to voice their own opinions about what happened in order for them to begin to cope with the situation. the answers.” Author Unknown 123 . The stress of coping with a disaster. and recognizing a person’s fear. Be direct and honest about the situation. Routines are necessary. Share your thoughts in cheerful and expectant terms about things to come. Just a moment of your time. Acknowledge the individual’s emotions and feelings.

18. 4. weekends.STRESSED OUT NOTES NOTES This quick 20-question stress test will help you assess your current level of stress at Read each question and select the answer that best represents your feelings (circle either YES or NO). 14. 6-10 (average-manageable). 16. 11-15 (trouble-things need attention). 13. 10. 2. 1. 5. 11. Do you feel that your boss does not listen to suggestions you make? Do you feel that you are spending too much time at work? Do you skip your scheduled breaks during the day? Do you feel that you are constantly under the gun to hit deadlines? Do you find it difficult to communicate with your supervisor/peers? Do you feel that your job offers no opportunity for career growth? Yes Yes Yes Yes Yes Yes No No No No No No No No No No No No No No No No No No No No 6. 15. 7. 20. 3. 8. and personal time? Yes Do you juggle a half-dozen tasks on a regular basis? Do you not delegate because you would rather do it yourself? Yes Yes Do you feel that you are the only one in your area pulling their weight? Yes Do you find that people make you impatient easily? Do you find that interruptions make it hard to regain focus? Do you normally eat your meals at your workstation? Do you run late for scheduled meetings or functions? Do you find yourself on an emotional roller coaster? Do you smoke more than a pack of cigarettes a day? Do you drink more than four cups of tea or coffee a day? Do you take fewer than two days off a week from work? Do you dislike the work atmosphere that you work in? Do you feel that your job leads to a dead-end? Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Record the number of YES answers: _____ 0-5 (minimal stress-good). Do work projects take up your evenings. 19. 16+ (caution-immediately take corrective steps). 9. 12. 17. 124 .

Never say that something can't or won't be done. Feel good about yourself. Is it through hearing. 125 . and for whom. mistakes in which you were involved. Be hungry for what life has to offer. Take steps now. Develop yourself as a resource for others by networking. Pull a chair up to the table. when. What you do today will determine your readiness and success for tomorrow. Share what you have learned after participating in an educational session. or getting other routine things done. and Apply. Why? Because it shortens the time needed to learn.SELF DEVELOPMENT: PIECES OF ADVICE NOTES As long as you draw breath. discuss with your boss and peers some ways to incorporate what was learned. whether reading. Never dwell on the past. walking. be anything you want to be. Listen to CDs or cassette tapes on personal/professional growth topics. Become what you are capable of becoming. It is a good mental exercise. seeing. Decide what you really desire to do. and begin eating those things that you like. Read one chapter of a book daily. Assimilate. Relate. Life belongs to the living. You may find excellent contacts for your future needs and for the needs of others you meet. Find a way to do those things that are achievable in your mind. Do something that you enjoy and place value in. You can only control your actions in this moment. doing. you are capable of changing and growing. jogging. Make yourself accountable to them and vice versa. When you have the option of reading a book or listening to the cassette tape version. Take time every day to do something for yourself. listen to the tape. thinking or attending. and he who lives must be open to change. You can do anything you want to do. Understand how you learn best. Take classes to stay current in your field of expertise. You are only limited by what you believe you can or cannot do. then begin to do it. For all learning experiences. rather than having to try everything for yourself. seeing. so what should you be doing right now? Learn from other people's experience. Be forever on the search. The world is changing rapidly and you must learn to manage change to avoid obsolescence. both good and bad. Dealing with a problem head on helps you learn patience and strengthens your management skills. or feeling? Develop a "master mind" group of four or five people with whom you can openly discuss ideas in a nonjudgmental way. It will be more to the point and can be done while you are driving. in a non-judgmental way. Find out who does what. Eliminate one time-waster a week. Reward yourself when you catch yourself working on the most important priorities. Read a minimum of three books a month on a wide range of topics. It will help you side-step future mistakes. These actions will help you grow in the direction of your goals. There’s no sense in re-creating the wheel. apply the R-A-squared formula: Recognize. Accept personal responsibility for your own growth. Analyze.

Has fun doing things for others with no personal hidden agenda or expectation of receiving something in return. Willing to inform. Intelligent and open-minded. Objective—Deals in truths and realities.) Effective—Has the intended or expected effect. Provides a helping hand to all and is not discriminatory. Spends quality time in observation before coming to a conclusion. Collects a wide variety of information and sifts through it in order to collect all the facts before taking any action. (Persistence breaks resistance. Uniqueness—Owns a one-of-a-kind mindset … positive! Has the ability to get to the heart of the matter. Recognizes and does what needs to be done before being asked to do it. Persistent--Refuses to give up or let go until each task has been properly finished. Is influential in capturing desired results. wants. Very novel in approach when dealing with people's needs. Uses common sense. Very able and capable. Approaches a need. Very focused. Sharing—Holds mutual respect for all. A creative and innovative thinker. Rational—Thinks broadly and makes decisions based on sound logic. Imaginative—Has the ability to create new ideas through a strong imagination. Is sensitive and sympathetic towards others.SUPERVISION NOTES NOTES DO YOU KNOW WHAT SUPERVISOR STANDS FOR? Serving--Willing to take on any assignment or task that comes along. 126 . Has intelligent foresight and the ability to conceive thought-provoking ideas and bring them into reality. Reasonable--Not excessive or extreme in actions. or an idea from a new perspective. but always durable and uniform. Visionary--Identifies opportunities that others miss. a task. and expectations. Meets standards. Demanding at times. words. Believes in joint participation: Everyone has an equal part and everyone is equally held responsible. Enjoys coloring outside of the box. or deeds but attempts to be fair to all parties.

and honest communication of work-related information. memorize and begin to apply the following tips to raise your level of efficiency as a leader. Become receptive to new ideas and concepts. But pity the man who falls and has no one to help him up.SUPERVISION (2) NOTES EFFECTIVE LEADERSHIP STYLE Anyone can improve his or her leadership style if they put their mind to it. Delegate with authority and allow individuals to fail without fear. Promote interpersonal relationships. Encourage open. his friend can help him up. Provide superior rewards for superior performance. Establish a belief that all employees are of value and that each is important to the overall success of the organization. Allow all employees to make whatever level of contribution they can to the organization and recognize them for it. frank. Share the vision regarding direction the organization is going and where it will take those who are loyal." Ecclesiastes 127 . Realize that the best motivation is that which comes from within. Read. Share goals and objectives openly and provide resources to achieve them. Begin building a business relationship with your employees through mutual trust and respect. Listen actively to their emotions. Establish ground rules up front regarding performance expectations. and expectations. needs. and hold people accountable. Become in tune to employees’ dreams. "If one falls down. See conflict as an opportunity to improve problem-solving and decision-making skills.

First. From time to time.SUPERVISION (3) NOTES NOTES SUPERVISORY EXPECTATIONS One of the crucial elements of becoming a successful supervisor is dealing with realistic expectations. there are the expectations you place on yourself. It is wise always to put both types of expectations into proper perspective. Second. the personal and professional goals you want to achieve over the length of your career. there are the expectations that others place upon you. Expectations are two-fold. asking yourself the following question can make a huge difference in how well you understand your job and its expectation: “If I were the CEO of this company how would I manage it differently and what would I expect to happen?” Key Expectations As a supervisor. 1) Expectation ___________________________________________ Importance __________________________________________________________________________ __________________________________________________________________________ 2) Expectation ___________________________________________ Importance __________________________________________________________________________ __________________________________________________________________________ 3) Expectation ___________________________________________ Importance __________________________________________________________________________ __________________________________________________________________________ 4) Expectation ___________________________________________ Importance __________________________________________________________________________ 128 . what are some key expectations you should have of yourself in managing your operation and staff? List each expectation and its importance. for example.

SUPERVISION (4) NOTES SUPERVISORY LEADERSHIP STYLES In the course of a single day each supervisor will use many different types or patterns of leadership. The ideal time for using a democratic supervisory leadership approach in the workplace is when: Employees are knowledgeable. Seeking to identify informal group leaders and build individual self-esteem. You want to consider a variety of concepts. trusted. Authority is delegated as well as the power to enforce. highly skilled and have experience. and suggestions. Employees become part of the decision-making process and opinions are respected. Lets look at the most common styles used and when they are most effective. You want to create an atmosphere where creative thinking is welcomed. Do you know of a supervisor who has been successful in using the Democratic Leadership style? What impact did this style have on the workplace? The employees? The business in general? _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ 129 . Desiring to improve the group's problem-solving abilities as a team. ideas. DEMOCRATIC This leadership style allows the supervisor to solicit information from those working around him.

You find yourself dealing with a group of unskilled workers who need immediate improvement in their performance. You have multiple tasks and priorities to handle and minimal time to complete them. The key is to know when to use it. Do you know of a supervisor who has been successful in using the Authoritative Leadership style? What impact did this style have on the workplace? The employees? The business in general? _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ 130 . Discussion is not an option. Power and decision-making authority stays in the hands of the supervisor. and suggestions. This style is best used when: You're working in an environment that shows no respect for management or the business at hand. originating from the top down. Authoritative leadership has its purpose. You do not want to consider a wide variety of concepts.SUPERVISION (5) NOTES NOTES AUTHORITATIVE Communication with this type of leadership style is one-directional. You want to create an atmosphere where creative thinking is not welcomed. Orders are given and individuals are expected to respond immediately. ideas.

Do you know of a supervisor who has been successful in using the Passive Leadership style? What impact did this style have on the workplace? The employees? The business in general? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ 131 . Passive leadership is useful in situation when: Employees have a sense of pride in their work and are self-motivated. don't fix it” attitude is this supervisor’s normal mode of operation. The skill level of the employees is excellent and they are experienced in the business. Decisionmaking is mostly left up to the discretion of the employees. You have a good working knowledge of your staff and know what they are capable of accomplishing. The employees are supportive of one another and are goal-oriented. An “If it isn't broke.SUPERVISION (6) NOTES PASSIVE In this type of workplace environment the supervisor allows employees extensive levels of freedom and provides very little direction. Employees have established a past track record of being efficient and reliable.

Employees are working with hazardous equipment and safety is a major concern. There can be no deviation for operational procedures. Tasks have become routine and mundane in the minds of the employees. Policies. This type of supervisor falls back on higher management if a situation evolves that needs a decision on a topic that has no ground rules. Overall workplace safety and security is a priority. regulations and directives make up the cornerstone of his or her leadership style. procedures. Do you know of a supervisor who has been successful in using the Executive Leadership style? What impact did it have on the workplace? The employees? The business in general? ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ 132 .SUPERVISION (7) NOTES NOTES EXECUTIVE Following the rules is how this supervisor operates. The most beneficial time to use an Executive Leadership style is when: Employees need a clear understanding of what is expected from their performance.

Characteristic #1 ___________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ Characteristic #2 ___________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ Characteristic #3____________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ Characteristic #4____________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ 133 .SUPERVISION (8) NOTES EXERCISE: Select FOUR supervisory characteristics that you feel you need improvement in and list several steps that you will take to improve your performance in this area.

In essence. To some extent technical skills support the supervisor’s understanding of how job tasks should be completed by the employees.SUPERVISION (9) NOTES NOTES SUPERVISORY SKILL TRAITS: DEFINITIONS Technical Skills These are the hands-on skills needed to perform a job efficiently. motivating. and mentoring. These include coaching. ____ Supporting ____ Intimidating ____ Appeasing ____ Indecisive ____ Manipulative ____ Competitive ____ Approachable ____ Intimidating ____ Understanding ____ Reliable ____ Patient ____ Organized ____ Flexible ____ Critical ____ Respected ____ Congenial ____ Confident ____ Direct ____ Harsh ____ Ethical 134 . These also give the supervisor the tool needed to evaluate the employees’ performance against standards. employee training. They see diversity and risk as allies and opportunity. not as opponents. listening. A supervisor with sound technical knowledge is highly respected by his or her staff. Having good imaginative skills means being capable of seeing the big picture. Human Relations Skills Human Relation skills are also known as interpersonal or people skills. then breaking it down into smaller workable components. A supervisor must master these skills in order to drive the business. Visionary Skills Supervisors become visionaries through innovative and creative thinking. It is the ability to gather the facts needed in order to make a logical decision. it involves comparing apples to apples. teambuilding. QUICK SNAPSHOT Place a check mark next to the words that would best describe you in the minds of your employees. communicating. not how they are. In their mind’s eye they envision things as how they could be. Imaginative Skills Each supervisor’s day is filled with tons of incoming information that has to be sifted through and digested. counseling.

Appraising 4. 5. Mentoring 8. List Other: VISIONARY SKILLS How would you evaluate yourself against other supervisors in this skills area? 135 . Listening 5. What do your findings tell your? LIST YOUR TECHNICAL SKILLS 1. Communicating person to person 10.SUPERVISION (10) Summary Supervisory Skills Traits Rating Take a moment to do a quick evaluation of your skills. Decision-making 2. 2. Planning 3. Delegating 14. Employee development 12. 7. Conceptualizing 8. List Other: IMAGINATIVE SKILLS 1. Problem-solving 9. 3. Communicating in writing 11. 6. Self-development 13. Analyzing 7. Time-managing 6. 4. Controlling 5. Coaching 3. Motivating 4. Organizing 2. Counseling 7. Performance feedback 6. HUMAN RELATIONS SKILLS Above Standard Satisfactory In Need of Improvement 1.

Encourage workers to talk to you when their learning curve goes flat. selfstarters and would need no training. need to participate in ongoing education/training programs. There are many to choose from and each will bring something worthwhile to the table.TRAINING: SECRETS TO EFFECTIVE EMPLOYEE DEVELOPMENT NOTES NOTES In a prefect world. energy. it could quickly become obsolete. Many managers. etc. The Net. Focus on your company objectives and see which of the consultants will be the best match for what you want to achieve. Workshops and Night School courses. “You get what you pay for. The truth of the matter is that all employees. Inhouse programs can be offered. not a wasted expense. Online training programs can be an efficient way to train workers. Employees should understand the impact they have on the business and its bottom line. helpful. without knowing it. Many supply manuals and testing materials to measure knowledge retention. consider seeking outside professional help. hinder the growth of both their employees and their businesses by not allowing new ways of thinking. team up with an outside service provider.” Product Vendors and Manufacturers. to be successful. and resources in developing employees. Drive home bottom-line responsibilities. Many vendors will train your employees in the use of their products on their equipment. Seminars. and you should provide them with opportunities to do so. Industry Consultants. if a new idea does work. The collection of ideas from these types of activities can be priceless and worth the investment. Change is the most constant thing that management has to deal with. Their thinking is: “If I’m going to loose them any way.” Feeling that educational expense doesn’t justify the end results. they choose instead to give each new hire a crash course and put them right to work. are examples of resource options. Consider other viewpoints. In-house Library. or. so the above-mentioned characteristics are something they mostly dream of. most managers live in the real world. Then find ways to provide them with challenges and the knowledge they need to grow more. If you don’t posses the resources to adequately educate and train your employees. Books. There is truth in the old saying. Invest in a business library for your employees to use for personal development. money. Training is a life-long journey. CDs. 136 .. Good workers want to learn. Seek testimonials from past participants prior to spending your company’s money. all employees would be bright. In today’s highly competitive and ever changing market place. Allow workers to apply new knowledge through the use of newly learned skills and behaviors. efficient. I’ll just leave them clueless for their next employer. Way too many managers hesitate to invest their company’s time. magazines. However. video’s. Educating and training is a worthwhile investment.

TEAMWORK: ELEMENTS OF EFFECTIVENESS
NOTES

A team is defined as a group of individuals who are dependent upon each other to get the required task done. They need each other's experience, ability, savvy, and commitment to achieve their mutual goals. This means that no one person or department can accomplish the task at hand without coordination, cooperation, and the sharing of information. Teams consist of individuals who are committed to the idea that working together as a group leads to greater overall productivity and bottom-line results. Effective teams are those that produce the desired results. They possess the following characteristics: Responsibility
Good team members identify themselves with the overall success or failure of the team. They place the team's welfare before their own. They exhibit a willingness to take on the responsibility of the teams' actions by taking responsibility for their own actions. They are willing to step up to difficult challenges if called upon.

Contribution
Each and every member participates and makes a contribution to the team. When this happens, the greatest end results are achieved. Each member’s contribution is welcomed, respected, valued and appreciated. Sharing of knowledge and expertise is encouraged.

Mission Clearly Stated
Teams normally evolve in order to achieve a specific goal or organizational objective. A team’s mission has to be clearly defined, understood, accepted, and perceived to be beneficial in order for it to have purpose. Most importantly, the final results have to be measurable.

Team Spirit
Open and honest examination of oneself, team members and processes will help build a positive and constructive team environment. This type of ongoing critique will reinforce the team’s strength and help identify those areas that are in need of improvement.

Capacity To Deliver
A team binds together all of the unique talents of its members, which in turn produces a synergism that allows them to produce an end product or service that is far beyond their individual capabilities. In essence, 1 + 1 = 3.

137

“THINGS TO DO” LIST NOTES
NOTES

THINGS TO DO:

A-Top Priority __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ B-Need to Address __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ C-Must Remember __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________ __________________________________________________
Identify A, B or C rating. List task to be accomplished. Check off when completed.

138

TRAINING SYSTEMS PROCESS
NOTES

SYSTEMATIC TRAINING APPROACH • Include the total work environment in the process. • Build programs on careful analysis and educational goals of the organization. • Identify the learning needs and objectives for each job position. TOTAL LEARNING ENVIRONMENT • Give workers control of all processes used in their jobs. • Educate workers to know what to do, why they are doing it, and how to make appropriate decisions. • Explain constraints and boundaries. • Emphasize how an individual’s work relates to, and impacts, the rest of the business. LINE FUNCTIONS • All employees should participate in the educating of fellow workers. • Supervisors and workers are educated together to become trainers to others. • Employees take responsibility and co-ownership of their personal growth. PARTICIPATION • Training should not be a catch-as-catch-can process. • Every member of the organization is directly involved and responsible for people-development. Everyone must participate. FOLLOW-THROUGH • Learning that is continually reinforced and repeated is successfully retained. • The learning process must be ongoing. • Follow-up training is an integral part of the educating process. RELEVANCE • Focus on real-world work that is to be done. • Learning takes place through the use of all the senses. • People learn by doing. What they learn first they learn best. MEASUREMENT • Results must be objectively measurable. • Demonstration of skills is required with functional training. • Employees must understand learning objectives and objectives must be tied to operational goals. • Management must know that learning objectives have been met and competencies achieved.

139

Common sense tells us that you can't hold people accountable for things they did not know they were being held accountable for. But what about the employee's goals? Workers today want to see a connection between the company's mission and goals of their own. they're likely to make a job change. Employees want to be part of the decision-making process and have a voice in policies that will affect them. what can I. They want a workplace that offers fair competition and provides outlets for personal creativity. beliefs and traditions. Now employees require a participative management style from supervisors. Autonomy. live up to—or exceed—the company's expectations of me and my performance.” They seek ongoing training that focuses on lifetime skills. Hierarchical rank systems that preclude interactions are seen as undesirable. Management is dealing with mixed cultures. Many workers want to be prepared to run a career “marathon. and mentors who will contribute to their individual growth. and secondarily on company goals. expect in return from my company?” Quality of Treatment The day of the autocratic “My way or the highway” style of management is unacceptable to today's workforce.VALUES OF IMPORTANCE NOTES NOTES One of the major impacts shaping the labor market is the changing of values and expectations of workers. once management communicated its expectations to the employee. In the past. the conversation was over. Their expectancy factor translates into: “If I. The Expectancy Factor Management has the responsibility to be clear and concise when explaining to employees just what is expected of them in terms of accountability and performance. If the organization cannot satisfy their needs. Lifetime Skills Training Today's workers expect support for personal development and long-term growth. dignity. self-esteem and respect are critical ingredients in forming a preferred-employer work environment. systems that encourage and reward teamwork are applauded. 140 .” not just a career “sprint. as an employee. as an employee. An honest look reveals that today's workforce is focusing first and foremost on personal goals. They are attracted to environments where camaraderie with all levels of co-workers is the norm. Company goals had been identified. Employees expect more from the company or organization they work for than ever before.

React instead of initiate. Do not distinguish between high and low priorities. Have a poor sense of time management. View personal development and growth as a chore. Are devoid of a sense of humor. Fail to step up to strategic business needs. Thrive on perfection. Continually apply technical skills while neglecting interpersonal skills. Avoid innovative and creative thinking. 141 . Attempt to do everyone else's job. Always deliver less than promised. Take on too many priorities.WHAT DO FAILURES DO DIFFERENTLY? NOTES FAILURES: Do not take the time to understand and learn the daily operation. Go about their business as usual. Are insensitive to the needs of others. Wait for things to fall into place.

Ill 60611-4066 312-222-3232 (P) 312-222-4760 (F) Newsday Newsday 235 Pinelawn Road Melville. NY 102811003 212-416-2571 (P) 212-416-3783 (F) USA Today 1000 Wilson Blvd. New York. TX 772104260 713-220-7276 (P) 713-220-6677 (F) Chicago Sun-Times 401 North Wabash Ave. Ill 60611-3546 312-321-2140 (P) 312-321-3084 (F) Los Angeles Times Times Mirror Square. DC 200710002 202-334-6000 (P) 202-496-3928 (F) 142 .XTRA: TOP NEWSPAPER CONTACTS NOTES NOTES Newspaper Contact Information Wall Street Journal 200 Liberty Street. NY 10036 212-556-1144 (P) 212-556-1967 (F) Washington Post 1150 15th Street NW Washington. Chicago. VA 22229 703-276-3400 (P) New York Daily News 450 West 33rd Street New York. NY 117474250 516-843-3711 (P) 516-843-2953 (F) Houston Chronicle PO Box 4260 Houston. NY 10001 212-210-2100 (P) 212-643-7831 (F) Chicago Tribune 435 North Michigan Avenue Chicago. CA 90053-9933 213-237-3778 (P) 213-237-4712 (F) New York Times 229 West 43rd Street New York. Arlington. Los Angeles.

MA 20107-2378 617-929-2785 (P) 617-929-3192 (F) New York Post 1211 Avenue of the Americas. AZ 85001-1950 602-444-4809 (P) 602-444-8044 (F) Philadelphia Inquirer 400 North Broad Street Philadelphia. OR 97201 503-221-8548 (P) 503-227-5306 (F) St. PA 19130-4099 215-854-2000 (P) 215-854-5099 (F) Newark Star-Ledger 1 Star-Ledger Plaza. Lake Forest. Newark. Petersburg Times PO Box 1121 St.XTRA: TOP NEWSPAPER CONTACTS (2) NOTES Dallas Morning News Dallas Morning News PO Box 655237 Dallas. Phoenix. CA 92108 619-299-3131 (P) 619293-1896 (F) Orange Cty.W. NJ 07102 973-877-4141 (P) 973-565-0160 (F) Cleveland Plain Dealer 1801 Superior Avenue. FL 33731 727-893-8425 (P) 727-8938675 (F) Denver Post PO Box 1709 Denver. FL 33132-1693 305-350-2111 (P) 305-376-5287 (F) Portland Oregonian 1320 S. OH 44114-2198 216-999-4554 (P) Detroit Free Press 600 West Fort Street Detroit. Broadway Portland. TX 75265-5237 214-977-8222 (P) 214-977-8019 (F) San Francisco Chronicle 901 Mission Street San Francisco. CA 92630 714-768-3631 (P) 714-454-7354 (F) Miami Herald 1 Herald Plaza. NY 10036-8790 212-930-8517 (P) 212-930-8540 (F) Arizona Republic PO Box 1950. MI 48226-3138 313-222-6455 (P) 313-222-5981 (F) San Diego Tribune 350 Camino DeLa Reina San Diego. CO 80201-1709 303-820-1599 (P) 303-820-1369 (F) 143 . Miami. Petersburg. Register 22481 Aspam Street. NE Cleveland. New York. CA 94103-2988 415-777-1111 (P) 415-896-1107 (F) Boston Globe PO Box 2378 Boston.

Star Tribune 425 Portland Avenue Minneapolis. CA 900667303 310-448-6000 (P) 310-577-7350 (F) 144 . CA 95190 408-920-5701 (P) 408-288-8060 (F) Milwaukee Journal Sentinel 333 West State Street Milwaukee. MO 641081458 816-234-4141 (P) 816-234-4926 (F) Boston Herald PO Box 2096 Boston. Kansas City. CO. CA 95852 916-321-1139 (P) 916-321-1109 (F) Kansas City Star 1729 Grand Blvd. MA 02106 617-426-3000 (P) 617-542-1315 (F) New Orleans Times 3800 Howard Avenue New Orleans. Lauderdale SunSentinel 200 East Las Olas Blvd. FL 32801 407-420-5065 (P) 407-420-5350 (F) LA Investor’s Business Daily 12655 Beatrice Street Los Angeles. MN 554880001 612-673-4000 (P) 612-673-4359 (F) Rocky Mountain News PO Box 719. 80201-719 303-892-2592 (P) 303-892-2841 (F) St. St. Tucker Blvd. Ft. Denver. MD 21278 410-332-6638 (P) 410-332-6455 (F) Atlanta Constitution PO Box 4689 Atlanta. LS 70140 504-826-3300 (P) 504-826-3007 (F) Ft.XTRA: TOP NEWSPAPER CONTACTS (3) NOTES NOTES Minn. Lauderdale. WI 53203 414-224-2345 (P) 414-224-2047 (F) Sacramento Bee PO Box 15779 Sacramento. Orange Avenue Orlando. Louis Post Dispatch 900 N. MO 63101 314-340-8235 (P) 314-340-3127 (F) Baltimore Sun PO Box 1377 Baltimore. GA 30302 404-526-5151 (P) 404-526-5746 (F) San Jose Mercury News 750 Ridder Park Drive San Jose. Louis. FL 333012293 954-356-4704 (P) 954-356-4624 (F) Orlando Sentinel 633 N.

XTRA: TOP NEWSPAPER CONTACTS (4)
NOTES

Columbus Dispatch

Columbus Dispatch 34 South 3rd Street Columbus, OH, 43215-4241 614-461-5000 (P) 614-461-7580 (F) Detroit News 615 West Lafayette Blvd. Detroit, MI 48226-3142 313-222-6400 (P) 313-222-2335 (F) Charlotte Observer PO Box 30308 Charlotte, NC 28230-0308 704-358-5236 (P) 704-358-5022 (F) Pittsburgh Post-Gazette 34 Blvd. Of the Allies Pittsburgh, PA 15222-1200 412-263-1662 (P) 412-391-8452 (F) Buffalo News PO 100 Buffalo, NY 142400-0100 716-849-3434 (P) 716-856-5150 (F) Tampa Tribune PO Box 191 Tampa, FL 33601-0191 813-259-7616 (P) 813-259-7676 (F) Ft. Worth Star-Telegram PO Box 1870 Ft. Worth TX 76101-1870 817-390-7400 (P) 817-390-7789 (F) Indianapolis Star 307 North Pennsylvania Street Indianapolis, IN 46204-1811

317-633-1240 (P) 317-633-1038 (F) Louisville Courier Journal PO Box 740031 Louisville, KY 40201 502-582-4011 (P) 502(582-4200 (F) Seattle Times PIO Box 70 Seattle, WA 98111-0070 206-464-2283 (P) 206-464-2261 (F) Omaha World-Herald World Herald Square Omaha NE 68102-1138 402-444-1000 (P) 402-345-0183 (F) San Antonio Express News PO Box 2171 San Antonio, TX 78297 210-250-3439 (P) 210-250-3105 Hartford Courant 285 Broad Street Hartford, CT 06115 860-241-3743 (P) 860-241-3865 (F) Richmond Times Dispatch PO 85333 Richmond, VA 23293 804-649-6364 (P) 804-755-8059 (F) Daily Oklahoma PO 25125 Okl. City, OK 75125 405-475-3311 (P) 405-475-3183 (F)

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NOTES

LA Daily News 21221 Oxnard Street Woodland Hills, CA 91367-5015 818-713-3000 (P) 818-713-0058 (F) St. Paul Pioneer Press 345 Cedar Street St. Paul, MN 55101-1057 651-228-5419 (P) 651-228-5416 (F) Norfolk Virginian-Pilot 150 W. Brambleton Ave Norfolk, VA 23510 757-446-9000 (P) Seattle Intelligencer PO Box 1909 Seattle, WA 98111-1909 206-448-8000 (P) 206-448-8166 (F) Cincinnati Enquirer 312 Elm Street Cincinnati, OH 45202 513-721-2700 (P) 513-768-8340 (F) Nashville Tennessean 1100 Broadway Nashville, TN 37203 615-259-8800 (P) 615-259-8093 (F) Austin American Statesman 305 South Congress Avenue Austin, TX 78704-1297 512-445-3500 (P) 512-445-1707 (F)

Philadelphia Daily News PO Box 7788 Philadelphia, PA19109 215-854-2990 (P) 215-854-5691 (F) Rochester Democrat & Chronicle 55 Exchange Blvd. Rochester, NY 14614-2071 716-258-2738 (P) 716-258-2356 (F) Little Rock Democrat Gazette PO 2221 Little Rock, AR 72203 501-378-3888 (P) 501-372-3908 (F) Palm Beach Post West Palm Beach, FL 33416-4700 561-820-4729 (P) 561-820-4407 (F) Florida Times Union PO Box 1949 Jacksonville, FL 32231 904-359-4111 (P) 904-359-4478 (F) Providence Journal 75 Fountain Street Providence, RI 02902 401-277-7000 (P) 401-227-7346 (F) Memphis Commercial Appeal 495 Union Avenue Memphis, TN 38103-3221 901-529-3222 (P) 901-529-2522 (F)

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NOTES

Des Moines Register PO 957 Des Moines, IA 50304-0957 515-284-8506 (P) 515-286-2504 (F) Tulsa World PO Box 1770 Tulsa OK 74102-1770 918-581-8300 (P) 918-581-8353 (F) Riverside Press Enterprise P0 792 Riverside, CA 92502-0792 909-782-7505 (P) 909-782-7630 (F) Asbury Park Press PO Box 1550 Neptune, NJ 07754-1550 732-922-6000 (P) 732-922-4818 (F) Raleigh News & Observer PO Box 191 Raleigh, NC 27602-9150 919-829-4766 (P) 919-829-4529 (F) Fresno Bee 1626 East Street Fresno, CA 93706-2098 209-441-6111 (P) 209-441-6436 (F) Dayton Daily News PO 1287 Dayton OH 45401-1287 937-225-2165 (P) 937-225-2088 (F) White Plains Journal News White Plains, NY 10604

914-694-9300 (P) 914-696-8396 (F) Las Vegas Review Journal PO Box 70 Las Vegas, NV 89125 702-383-0274 (P) 702-383-4676 (F) Birmingham News PO Box 2553 Birmingham, AL 35202 205-325-2465 (P) Toledo Blade 541 N. Superior Street Toledo, OH 43660-0002 419-245-6000 (P) 419-245-6439 (F) Akron Beacon Journal PO 640 Akron, OH 44309-0640 330-996-3547 (P) 330-376-9235 (F) Bergen Record 150 River Street Hackensack, NJ 07601 201-646-4100 (P) 201-646-4135 (F) Arlington Hgts DH 155 E. Algonquin Road Arlington Hgts, Il 60005 847-427-4300 (P) 847-427-1301 (F) Grand Rapids Press 155 Michigan Street NW Grand Rapids, MI 49503 616-222-5503 (P) 616-222-5202 (F)

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XTRA: TOP NEWSPAPER CONTACTS (7) NOTES NOTES PO Box J Allentown Morning Call PO Box 1260 Allentown. MA 01615 508-793-9100 (P) 508-793-9281 (F) Jackson Clarion-Ledger PO Box 40 Jackson. SC 29403 843-937-5541 (P) 843-937-5579 (F) Atlanta Journal 72 Marietta Street. Honolulu. GA 30303-2899 404-526-5502 (P) 404-526-5746 (F) Worchester Gazette PO Box 15012 Worchester. CA 90801 562-435-1161 (P) 562-437-7892 (F) Honolulu Advertiser 605 Kapiolani Blvd. Leader 100 Midland Avenue Lexington. KY 40508 606-231-3446 (P) 606-231-3454 (F) Albuquerque Journal Albuquerque. DE 19850 302-324-2500 (P) 302-324-5509 (F) Knoxville News-Sentinel PO Box 59038 Knoxville. MS 39205-0040 601-961-7059 (P) 601-961-7211 (F) Long Beach Press Telegram PO Box 230 Long Beach. CA 94120 4150777-7910 (P) 415-543-6956 (F) Lexington H. WA 99210 509-459-5587 (P) 509-459-5482 (F) San Francisco Examiner PO Box 7269 San Francisco. NM 87103 505-823-3800 (P) 505-823-3994 (F) Sarasota H. TN 37950 423-521-1898 (P) 423-521-8124 (F) Spokane Spokesman PO Box 2160 Spokane. PA 18105 610-820-6694 (P) 610-820-6693 (F) Tacoma News Tribune PO Box 11000 Tacoma. WA 98411-0008 253-597-8683 (P) 253-597-8247 (F) Wilmington Journal PO Box 15505 Wilmington. NW Atlanta. HI 96813-5128 808-525-8080 (P) 148 .Tribune PO Box 1719 Sarasota. FL 34203-1719 941-597-5417 (P) 941-597-5276 (F) Charleston Post Courier 134 Columbus Street Charleston.

com www.radisson.choicehotels.com 888-247-2262 800-433-7300 800-525-0280 800-221-1212 800-225-2525 800-435-9792 800-241-6522 800-428-4322 800-872-7245 800-842-7245 800-230-4898 800-527-0700 800-800-3665 800-736-8222 800-654-3001 800-227-7365 800-847-4389 800-387-4747 HOTELS & MOTELS: Reservations & Information 800-780-7234 Best Western (US.co Diners Club/Carte Blanche www.com www. Canada) www.com 800-578-7878 Travelodge Hotels www.aircanada.com www.com Renaissance Hotels & Resorts www.com 800-362-2779 800-465-4329 Holiday Inn (US.thrifty.com Visa (US) www.com www.ramada. Canada) Delta Airlines (US) Northwest Airlines (US. Canada) www.delta.hertz.sheraton.ca www.southwest.ual.hojo.usairways.ca www.nationalcar.nwa.com www.com www.com Comfort Inn US.com www.americanexpress.com www.visa.starwood. Canada) www.holiday-inn. Canada) US Airways (US.daysinn.Y – Z: WEBSITES TO TOLL FREE NUMBERS NOTES AIRLINES: Reservations & Information Air Canada (US.com 800-325-3535 Sheraton Hotels (US.embassysuties.com www. Canada) www.avis.com www. Canada) Tilden-National (Canada only) www.com www.dinersclub.com 800-654-2000 Howard Johnson Hotels & Lodging www.amtrak.renaissancehotels.co 800-684-3571 800.com 800-228-9290 Marriott Hotels & Resorts (US.budget.com 888-298-2054 Ramada Inn (US.com 800-228-3000 Westin Hotels & Resorts www.com www. Canada) Continental Airlines (US.travelodge. Canada) Budget (US) Dollar Rent-A-Car (US.mastercard.com MasterCard (US. Canada) TRAINS Amtrak (US) Via Rail (Canada) AUTO RENTALS Avis (US. Canada) National Car Rental Thrifty Car Rental (US.com www.com 800-228-5151 Radisson Hotels (US.bestwestern. Canada) American Airlines (US. Canada) Enterprise (US) Hertz (US.enterprise.241-3333 Ritz Carlton Hotels www.viarail.com CREDIT CARDS: Information/Lost/Stolen Card American Express www. Canada) www. Canada) www.com 800-633-7313 Hyatt Hotels (US.com 800-554-AMEX 880-347-2683 800-347-2683 800-826-2181 800-336-8472 149 .com 800-221-1222 800-544-8313 Days Inn (US. Canada) www. Canada) www.dollarcar. Canada) www.com Embassy Suites (US.com Discover www.aa. Canada) Southwest Airlines (US) United Airlines (US.hyatt.marriott. Canada) www.com www.DiscoverCard.ritzcarlton.continental. Canada) www.

com www.com www. Canada) Federal Express (US) Purolator Courier (US.fid-inv. Canada) United Parcel Service (US.com www.wsj.irs.usps.org www. Senate NEWS/WEATHER/SPORTS CBS CNN Interactive ESPN Golf Digest Wall Street Journal USA Today Weather Channel SEARCH ENGINES Alta vista Excite Google MSN Yahoo www.com www. Canada) Emery Worldwide (US.visa.S.msn.com www.house.yahoo.gov www.emeryworld.gov www.com Note: Website and phone numbers accurate at time of printing. House of Representatives U.gov www.si.nasa.americanexpress.com www.fedex.com www.com www.com www.gov www. (US.com www. Canada) MasterCard Inter.com www. 150 .google.golfdigest.ups.com www.purolator. Canada) United States Post Office (US) OTHER Western Union GOVERNMENT/INVESTING Better Business Bureau Federal Trade Commission Fidelity Investments Internal Revenue Service NSAS Smithsonian Institution US.com www.excite.cbs.senate.com 800-221-7282 800-227-6811 800-847-2911 COURIERS DHL Worldwide Express (US.com www.com www.dhl.altravista.cnn.mastercard.com www.com 800-225-5345 800-443-6379 800-463-3339 888-744-7123 800-742-5877 800-222-1811 www.WesternUnion.espn. Canada) www.ftc.com www.usatoday.Y – Z WEBSITES TO TOLL FREE NUMBERS (2) NOTES NOTES TRAVELER CHECKS American Express (US) Inter-payment (US.ustreas.com www.com 800-325-6000 www.bbb.com www.weather.gov www.edu www.

Clark a call today! SmartBizzOnline. the Caribbean and Spain.com or email your request to sales@smartbizzonline . Africa.smartbizzonline. he holds a Doctorate in Hotel/Restaurant and Tourism Management. Clark is a service/hospitality veteran of more than three decades. Taiwan. visit our secure website at www. Thailand. Switzerland. Douglas Clark & Associates DBA: SmartBizzOnline. He has spoken with such notables as Erin Brockovich. Hi! Did you enjoy Dr. Dr. George Hamilton. Franklin. Our office phone is 270-586-7244 Need a speaker for your event? Give Dr. He holds the designations of Certified Hotel Administrator (CHA). conducted over 3. A graduate of LaSalle He has University.com © PO 624.Com. Clark’s book? We hope so! Why not distribute several to your friends and coworkers and help them grow personally and professionally? To purchase additional copies of this book or other Smart Management resources. India. Ira Blumenthal.ABOUT THE AUTHOR Dr. AH&LA has also presented Dr. and received the Distinguished Public Service Award from the State of Tennessee for contributions to the area of hospitality/service training. identifying him as an outstanding national educator. Clark is the author of the Smart Management Workbook Series. He has written a number of management articles for a wide variety of service industries He was the first recipient of the National Career Achievement in Human Resources Training Award.000 domestic and international seminars in such locations as Mexico. Certified Human Resources Executive (CHRE) and Certified Hospitality Educator (CHE) from the American Hotel & Lodging Association. He is president of M. Mark Victor Hansen and Larry Winget. KY 42135-0624 151 . Clark with its prestigious Lamp of Knowledge Award. Canada.

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