PrideStaff Las Vegas

2010-11-08T21:37:00.000-08:00

5 Ways to Nurture Your Career with Temporary Assignments

2010-05-27T08:41:00.000-07:00

Gone are the days when temp work meant filling in for someone on vacation, leave or other absence. Today, temporary assignments can help pave the way to a rewarding and fulfilling career. In fact, temporary work can help enhance your career by helping you build skills, get your foot in the door at specific companies, land a full-time job, and more. Here are five ways to use temporary work to advance your career.

Improve interviewing and job search skills. Trying to find a job on your own can be a real challenge--especially if you've been out of work for a while or if you are transitioning to a new field. Our staff can help you improve your resume and practice your interviewing skills. Plus we will show you how to put your best foot forward to take advantage of new opportunities.
Build your resume. Temporary assignments allow you to quickly build your resume. Temporary assignments give you hands on experience in your field of choice. And as you develop new job skills, you'll be qualified for an even greater range of assignments--all while establishing valuable new career contacts. Even more, many staffing firms (including PrideStaff) offer a wide variety of free training and tutorials that can help make you stand out as an even stronger candidate.
Get your foot in the door. If your goal is to find a permanent position, temporary work can help you get there. More than 50% of temp assignments lead to other opportunities or full-time placement.
Uncover "hidden" job opportunities. Did you know that many jobs are not advertised publicly? Working with a staffing agency allows you to find job opportunities that you could not find on your own.
Get the "inside scoop" with a variety of highly desirable employers. Wouldn't it be nice to know what an employer is looking for BEFORE you go on your interview? Well, we already know! As staffing specialists, we really get to know our clients. We can tell you what an employer wants in a new employee. We can teach you about the employer's corporate culture, interviewing style, decision-making "chain of command", etc.--which will help you be much more successful in your in interviews. When it comes to landing a job, our inside scoop gives you a definite advantage over your competition.

So, if you're looking to build your resume, learn new things, or even change careers, give us a call today!

http://pridestaff50.haleymail.com/i/3461171l1

The importance of Synonymous Job Titles in your Sourcing Strategy

2010-05-10T09:35:00.000-07:00

by Shally Steckerl

Showing up to the requisition intake meeting from a position of immediate value is one of the fastest and most effective ways to gain your hiring manager's trust and build your credibility. Recruiters can do this by bringing with them a few key pieces of information they can confirm or validate with the hiring manager. Job titles from competitors or from organization which hire similar talent are an important criteria in developing the sourcing strategy. But where can you quickly get job titles in preparation for your hiring manager meeting?

There are numerous sources for researching job titles. Here are my favorites:

http://www.indeed.com: This vertical search engine harvests and collates job postings from multiple web destinations. Indeed is particularly useful when you have a large selection of fairly unique keywords in your position description. In the search box type in the skills or keywords listed under "must haves" in the requisition. After you search, look on the left side where you will see a navigation bar displaying a section called "Job Titles." Click the arrow to expand that section and also click on the "more' link at the end of the list, and you will find an expanded list of job titles companies use when they post jobs containing some of the same keywords for which you searched.
http://www.linkedin.com: Depending on who you ask, an estimated 54% of recruiters already use LinkedIn extensively as a search engine but this professional networking destination also provides some neat competitive intelligence, particularly the job titles that companies utilize. This is a great source when you have a short list of competitors or "similar companies" and want to know what job titles those particular companies use. Under Company Search search using the name of each company and you should see a company page. On the right hand side of that page you will see some insights from your network about that company, including a list of the top five job titles people from that company use on LinkedIn. If you want to find out more you could use the advanced people search to find for all employees of that company listed on LinkedIn, and enter a keyword or two from your job description. While this may require a bit of manual digging and scanning some pages of results you will uncover their internal job titles and possibly also obtain some department names and other useful competitive intelligence.
http://www.simplyhired.com: This vertical search engine and competitor to Indeed also shows you job titles, but in addition combines with LinkedIn to show you people you may already know who have your target job title at your target companies.
Google Sets http://labs.google.com/sets: Typically used to generate keyword suggestions based on a set of terms you provide, you can also use this to expand your list of job titles. Start with a handful of closely related job titles and you will find some additional ones you may not have already considered.
http://www.jigsaw.com: this business directory has a free version you can use to validate the job titles used by the approximately 21 million people listed. Both private as well as public companies show up. Search for a company name and you will see a list of departments (such as Sales, Finance/Accounting, Engineering, HR, IT, etc.) or levels (C-level, VP, Director, Manager or Staff). Clicking on any one of those will give you a sortable list of job titles as they appear in those individual's business cards.

Once you gathered all the variations of job titles, rank them as best you can based on your experience and intuition. Print the list out in and bring that list with you to the meeting with your hiring manger - or send it to them via email before your call. Together you can go down the list and strike out any job titles that are inappropriate. This process may also cause the hiring manager to brainstorm a few other job tiles derived from your list, or even entirely new ones your research did not dig up. The end result should be a nice list of ten or twenty job titles you can use when you search against all kinds of databases on the Internet.

If you liked this post stay tuned, my next one will be about that other critical component of your requisition intake meeting, the list of companies to target for your sourcing initiatives!

Join the National PrideStaff page on Facebook

2010-05-03T11:59:00.000-07:00

Are you or someone you know looking for their next great opportunity? One of the best ways to stay informed of up-to-date job openings is to become a fan of PrideStaff on Facebook.

As a fan of PrideStaff, you'll have immediate access to:

-Up-to-date job openings all over the country
-Career and job search tips
-Fun photos of our PrideStaff team

Click the link below to access our Facebook page:

http://pridestaff50.haleymail.com/i/2764106l1
We look forward to becoming your friend on Facebook!

PrideStaff Las
lasvegas@pridestaff.com
PrideStaff

20 Ways to Say No

2010-04-28T10:30:00.001-07:00

By Ramona Creel

Feel free to use this tip sheet / checklist as you tackle your own "do-it-yourself" organizing projects.

I AM IN THE MIDDLE OF SEVERAL PROJECTS

* let people know when you have accepted other responsibilities
* no need to make excuses if you don't have any free time
* no one will fault you for having already filled your plate

I AM NOT COMFORTABLE WITH THAT

* you might be uncomfortable with any of a number of issues
* the people involved, the type of work, the morale implications, etc.
* this is a very respectful way to avoid a sticky situation

I AM NOT TAKING ON ANY NEW RESPONSIBILITIES

* you aren't saying that you will never help out again
* just that you feel your schedule is as full as you would like now
* understanding your limits is a skill that is expected of you

I AM NOT THE MOST QUALIFIED PERSON FOR THE JOB

* if you don't feel that you have adequate skills, that's okay
* it's better to admit your limitations up front
* the best way to avoid feeling overwhelmed down the road

I DO NOT ENJOY THAT KIND OF WORK

* life isn't about drudgery -- if you don't enjoy it, why do it?
* don't be afraid to let someone know you just don't want to
* someone else is bound to enjoy the work you don't

I DO NOT HAVE ANY MORE ROOM IN MY CALENDAR

* be honest if your schedule is filled
* "filled" doesn't have to mean really filled
* know when you are scheduled as much as you are willing and stop

I HATE TO SPLIT MY ATTENTION AMONG PROJECTS

* let people know that you want to do a good job for them
* but you can't when your focus is too divided or splintered
* you will be more effective if you focus on one project at a time

I HAVE ANOTHER COMMITMENT

* it doesn't matter what the commitment is
* it can even simply be time to yourself or with friends or family
* you don't have to justify -- you simply aren't available

I HAVE NO EXPERIENCE WITH THAT

* volunteering shouldn't mean learning an entirely new set of skills
* suggest that they find someone who has experience in that area
* offer to help out with something that you already know how to do

I KNOW YOU WILL DO A WONDERFUL JOB YOURSELF

* people often ask for help because they doubt their own abilities
* let them know that you have confidence they will succeed
* you are actually doing them a favor in the long run

I NEED TO FOCUS MORE ON MY PERSONAL LIFE

* don't be ashamed of wanting to spend time with your family
* having a strong family is an important priority in and of itself
* be willing to put your personal needs first

I NEED TO FOCUS ON MY CAREER RIGHT NOW

* often, you have to focus your energies on a work-related task
* you may have to give up some civic or community duties
* if you don't do it, someone else will take on the task

I NEED TO LEAVE SOME FREE TIME FOR MYSELF

* it's okay to be selfish -- in a good way!
* treat your personal time like any other appointment
* block off time in your calendar and guard it with your life

I WOULD RATHER DECLINE THAN DO A MEDIOCRE JOB

* know when you aren't going to be able to deliver a quality product
* the reason doesn't matter -- not enough time, wrong skills, etc.
* whatever the reason is enough for turning a request down

I WOULD RATHER HELP OUT WITH ANOTHER TASK

* saying no doesn't mean that you can't help at all
* if someone asks you to do something you really despise, refuse
* then offer to help with something you find more enjoyable

LET ME HOOK YOU UP WITH SOMEONE WHO CAN DO IT

* if you aren't available to help out, offer another qualified resource
* helping to connect people is a valuable service to offer
* make sure the person you refer will represent you well

NO

* sometimes it's okay to just say no!
* just say it in a way that expresses respect and courtesy
* leave the door open for good relations

NOT RIGHT NOW, BUT I CAN DO IT LATER

* if you really want to help but don't have time, say so
* offer to help at a later time or date
* if they can't wait for you, they'll find someone else

SOME THINGS HAVE COME UP THAT NEED MY ATTENTION

* unexpected things happen that throw your schedule off
* accept that you may need to make a few adjustments
* it is temporary and you will have more time when life stabilizes

THIS REALLY IS NOT MY STRONG SUIT

* it's okay to admit your limitations
* knowing what you can handle and what you can't is a skill
* your time will be more efficiently spent on something you do well

http://pridestaff50.haleymail.com/i/2650697l1

Human Resources in 2010: What to Watch

2010-04-14T09:00:00.000-07:00

By Elizabeth Rice

While the beginning of a New Year traditionally represents a fresh start, the arrival of 2010 has many continuing to brace themselves for the ongoing effect of The Great Recession. Though we all hope the worst is now behind us, many companies and individuals alike are still tightening their belts and looking for new ways to reduce spending, while essentially continuing to hunker down for the indefinite future.

Employers in particular are facing the New Year amidst a myriad of potentially dramatic changes not only in projected revenue and expenses, but short and long term impact of the government’s proposed healthcare reform as well as new employment legislation. And now more than ever it’s important to make sure your company is in compliance with that legislation: the United States Department of Labor (DOL) received a $35 million increase to their 2010 budget, some of which has been allocated to hiring an additional 670 field investigators. This increase in bandwidth, combined with potentially hefty fines and penalties for non-compliant employers, mean that today’s companies simply cannot afford to ignore the ever changing world of employment law.

Now more than ever, companies face the three fold challenge of adhering to new legislation, ensuring maximum cost effectiveness, and attracting and retaining great talent amidst a shifting job market. Though no one can be certain what 2010 holds for employers and HR professionals, early indicators point to a few emerging issues for the HR industry in the year to come:

Complying with New Labor Measures

2009 was an active year for employment law, a trend that shows no sign of slowing in 2010. The past year saw the enactment of a number of new federal initiatives, including:

• Genetic Information Nondiscrimination Act (GINA): This initiative prohibits employers from discriminating against employees or job applicants on the basis of their genetic information. Employers looking to ensure compliance with the Act are advised to review the legal definition of genetic information and subsequently reevaluate official company policies for keeping employees’ medical information confidential, as well as make sure that any company sponsored health and wellness programs are not in violation of GINA’s restrictions.

• Amendments to the Americans with Disabilities Act: While employees with disabilities have been protected from discrimination since the passing of the original Americans with Disabilities Act 20 years ago, the Amendments Act was introduced to broaden the scope of this protection. According to Monster, a significant point in the Amendment for employers to recognize is that an
employee will be considered disabled even if he or she is able to use a mitigating measure to overcome the effects of his/her impairment. This means that an employee who takes medication to control his epilepsy, for example, is still protected by the law.

• COBRA Subsidy Extension and Expansion: Included in the National Defense Authorization Act of 2010 which was signed into law by President Obama on December 21, 2009, this measure was an extension of the COBRA Premium Assistance Act. The bill extends the COBRA subsidy from December 31, 2009, to February 28, 2010, and will expand the ARRA’s COBRA premium subsidy period to 15 months (from the current nine months).

According to Laborlawyers.com, a number of additional employment initiatives are expected to emerge from Congress in 2010, including mandatory provision of paid sick leave, the Working allow non unionized employees to file grievances against employers), the Employment Non Discrimination Act (expanding Title VII protections based on sexual orientation), and the Patriot Employer Act (offering tax breaks to those companies that agree to union neutrality).

Staying on Top of Healthcare Changes

From living rooms to board rooms, this year’s hot button issue is sparking debate across the nation. For a large number of employers, the ability to offer comprehensive employee benefits,including health insurance, plays significant role in building competitive compensation packages. When it comes to proposed healthcare reform, however, there seems to be a great deal of confusion among employers regarding how it might impact their benefits packages as well as
their bottom lines.

According to recent reports from the Society for Human Resources Management (SHRM) and research by benefits provider MetLife, many employers (41 percent) aren’t sure what they will do regarding medical benefits should legislation pass, and the findings suggest they might not be fully aware that both the House and Senate bills would establish an expansive set of baseline coverage requirements along with broad based rules relating to guaranteed issue, premium rating, and prohibitions on pre-existing condition exclusions. Research results indicate that roughly 1/3 of employers surveyed expect their benefit plans to remain the same, while according to a separate study by HR consultant firm Mercer, nearly 2/3 of companies anticipate cutting health benefits to avoid paying an excise tax included in the Senate’s proposed Patient Protection and Affordable Care Act.

Regardless of your opinion on proposed healthcare reform, one thing is certain: following the new legislation developments closely will be of critical importance among employers and HR professionals of all sizes and across all industries.

I-9 and E-Verify Updates

While the immigration debate seems to have quieted down somewhat over the past year, the US Citizenship and Immigration Services (USCIS) did take measures to improve the security of the employment verification process. Two major updates in employer verification this year were:

• Changes to the I-9 form: The USCIS revised its I-9 form, and as of April 3, 2009, required all employers hiring a new employee to use this updated form in order to verify new hires and re-verify the employment eligibility of any employee whose work authorization has expired.

• New E-Verify requirements: E-Verify, the Department of Homeland Security’s online system for determining an employee’s eligibility to work in the United States, caught the attention of government contracting and subcontracting companies this year when, as of September 8, 2009, the government began mandating E-Verify requirements for contractors and some subcontractors working under certain types of government contracts. And while currently only 3 U.S. States (Arizona, Mississippi, and South Carolina) have immigration laws requiring all employers (both public and private) to use E-Verify, a growing number are considering legislation that would make the system mandatory for certain types of employers and/or new hires.

By staying informed and up-to-date regarding the key issues facing employers and HR departments this year, companies can prepare accordingly, hopefully saving time and money while avoiding risks and potential penalties down the road.

http://www.sales-articles.com/Art/15631/300/Human-Resources-in-2010-What-to Watch.html

Exempt Employee Definition: Five Frequently Asked Questions

2010-04-13T08:40:00.000-07:00

Some of the most common questions we receive cover the definition of an exempt employee under the Fair Labor Standards Act. The definition is important because an employer must pay overtime to employees who work more than 40 hours per week unless the employees meet that definition via certain tests regarding job duties and salary.

The FLSA provides exemptions for executive, administrative, and professional employees; outside sales personnel, certain specialized computer personnel; certain highly compensated employees; certain retail sales employees; and employees covered by the Motor Carrier Act (MCA). In order to qualify as exempt from the overtime pay requirements, an employee must pass three tests: the salary level test, salary basis test, and duties tests.

Here are some common questions about exempt employees.

Q: Our company’s business has fallen off dramatically. Can we require that each exempt employee take a one-week unpaid furlough before the end of our fiscal year?

A: Unfortunately, many employers are in the position of looking for ways to cut costs, and many are opting for furloughs as a means to cut costs without cutting jobs. The Department of Labor recently released several opinion letters addressing how furloughs affect exempt employees. The following are the main principles:

• Weeklong furlough. If an employer sets up a weeklong furlough and doesn’t pay exempt employees, there is no risk of losing the employees’ exempt status because the FLSA regulations provide that exempt employees need not be paid for any workweek in which they perform no work.

• Partial-week furlough deducting employee pay. If an employee sets up a partial-week furlough and deducts the pay of exempt employees for the furlough days, the employees are at risk of losing their exempt status and may be entitled to overtime.

• Partial-week furlough using vacation time. If an employer sets up a partial-week furlough and uses vacation time for the furlough time so that the employees receive their usual salary, there is no risk of losing the exemption. But this requires that every employee on furlough has enough vacation time to cover the furlough.

• Permanent furlough arrangement. Employers may set up a permanent change in an employee’s usual weekly schedule, such as changing the weekly work schedule from 5 days to 4 days, and altering the employee’s salary to match. As long as the exempt employees receive at least the $455 weekly salary required by the FLSA for exemption, they will remain exempt. Based on this information, you may require exempt employees to take a one-week unpaid furlough without jeopardizing their exempt status.

Q: Can a full-time exempt employee be suspended without pay?

A: Deductions from the pay of exempt employees may be made for unpaid disciplinary suspensions of one or more full days imposed in good faith for infractions of workplace conduct rules. The disciplinary deductions must involve serious misconduct (harassment, workplace violence, etc.), not performance or attendance issues. The employer must have a written policy applicable to all employees in order to make disciplinary deductions. For example, an employer may suspend an exempt employee without pay for three days for violating a generally applicable written policy prohibiting sexual harassment or workplace violence.

Q: Can we require exempt employees to clock in and out for lunch periods and at the start and end of the workday?

A: Employers may require exempt employees to clock in and out for lunch periods and at the beginning and end of their work day. There are a number of reasons why an employer might want to require exempt employees to “punch a time clock” in the same way that non-exempt employees are required to do so. One reason involves the equitable treatment of all employees regardless of level in the company. Another reason is that a time clock provides a record of exempt employees’ attendance. However, in order to continue to be classified as exempt, these employees must be paid on a salary basis meaning they must paid a fixed salary each week. The United States Department of Labor (DOL) enforces regulations that define the salary basis requirement for exempt status (29 CFR 541.118, 541.212, and 541.312). To be exempt, administrative, executive, and professional employees must generally be paid a predetermined amount each pay period that is at least the minimum weekly salary required by the regulations (currently $455 per week). The amount paid may not be reduced because of a variation in the quality or quantity of the work performed. With few exceptions, the employee must receive his or her full salary for any week in which he or she performs any work without regard to the
number of days or hours worked.

Accordingly, if an exempt employee clocks in late to work or leaves early at the end of the day, the employer may not dock his or her pay as it does for a non-exempt, hourly employee. We hope this information is helpful. Please let us know if you have additional questions.

Q: If an exempt employee comes into work for half of an hour and needs to leave due to personal reasons, are we required to pay the employee for the entire day or can we use available PTO time?

A: As a general rule, employers may not deduct from an exempt employee’s weekly salary because of a partial day absence from work. He or she must be paid the full weekly salary even though a partial day was missed. However, if the employer has a written policy of which the employee is aware providing for the use of accrued paid time off in partial day increments, the employer may charge a partial day absence to vacation or other accrued paid time off. The result is that the employee still receives the full salary for the week.

The U.S. Department of Labor has issued an Opinion Letter addressing this issue. The relevant paragraph is copied below: “’To respond to your specific concern about whether or not an exempt employee’s accrued PTO leave bank may be reduced for partial day absences, the answer is yes. Where an employer has a benefits plan (e.g., vacation time, sick leave), it is permissible to substitute or reduce the accrued leave in the plan for the time an employee is absent from work, whether the absence is a partial day or a full day, without affecting the salary basis of payment, if the employee nevertheless receives in payment his or her guaranteed salary. Payment of the employee’s guaranteed salary must be made, even if an employee has no accrued benefits in the leave plan and the account has a negative balance, where the employee’s absence is for less than a full day.”

The federal Fair Labor Standards Act (FLSA) has strict rules about deductions from the pay of an exempt employee. There is a detailed discussion on Compensation.BLR.com that can be found here. For your convenience, the part most relevant to your question is copied below:

• Personal reasons. Deductions may be made when the employee is absent from work for a full day or more for personal reasons other than sickness or disability. Thus, if an employee is absent for a day or longer to handle personal affairs, his or her salaried status will not be affected if deductions are made from his or her salary for such absences. If an employee is absent for less than a day, he or she must be paid for the full day.

• Family and Medical Leave Act (FMLA) leave. Employers may dock the pay of otherwise salaried and exempt employees for family and medical leave-related absences of less than one full day without affecting their exempt status but only in situations where the employer is required to provide leave under the FMLA.

Q: Do you have a policy for giving exempt employees compensatory time? Specifically, when employees travel for the company on weekends, the company would like to show their appreciation by giving them an additional day of PTO.

A: Instituting a formal compensatory time off policy for exempt employees is legal, but many employers avoid formal policies due to the complications such a policy can create. Employers sometimes avoid formal comp time policies because they may create the expectation that exempt employees work set hours or that certain work is “extra.” Instead, many employers opt to grant additional leave to exempt employees on an individual and discretionary basis, based on
exceptional performance.

If your organization wishes to provide comp time to exempt workers in a formal policy, it is best to set out a policy or clear expectations regarding when comp time is earned, how it will be tracked and within what time frame it must be used. For example:

• The policy should first limit and define the employees eligible for comp time to those that are exempt from overtime provisions of the FLSA. The policy should specifically state nonexempt positions are entitled to overtime pay and must be compensated for any hours worked over 40 hours in a work week and are not eligible for compensatory time off.

• State that the employer has no legal requirement or obligation to grant compensatory time off to exempt employees. A supervisor may choose to grant compensatory time off to exempt employees who are required to work in excess of 40 hours per week for special projects or during weekends or any normally scheduled time off. State how compensatory time will be granted (e.g., on an hourfor-hour or other basis).

• Require supervisory approval of work that qualifies the exempt employee for comp time. Consider requiring recordkeeping of hours worked, use of timesheets, etc., depending on the
work environment.

• Set time periods for use of comp time (i.e., within a year of date which comp time is accrued, within 60, 90 days, etc.)

• Set limits on when an employee can use comp time (i.e., allowing supervisors to deny comp time leave requests if taking such time will “unduly disrupt” the department’s operations.

• Set limits on the number of hours of comp time an employee can accrue in a set period.

http://compensation.blr.com/news.aspx?id=159415

10 Practical Steps to Avoid Employment Liability in 2010

2010-04-12T15:20:00.000-07:00

By Erin M. Roark

In January the U.S. Equal Employment Opportunity Commission (EEOC) issued a press release announcing that 93,277 workplace discrimination charges were filed with the federal agency nationwide during Fiscal Year 2009, the second highest level ever. Additionally, private sector job bias charges alleging discrimination based on disability, religion and/or national origin hit record highs. The number of charges alleging age-based discrimination reached the second-highest level ever. Continuing a decade-long trend, the most frequently filed charges with the EEOC in FY 2009 were charges alleging discrimination based on race(36%), retaliation (36%), and sex-based discrimination (30%). Monetary relief obtained by the EEOC for victims in FY 2009 totaled over $376 million.

In releasing the statistics, EEOC Acting Chairman Stuart J. Ishimaru stated, “The latest data tell us that, as the first decade of the 21st century comes to a close, the Commission’s work is far from finished.” The EEOC opined that the near-historic level of total discrimination charge filings may be due to multiple factors, including greater accessibility of the EEOC to the public, economic conditions, increased diversity and demographic shifts in the labor force, employees’ greater awareness of their rights under the law, and changes to the agency’s intake practices that cut down on the steps needed for an individual to file a charge.

Undoubtedly, from the ADA Amendments Act to new FMLA regulations to the stimulus package, 2009 was a year of change in the employment law arena. With such sweeping changes and in light of the EEOC’s reported statistics for FY 2009, this is a good time to internally audit, update and review handbooks and policies. Here are some recommendations for avoiding liability in the New Year.

1. Review and update job descriptions.

Accurate job descriptions can be an employer’s best tool in ADA matters, interviewing, evaluations and workers’ compensation claims. However, in order for job descriptions to be a useful tool, they must be current and accurate. The New Year is a great time to review these job descriptions to ensure they are complete, accurate, and correspond to the actual duties performed.

2. Check your postings.

The new FMLA/DOL poster has been published including the new military leave. Ensure that your DOL, state and federal and workers’compensation notifications are all current and up to date. Don’t wait for the surprise audit or investigation to alert you to deficiencies.

3. Provide harassment training.

Harassment training is a great way to reiterate the employer’s commitment to a harassment free workplace. It is also a way to alert individuals to the means by which to report those concerns. This serves not only as a deterrent for harassment but may alert you to potential problems and aid in the defense of future claims.

4. Conduct ADA training.

The ADA Amendments Act went into effect in 2009. Ensure that your team, managers, and supervisors understand the new definitions and obligations to better engage and interact with your employees and applicants.

5. Update military leave policies.

With the recent passage and amendment to the FMLA military leave provisions for family members of military members, ensure that your policies accurately reflect the obligations under USERRA, FMLA, and any state laws with regard to protection extended to military
members and their families.

6. Review, update or implement performance evaluations.

Are you using the same evaluation forms you used a decade ago? Performance evaluations are only as good as the information they solicit. Review evaluation forms and update them to accurately capture the data you need. Train managers and employees to understand the process and the measurements utilized.

7. Update FMLA forms.

With the new regulations that went into effect in 2009, the Department of Labor published new FMLA certification forms and notifications that must be provided to employees. Review your forms and notices and ensure they are in compliance with the new regulations and DOL requirements.

8. Think before you layoff.

Unfortunately in these trying economic times, more and more employers are conducting layoffs or reductions in force. Before any actions are taken, ensure that you re-familiarize yourself with the WARN Act obligations and notifications required under the Older Workers Benefit Protections Act and ADEA. Severance packages and releases can be offered but there are obligations and limitations. A little extra time up front can prevent costly litigation later.

9. Conduct a thorough handbook review.

Update your handbook to ensure that all necessary policies are included, current and reflective of the 2009 laws. Has your company grown so that you are now covered by Family and Medical Leave or other provisions that you were not previously subject? When you make these updates, indicate the date that the handbook was revised, distribute the updated policies and obtain new acknowledgments from employees.

10. Update COBRA notices and policies.

Effective March 1, 2009, the American Recovery and Reinvestment Act of 2009 expands COBRA continuation coverage to provide a 65% federal subsidy toward COBRA premiums for up to nine months to individuals who were involuntarily terminated from their employment between September 1, 2008 and December 31, 2009. Employers are obligated to notify eligible individuals of their rights. You need to update COBRA policies and materials to include these provisions and new DOL notices; identify those employees who were involuntarily terminated after September 1, 2008, and notify them of their rights and responsibilities under ARRA; and develop processes and procedures for administration of the COBRA subsidy and reimbursement of the 65% of premiums.

http://www.dinslaw.com/64/10_steps_to_avoid_employment_liability_in_2010/

PrideStaff presents Industrial Insight

2010-04-05T17:28:00.000-07:00

Flex Your Human Resources

Flex staffing is all the rage in an "uncertain" economy and CFO's love the ability to reduce payroll when orders drop off. Consequently, Production Managers love Flex for immediate access to a talent pool that can report to work "next day" without the hassle of recruiting/hiring. Managers have known this secret for a long time, as indicated from this survey by AMA.

"According to an American Management Association survey, 91% of human resource managers rate flexibility in staffing issues as important, and 95% use temporary and contract employees to achieve that flexibility."

American Management Association, "1999 AMA Survey, Contingent Workers, Summary of Findings."

So what are you waiting for? Actually, we understand the hesitancy to fully embrace a flex staffing model, and here are the two most common objections, along with our soothing rebuttal.

1. Staffing services charge too much, I can hire my own people for much less!
On the surface this looks like a slam dunk argument, but the reality is - outsourcing your recruiting/screening/hiring activity frees you up to focus on producing more of the product or service that creates revenue. Your business model is about profitability, not how to find and hire the right people. That IS our business!

And don't forget about the time saved by letting PrideStaff manage the ugly side of employment, claims from unemployment and workers comp, taxes, benefits and other "frictional" employment costs.

2. The workers they send out do no have the experience to do my jobs!
We know this happens, with our competitors!

Every new employee needs OTJ training to reach performance levels, whether they were hired by PrideStaff or by you. The first advantage we offer is matching our employee's skill level and recent experience to your job descriptions: we call this our ON TARGET order fulfillment process. This process allows PrideStaff to deliver better candidate quality on each and every assignment.

We also job shadow and benchmark critical skills at your worksite, which takes the guesswork out of hiring.

And for high volume positions (three or more associates), PrideStaff will customize an orientation that includes specific company information you want us to cover.

Sometimes our best efforts result in a mismatch because of culture or personality. That's why we offer our 110% guarantee - credit for the first day plus a 10% reduction for the first day of replacement.

At PrideStaff, we go to great lengths to ensure the temporary staff we provide have the skills and experience you need. When you're looking for highly skilled, experienced and trained support, contact your local PrideStaff office.

Innovative Solutions to Everyday Challenges
Forklift Drivers
Pickers/Packers
Labelers
Shipping & Receiving
Inventory Control
Traffic Coordinators
Packaging/Fulfillment
Warehouse Management

3110 W Cheyenne Ave Suite 300 North Las Vegas, NV 89032
(702)395-5314 www.pridestaff.com

Our Mission: Consistently provide client experiences focused on what they value most.

PrideStaff Las Vegas Makes Inavero’s 2010 Best of Staffing™ List

2010-04-05T17:27:00.000-07:00

PrideStaff Las Vegas Makes Inavero’s 2010 Best of Staffing™ List

Release Date: March 10, 2010

Contact: Demont Daniel, CSP

PrideStaff Las Vegas announced today that it has been named to Inavero's inaugural Best of Staffing™ list. Best of Staffing, presented in partnership with CareerBuilder, is the nation's only client satisfaction award that recognizes exceptional client service in the staffing and recruiting industry. The 2010 Best of Staffing winners are truly set apart from the rest of the industry through their extraordinary level of client satisfaction.

"PrideStaff has strived to be a true partner to its clients as we help them navigate hiring and staffing in a difficult economic climate," PrideStaff's Business Development Manager, Demont Daniel said. "We are proud and honored to be recognized for our efforts in this way."

Staffing firms competing to make the Best of Staffing list underwent a rigorous client survey process followed by careful analysis of responses to determine satisfaction levels. PrideStaff Las Vegas received satisfaction ratings of 9 or 10 out of 10 from 90 percent of their clients, significantly higher than the industry's average of 55 percent. Best of Staffing participants secured their place on the list by exceeding the national staffing industry benchmark for client satisfaction by more than 22 percent.

"This is a time when clients of staffing firms can and should demand excellence from their recruiting partners," Eric Gregg, managing partner of Inavero said. "The $86 billion staffing and recruiting industry currently puts more than 2.5 million people to work daily and has become a fundamental component of overall U.S. employment. Inavero's Best of Staffing program presents an opportunity for firms to differentiate themselves from the rest of the industry, recognizes excellence, and also provides invaluable information about how to continue to meet and exceed client expectations."

Inavero's complete Best of Staffing list can be viewed at www.bestofstaffing.com. For more information about Inavero, visit www.inavero.com. To learn more about PrideStaff Las Vegas visit www.pridestaff.com.

Résumé Q & A: Top Questions Asked by PrideStaff Field Associates

2010-03-26T12:16:00.000-07:00

You never get a second chance to make a first impression. And when it comes to your career, your résumé often makes that first impression for you.

Are you confident your current résumé is up to the challenge?

If not, don't worry--you're not alone. Many of our Field Associates are unsure about the quality of their résumés, or ask for our help in improving its content. In fact, each year we answer thousands of résumé questions. We've compiled this list of 10 of the most popular ones, as well as our answers, to help you put your best foot forward.

Q: Do I have to include a career objective?
A: Although this is not a crucial element of your résumé, an employer will be impressed if you have a concrete idea about what you want to achieve in your career.

Q: How do I decide what achievements to include in my résumé?
A: If you've accomplished many goals over the years, this task can seem overwhelming. Use the PAR formula (Problem, Action, Result) to analyze each achievement. Here's how. For each job, jot down your significant accomplishments. Then for each achievement, identify the problem you faced, the action steps you took and the measurable (quantifiable) results you achieved.

Once you've analyzed your achievements for each job, prioritize your list and include the ones that are most important to the position you are seeking. Keep in mind that your résumé should contain the accomplishments you're most proud of, while your cover letter should contain supplemental achievements that may be of interest to the decision maker.

Q: How long should my résumé be?
A: The absolute max is two pages, though one is preferable. The length of your résumé should be determined by how much you've achieved in your career. If you're an accomplished professional, you may need two pages; if you're fresh out of school, limit it to one. The absolute max is two pages, though one is preferable. The length of your résumé should be determined by how much you've achieved in your career. If you're an accomplished professional, you may need two pages; if you're fresh out of school, limit it to one.

Q: Should I include references?
A: References should not be listed in your résumé. Instead, include the simple statement: "References available upon request." Just make sure that you have a copy of those references handy at the time of your interview.

Q: What are keywords, and how do I use them?
A: Keywords are specific words or phrases used to describe your experience. Often, they are specific buzzwords used in a particular job or industry (e.g., someone looking for an administrative job might use keywords like "MSWord," "administrative assistant," or "word processing"). Recruiters use keywords to search through résumé databases, job websites and business networking sites to identify potential job candidates. In a nutshell, keywords put your skills into focus for a recruiter and help him determine, at a glance, whether or not your skills match those needed for an available job.

To use keywords properly, first identify which ones make sense for your résumé. Use job postings similar to your interests, or research industry trends online, to generate a list of 10 or 15 strong, descriptive and applicable keywords. Then, incorporate those buzzwords into the career summary, job description and/or professional qualifications sections of your résumé.

Q: Do I need more than one version of my résumé?
A: Yes. The better your résumé matches an available position, the more likely you are to get a call for an interview. So customize your résumé when needed. Start by developing a base résumé--one that is generic enough to use for any job for which you might apply. Then, you can tailor and save different versions as your job search progresses.

Your base résumé should first be created in an ASCII text format (you can use NotePad or WordPad to create this .txt file version). Use this .txt version for all your electronic submissions, where you have to cut and paste your résumé to submit it, to ensure your résumé will retain its formatting on the receiving end. For printing or attachment purposes, convert your ASCII file to a Microsoft Word version. Using MSWord you can easily format margins, fonts, etc. to make your printed copy look clean, professional and polished.

Q: What should my résumé NOT contain?
A: As a general rule, leave any references to religion, sexuality and school grades off your résumé. In addition, do not include a list of references, photos, or an explanation of why you left your last job.

Stink Over Perfume at Detroit Workplace ‎

2010-03-18T11:24:00.000-07:00

NEW YORK, March 16, 2010

Stink Over Perfume at Detroit Workplace

City Employee Sues, Wins $100,000 after Complaints About Colleague's Scent, Room Deodorizer

(CBS) Sometimes scents can be overpowering. A Detroit woman sued the city after she claimed she couldn't work due to her colleague's perfume.

CBS News correspondent Bianca Solorzano reported on "The Early Show" that city employee Susan McBride complained she was "chemically sensitive" and a co-worker's perfume and room deodorizer made it difficult for her to breathe and do her job -- so much so that she suffered migraines, nausea and coughing.

Ann Curry Thompson, McBride's attorney, told CBS News, "You can't come into a workplace loaded in one of these so-called designer perfumes that broadcasts itself across the room."

McBride won a $100,000 settlement. Detroit city employees in the three buildings where McBride works are now being warned not to wear scented products, including colognes, aftershave, perfumes, and deodorants, or even use candles and air fresheners.

Thompson said, "When you have a stated policy in the workplace, it gives an employee something to point to."

Joelle Sharman, a labor and employment lawyer, said on "The Early Show" an employee would have to prove that a scent actually had a health effect on his or her person to make a case.

She said, "If I triggered a condition that caused substantially something to interfere with your ability to perform in the workplace, if I interfered with your ability to work or ability to breathe, then, yes, and you reported it to your employer, then the employer would have to respond."

"Early Show" co-anchor Harry Smith asked if an employer has the right to tell a person they can't use cologne or perfume.

Sharman responded, "A person doesn't necessarily have a right to wear perfume, but the person does have a right to be able to breathe in the workplace. So if an employee comes into work and says to his or her boss, 'I can't breathe, this perfume is triggering a condition that is affecting my ability to breathe in the workplace,' and reports to his or her boss, the boss has to reasonably accommodate that person."

Smith said as he read up on the case, it looks like the boss didn't respond to the complaints.

Sharman added, "The boss did not engage in the interactive process. Had he just communicated with the employee, explored the options, all of this may have been avoided."

However, an employee shouldn't just say another employee stinks, Sharman said.

"I don't think that would be the appropriate approach," she said. "I would go to a person's boss and say, 'The smell is affecting the way I'm breathing. It's causing an allergy or it's affecting my breathing. It's interfering with my ability to work. Can you accommodate me, please?'"

HIRING AND COMPENSATION IN Q1

2010-03-03T08:48:00.000-08:00

HIRING
Twenty percent of employers say they increased their headcount in the last three months. Thirteen prevent reduced headcount while 66 percent reported no change and 1 percent were undecided.

Employers are expected similar results for the upcoming quarter. Twenty prevent of employers plan to add employees in Q1 2010. Nine Percent will decrease headcount while 66 percent anticipate no change and 6 percent are undecided.

COMPENSATION
With a large number of annual salary increases taking place in the first quarter, 45 percent of employers expect to raise compensation levels in the next three months. Thirteen percent say the average raise amount will be 4-10 percent, while 1 percent anticipate an average raise of 11 percent or more.

HIRING IN 2010

2010-03-03T08:40:00.001-08:00

HIRING BY INDUSTRY
Comparing selected industries, hiring is expected to increase in information technology, manufacturing, financial services professional and business services, and sales in the coming year. Thirty-two percent of IT, 27 percent of manufacturing, and 23 percent of financial service employers plan to add full-time permanent employees in 2009, followed by 22 percent of employers in professional and business services and 21 percent in sales. Health care employers are also planning to expand staffs at 21 percent followed by 18 percent of transportation employers and 15 percent of retail

HIRING BY JOB TITLE
When asked what areas employers plan to hire for in 2010, one-third pointed to technology followed by 28 percent in customer service. Nearly one-quarter (23 percent) plan to add sales people, 18 percent will add in research/ development, 15 percent in accounting/finance and 14 percent in marketing.

COMPENSATION
Even as companies continue to watch their spending, they still plan slight increases to salaries in the coming year. Fifty-seven percent of employers report their companies will increase salaries for existing employees in 2010, down from 65 percent in 2009. Thirty-six percent expect to raise salaries of existing employees by 3 percent or more, while 11 percent anticipate increases of 5 percent or more.

Twenty-nine of employers plan to increase salaries on initial offers to new employees, down from 33 percent in 2009. Nearly one-in-five (18 percent) employers will raise salaries on initial offers by 3 percent or more while 7 percent anticipate increases of 5 percent or more.

HOW EMPLOYERS PLAN TO MOVE FORWARD IN THE NEW YEAR

2010-03-01T09:01:00.000-08:00

1. REPLACING LOWER-PERFORMING EMPLOYEES
Employers are taking advantage of the large number of top talent in the current labor pool to strengthen their work force. Thirty-seven percent of employers say they plan to replace lower-performing employees with higher performers in 2010. When asked to grade their current work force, 25 percent rated them an “A” 60 percent a “B”, 15 percent a “C” and 1 percent a “D”. Less than one-half of a percent felt their current staff was a failure.

2. EMPHASIS ON SOCIAL MEDIA TO STRENGTHEN BRAND
The economy required companies to make some tough decisions about their businesses, which had a negative impact o their brands. Close to four-in-ten (37 percent) employers plan to put a greater emphasis on social media in 2010 to create a more positive brand for their organization. One-in-five employers plan to add social media responsibilities to a current employee, while close to one-in-twelve (8 percent) plan to hire someone new to focus or partially focus on social media.

3. REHIRING LAID-OFF WORKERS
Companies needed to scale their businesses to market last year and four-in-ten employers say they were forced to lay off workers. Among those who had lay-offs in 2009, thirty-two percent of employers now say they plan to bring back workers and the-in-ten are either doing it now or plan to do so in the first six months of 2010.

4. FLEXIBLE WORK ARRANGEMENTS
Companies plan to continue providing employees with greater flexibility in hopes of maintaining a better work-life balance. Thirty-five percent of employers say they plan to provide more flexible work arrangements in 2010, compared to 31 percent last year. Among those who will offer flexible work arrangements, these arrangements include:

5. CUTTING PERKS AND BENEFITS
Even as companies look to the new year and toward growth opportunities for their businesses, many are still choosing to trim perks and benefits. Thirty-seven percent of employers say the will cut perks and benefits in 2010, up from 32 percent who said they trimmed in 2009. Perks and benefits employers plan to trim in the new year included bonuses, medical coverage, suspended 401k matching and office perks such as coffee, tea and condiments.

6. REHIRING RETIREES AND POSTPONING RETIREMENT
Companies understand the intellectual capital mature workers bring to their organization and 27 percent say they are open to retaining their workers who are approaching retirement. Sixteen percent say they are likely to rehire retirees from other companies in 2010. Additionally, one-in-ten are likely to provide incentives for workers at or approaching retirement age to stay on wit the company longer.

At the same time, workers have expressed interest in postponing retirement. Thirty percent of employers report they have received request from workers approaching retirement age to stay on with their company, up from 22 percent last year.

7. FREELANCE OR CONTRACT HIRING
While employers still plan to be cautious regarding the number of full-time employees they add in the new year, many will turn to freelance or contract employees to help keep their businesses moving forward. Three-in-ten employers anticipate hiring freelancers or contractors in 2010, up slightly from 28 percent in 2009. Six percent expect to employ more freelance workers or contractors than last year, while 15 percent expect to hire the same amount and 10 percent plan to hire fewer.

8. GREEN JOBS
Employers will continue to turn some of their focus to the environment in the new year. Eleven percent of employers say they plan to add “green jobs” in 2010 the same amount who said they added them in 2009. “Green Jobs” are positions that implement environmentally conscious design, policy and technology to improve conservation and sustainability.

9. BILINGUAL RECRUITMENT
Employers have identified having a diverse work force as an important measure of success as they begin to rebuild their businesses after the economic downturn. One area they plan to focus on is building a bilingual team. Four-in-ten employers said they plan to hire bilingual candidates in 2010 and half said that they had two equally qualified candidates; they would be more inclined to hire the bilingual candidate.

10. BUSINESS TRAVEL
While employers are inching away from cost containment and more into growth, one area they still plan to save money on is business travel. Forty-three percent of employers say that in their organizations there will be less business travel in 2010 than in 2009.

Manufacturing grows in Feb., jobs gauge rises

2010-03-01T08:56:00.000-08:00

NEW YORK – The manufacturing sector expanded in February for the seventh straight month while a measure of employment jumped to the highest level in more than five years.

The pace of manufacturing growth was slower than in the previous month, and fell short of economists' expectations.

The Institute for Supply Management, an industry trade group of purchasing executives, said Monday its manufacturing index index read 56.5 last month, slightly slower than the 58.4 reading in January. It was also slower than the 58 level expected by economists polled by Thomson Reuters.

A reading above 50 indicates expansion.

ISM said its employment measure grew for the fourth time in five months, accelerating to 56.1 in February from 53.3 in January. February's number is the highest since January 2005.

"With these levels of activity, manufacturers are seemingly willing to hire where they have orders to support higher employment," said Norbert Ore, chair of ISM's manufacturing survey committee.

A pickup in business investment in equipment and software, increases in exports and slower cutbacks of inventories is helping drive production gains.

Of the 18 industries ISM surveys, 11 reported growth, led by machinery, paper products and apparel. Five declined, led by wood products, furniture and primary metals; two were unchanged.

To Get Hired, You have to be one of these Two People

2010-03-01T08:48:00.000-08:00

The job market is not really that difficult to understand when you look at why employers take on new staff. The company will have a need that cannot be fulfilled by the current organization and thus there is a job opening. If you can understand what need you can be the solution to, you will be on to a winner. Every business out there has a common goal: to make money. This can be achieved by getting people that can generate more money, or by getting people that can cut costs and save money. The question is; which type are you?

Money makers

Sales people are the best example of money makers. They are hired to generate more customers and orders that will go straight to the bottom line. If you are in the money making category, it is fairly straightforward why you are needed. You have to convince the employer that you have generated cash in the past and will do so in future. By using specific examples and quantifying your achievements, you demonstrate what you are capable of.

Money savers

If you are in this category, it will be harder to justify exactly how you will make a difference to the profits of your potential new employer. Anyone in accounting or finance would be a potential money saver. Managers can cut costs by automating processes, reorganizing teams, establishing better focus and so forth. However you saved money for your current or previous employer, be prepared to deliver the story in the interview. Again, be as specific as possible and quantify how much you saved and exactly how you implemented your idea.

Call to action

Have a good think of how you deliver value to your new employer. Do you make or save money? Whichever it is, does the prospective employer know exactly what you do and what the impact would be to their bottom line? The more specific you can be, the better your chances in an interview. Look back at your professional experience and analyze your jobs. How much did you make/save in each role and why? When you prepare these case studies and back them up with figures, you will be way ahead any other candidate going in for the same job.

Receptionist Wanted

2010-02-26T10:20:00.000-08:00

Requirements:
The ideal canidate will perform a variety of administrative functions and support task. This individual will be able to wrok independently with little or no supervision. this person must be exceedingly well organized, flexible and enjoy the administrative challenges of suppporting a small office and programs.

Strong Candidates:

2+years office support experience
Have exceptional interpersonal/communications skills
Thrive on deadlines and overcoming obstales to reach goals
Seek to elevate their level of success
Enjoy a high level of responsiblity
Good MS Word, Excell, and outlook skills
Outstanding customer service skills
Accurate typing abilities
Support experience in profession services, sales or marketing environment
Construction/Engeneering industry experience preferred

Resonsibilities

Answer phones
Schedule Appointments
Compose memos, transcribe notes
Generate reports
Creates and prepares presentations
Gives Information to callers
Handles multiple projects and prepares and monitors invoices and expense reports.

2010 U.S. JOB FORECAST

2010-02-26T09:27:00.000-08:00

The encouraging news regarding the economy may be easing hiring fears, as employers signal an increase in their plans to hire in the new year, according to CareerBuilder’s 2010 Job Forecast. While employers continue to closely monitor the progress of recovery for the US economy, they are beginning to consider hiring strategies designed to preserve the health and growth of their businesses for the future. Career Builder surveyed more than 2,700 hiring managers and human resource professionals nations wide across industries.

“ There have been many signs over the past few months that point to the healing of the US economy, especially the continued decrease in the number of jobs lost per month, a trend that will hopefully carry over into the new year,” said Matt Ferguson, CEO of CareerBuilder. “Although 20 percent of employers plan to add headcount in 2010, up from 14 percent last year, still remains cautious in regards to their hiring, we are headed in the right direction but should not expect to see actual job growth until at least Q2 201

HIRING IN 2010

FULL TIME
Twenty percent of employers plan to increase their number of full-time permanent employees in 2010, up from 14 percent in 2009. Nine percent say they plan to decrease headcount in 2010, down sharply from 16 percent in 2009. Sixty-one percent don’t plan to change staff levels, while 10 percent say they are unsure.

PART TIME
Eleven percent of employers plan say they pal to add part-time employers in 2010, up slightly from 9 percent in 2009. Eight percent say they plan to decrease their part-time help in 2010, down from 14 percent in 2009. Sixty-nine percent plan no change in headcount, while 13 percent are unsure.

HIRING BY REGION
Employers in the West are planning to increase their headcounts more in 2010 than the other regions of the country. Nearly one-quarter of employers (24 percent) in the West say they plan to add full-time workers in 2010, compared to 21 percent in the Northeast, 20 percent in the South and 16 percent in the Midwest.

While plans to decrease headcounts in 2010 are down sharply across all regions, employers in Northeast still plan to trim headcounts by 10 percent, followed by an 8 percent decrease in the South, West and Midwest.

Staffing for Recovery

2010-02-26T09:04:00.001-08:00

Five ways to strengthen your business without increasing your costs

Running lean doesn’t mean having to forego opportunity. The key to controlling labor cost- without sacrificing resources- is flexible staffing.

At PrideStaff, we help organizations develop flexible staffing plans. By creating more strategic workforce models, we provide organizations with just-in-time access to talent- used only demand peaks. We can help your company enhance productivity, minimize payroll and benefits expenses, and still have access to the people and skills you need to take advantage of new opportunities.

Here are five ways PrideStaff can help you in prepare for the coming revovery:

1. Improve Efficiency in Key Areas.
Are your most talented and productive employees losing too much time to low value tasks? By supplementing your core staff with well-qualified temporary employees, your top performers will have more time to focus on their most critical job functions.

2. Capitalize on New Business Opportunities.
At your current staffing levels, do you have the capacity to increase output, pursue new markets, or implement growth initiatives? PrideStaff can show you how to create a flexible staffing plan that will give you on-demand access to people with the skill and experience you need to overcome capacity constraints- without increasing your overhead.

3. Create New Products and Services.
Are you looking to expand your product or service line? As your workforce partner, PrideStaff can recruit people with the experience and knowledge you need to ensure a successful launch. Whether you need people to fill a project or full-time role, we can source the talent you require for a fraction of the cost of hiring consultants or full-time employees.

4. Build a Stronger Bench.
Even if you don’t have immediate hiring needs, now is the time to plan for the future, PrideStaff can help you create a proactive recruiting strategy in advance of your hiring needs. Then, when you are ready to hire, you’ll already have a strong bench of talent that requires minimal training and ramp up time.

5. Gain Flexibility.
Is your business equipped to handle fluctuating demands? During the economic rebound we will undoubtedly see widely fluctuating peaks and valleys in our workloads. By taking more strategic approach to staffing PrideStaff will help you adjust your workforce levels to workflow- supplying support when demand is high, without the overhead when demand is lower.

DYK? Application of 75-Mile Rule to Staffing Firms

2010-02-17T09:10:00.000-08:00

Under the regulations, an employee is not eligible for leave unless the employer employs 50 or more employees within 75 miles of the employee's work site. In the case of temporary employees, the rules specifiy that the work site is the temporary staffing office from which employees are assigned, not the client's place of business. Thus, all employees assigned from a temporary staffing office- even if a client work site is more than 75 miles from the office- are included in the head count for the purpose of determining the eligibility of both temporary and full-time staff employees. To avoid undue hardship to small tempory staffing offices, the staffing industry had urged that staffing firms be allowed to exclude their temporary employees in determining the eligibility of their full-time staffs. DOL declined to adopt such a two-tiered counting test. In meetings with industry representiatives, DOL officials said that there was no practical way to apply such a test only to staffing firms because other businesses also assign employees from central offices to work at remote client locations and that it would create significant administrative problems.

36 Creative ways to get your Ideas and Values across

2010-02-17T08:53:00.000-08:00

The Olympics showed us that the athletes with the best plan for the race often gain the performance edge that makes all the difference. In this Innovative Idea, you'll see how this same approach to planning can make a big difference in the performance of your team. Even if you have a team of world-class talent, the process outlined in this article can help ensure you come out with gold medal performances!

1. Look at your business card. Does it have anything distinctive about it?

Is there anything that represents you as a unique human being? If not, turn it over and add something on the human level such as a quotation, a sticker, a motto, or a graphic or picture of something you love.

2. Have a contest with employees—"If my company/department were a T-shirt, this is what it would say..." Then have them actually design the shirt. Photograph or videotape the results.

3. Send a handwritten note to at least one customer a day.

4. Keep a bulletin board in your office of pictures of regular customers and their families. Send birthday cards to them on their special day.

5. Put a specially wrapped package of M&M’s (or any other candy which might represent your company) in every package you ship out with a note saying, "We’re glad you’re our customer."

6. Once a month encourage the senior managers to do something creative for all employees or for employees in their divisions: cook them breakfast, bring around an ice cream cart, serve them doughnuts and coffee, or wash the windshields of their cars as they arrive at work.

7. Have a company poster party for all frustrated/aspiring artists to create signs and posters that demonstrate the company’s values. Display them in clear plastic frames throughout the building and move them once a week so that everyone can see all of them.

8. Add a quotation, graphic, cartoon, or seasonal reminder to memos and fax cover sheets. Make them fun and interesting!

9. Create a company mascot which goes along with the spirit of the company. For example, Rosenbluth Travel uses a salmon because they’re always “swimming upstream!”

10. Have a “Laugh a Day” bulletin board where you display appropriate cartoons and humorous writings.

11. Designate one room as the company “Whine Cellar,” the place for anyone to go who is having a bad day or wants to gripe. Put a sign on the door and have fun decorating it (in black?).

12. Take a look at your office—what does it say about your human level? Always display in your office one or two reminders of things you really love.

13. Create a service guarantee for your work unit. For example, a suburban hospital says, “If you’re not seen in our emergency room by a professional in 15 minutes, your visit is free!”

14. Have a Four A’s jar (Acknowledge, Appreciate, Affirm, Assure). Keep it filled with wonderful, uplifting thoughts for anyone who needs one.

15. Purchase pieces of clear acrylic for blotters on each employee’s desk. Have the employee create a collage under the blotter which contains creative reminders and examples of the company’s values, such as photos, quotations, cartoons, mission statements, customer service models, slogans or signs.

16. Post “Street” signs to name hallways in your building. Choose names which communicate your company’s mission or values.

17. Plan a “Bring your family to work” day for your organization.

18. Think of something creative you could offer your customers as a “free” sample. The Savings Bank of Rockford, CT, gives its customers a dime taped on a foldover card that says, “Who says we don’t give free samples?”

19. Invite your customers to a party planned by employees.

20. Find out at least one personal thing about each of your customers. Then acknowledge that in some way as you work with them. (Stamps from places you visit, a Cubs baseball hat for their children, a message of condolence when their favorite sports team loses, a book for a new baby, articles clipped about their hobbies and interests, etc.).

21. Provide a sick room (or several) for employees' children. Equip them with a bed, T.V., and perhaps some books and toys.

22. Encourage employees to sign up for an individual or small group lunch with the president or CEO of the company just to talk. Hold these “lunches with management” on a regular basis.

23. Hold “grapevine” meetings of all employees at least once a month to enhance communication and get worries and concerns out in the open.

24. Sponsor community service projects with employee participation—clean up litter, help feed the homeless, build houses with Habitat for Humanity, or hold educational fairs for the community.

25. Hold spontaneous celebrations. Bring in jugs of apple cider and doughnuts, or cookies and milk, or Coke and chips just to boost everyone’s spirits.

26. Make sure there is a human level in your company newsletter. Include customer service stories, company legends, pictures of employees, personal and family events and successes, customer feedback, ideas and resources for personal growth, cartoons, graphics, and quotes.

27. Create a personal motto to represent what your mission is or what you “stand for.” (Mine is “Spreading Contagious Enthusiasm.”)

28. Collect favorite employee recipes for a company cookbook.

29. Think of creative enhancements you can add to your product or service. Zanos Hair Designs gives complimentary neck and shoulder massages and one of the employees brings you your car when you get your nails done. Some bakeries give a free cookie to customers children.

30. At least once a year let each employee change jobs with someone else in the company for a half day.

31. Send a calendar of quotations that exemplify your company’s values (one for each day or week of the year) to all your customers as a gift.

32. Encourage departments or divisions within the company to hold theme parties during lunch to appreciate their internal customers.

33. Appoint someone in the organization as Manager of Creativity, Vision, and Values. Give them the responsibility for checking activities of every department to ensure they are in line with the company’s vision and values.

34. Humanize your voice mail message. (Mine ends with “I hope your day is filled with peace and joy.”)

35. Ask each employee to make a list of the best recognitions (things that cost little or nothing) and rewards (things that cost some money) that anyone could give to them. Keep these in their employee file and USE these ideas when the employee excels in some way.

36. Have a cartoon or joke box in a central location. Encourage employees to contribute to it when they are having a good day and to take from it when they are having a bad one.

Interviewing to Take Home the Gold

2010-02-17T08:07:00.000-08:00

Interviewing is like being selected to compete in the Olympics: you have outperformed hundreds or thousands of competitors and are down to the final round. You are now competing with the best of the best. How can you leave with the gold? Here are keys to making your interview a day for the champion.

• Get the company's annual report from its Web site, if available
• Visit its Web site to read about the direction of the company and any current media coverage
• Look over the Standard and Poors Corporate Records
• For smaller companies, call the city's Chamber of Commerce

For every company, you want the following company information:

• Services and/or products
• Competition
• Sales: any large increase or decrease and why
• New products/services available from the company
• International operations
• Any media information on the company in the last year

The Handshake

It tells a story about each person. Do you come from the top and give the power handshake? Do you shake hands very lightly? These examples may seem simple, but it is easy to start off poorly with a bad handshake. Avoid the light delicate handshake and the powerful over-the-top controlling handshake. Give a firm, full-handed handshake with members of both sexes.

Prepare Yourself but do not Memorize

If you try to memorize a response to the question, "What is your biggest strength?" you will blurt it out, privately congratulating yourself on your memory while the interviewer stares in disbelief at how quickly you answered that question without seeming to give it much consideration. When your interviewer follows with, "Why do you consider that your biggest strength?" you realize that you were not prepared for that one. Instead, think of some challenges in your work background--positive and negative--and tie your answer to those challenges, your response, and the results. For example:

Challenge: Your sales division's productivity decreased, and it seemed your division would not meet/exceed annual goals.

Response: You observed the staff to see where bottlenecks were occurring and determined a need for additional employee development and training. Then you focused on employee development through intense training.

Results: You were responsible for hitting corporate budget at year-end, and was noted by management for exceptional problem-solving and turnaround capabilities.

Now when asked, "What is one of your biggest strengths?" your response might be: "My biggest strength is my ability to identify potential problem areas, solve the problem, and produce results. An example of this would be when my division's productivity decreased and it seemed as though we would not meet/exceed our annual goals..." and continue with the story above.

This same scenario would also work if the interviewer had asked, "Describe a difficult situation and how you handled it" or, "What would management say about you?" Thinking through specific situations will allow you to choose scenarios most appropriate to the question.

Have Questions for the Interviewer
Here are some good ones:

• How does my job fit with the mission of the organization, corporate performance, or profitability?
• What will I be contributing to the organization?
• What makes your company different from others?
• What is your corporate culture?
• What differentiates your company from your competition?
• What significant changes has the company experienced in the past couple of years?
• How would you describe the most successful employees in your company?

Mental Preparation

This may seem hokey, but mental preparation is proven to be a good tactic in any high-stress situation. As you arrive early for the interview (at least 15 minutes), and you are waiting to be called in, mentally prepare for your interview. Picture the interview going smoothly, the interviewer asking questions, and your answering them perfectly. Imagine the interviewer telling you that you seem perfect for the job, as you leave even more excited about the position. These are some of the things that should be going through your mind. If you are nervous, start your mental preparation by taking deep breaths and thinking, "You are" as you inhale and, "relaxed" as you exhale. Repeat this procedure until you are relaxed. Avoid thinking, "What if they don't like me?" or "What if I get stumped?" and focus instead on relaxing. Just try it--mental visualization worked for the Bulls and Phil Jackson, and it will work for you.

Close of the Interview

You are ahead of the competition and on your way to the gold medal, but you get a cramp. Do you stop? Not a chance. You have to cross that finish line, just as you have to close the sale of yourself in the interview. The end of the interview is your time to close with a positive, "very interested in what you have learned" finale. When the interviewer is closing with, "Well, if you have no further questions, then we are done," that is your cue to say one of the following:

• Actually, I'd like to know how I should proceed from here. Should I contact you or will you be in contact?
• How soon will I hear from you?
• What is the process from here?
• What would distinguish one potential candidate joining your company from another?
• How do I prove my commitment to the organization?

Follow-up

You leave the interview and feel good about the position. Now go to your car and write down what just happened. Write the topics discussed, the characteristics the interviewer described for the position, and other details. This will help you write a thank you letter that shows both your interest and that you are a perfect match for the position.

There are, of course, as many ways to succeed in an interview as there are Olympic gold medal winners. The best advice is to relax and be yourself. Remember that your interviewer once interviewed for his/her job and understands the intensity of the interview process. By being as prepared as possible for your interview, you will enhance the qualities that have already made you a great candidate. Just remember that it takes preparation and know-how to play the game with strategy and excellence to win.

Jumping Ship: As recession ends, out-of-touch employers run risk of losing talent

2010-02-12T09:34:00.001-08:00

Jumping Ship: As recession ends, out-of-touch employers run risk of losing talent

By Austin Light

CHARLOTTE — According to a survey of 700 companies and 5,000 workers released last week, a chilly disconnect between employers and employees could lead to a mass exodus of talent as the recession ends if employers aren’t careful.

The study was conducted in May and June by on-line job search engine Monster.com and the Human Capital Institute, a think tank and research organization that studies human resources.

According to the study, which was designed to examine the effects of the recession, employers are significantly overestimating just how content workers are these days. While 84 percent of employers believe workers are happy to “just have a job” in a down economy, 57 percent of employees feel otherwise.

The study also found that 57 percent of workers believe employers are exploiting the recession to drive longer hours and lower pay.

Denise Dwight Smith, who directs the career center at UNC Charlotte, said such figures can be expected given the current state of the economy.

“It’s a trend, actually. In times of recession there is a disconnect … and then afterwards a mass movement,” she said. “That doesn’t mean employers shouldn’t be concerned.”

According to the study, employers are concerned, at least a little. About 36 percent of employers said they were more worried about losing top talent than they were just 18 months ago.

Those fears could be well-grounded, according to Will Sparks, an associate professor of management science at Queens University’s McColl School of Business.

Between top talent that can find a job in any economy, and younger generations more prone to leave jobs for better opportunities, the risk of losing employees is greater, Sparks said.

“Employers need to recognize that the traditional models of motivation and retention do not apply,” he said. “Things that worked in the past do not work now.”
Sparks pointed to the economic crises and a new generation of workers — “the Millennials” — as contributors to the growing disconnect. Employers who fail to address the changing landscape could be in danger of losing their best employees when the economy turns around, he said.

“Millennials, especially, have a different view on what their work-life balance should be,” Sparks said. “I don’t think we’ll see a mass exodus until everything fully recovers, but when it does, they’ll probably be the first to go if they feel there are better opportunities.”

For now, though, Sparks said he doesn’t see many Queen City workers leaving their jobs because at the moment “there’s no where else to go,” especially in the banking industry.

“We’ve had a catastrophic event with Wachovia being bought by Wells Fargo, and then the losses at Bank of America — it’s not the same job market that it was,” Sparks said. “I have MBA students come in and tell me they don’t know where they would go if they could leave their jobs.”

Employers Who Do It Right

Alston & Bird, a national law firm, has been on Fortune Magazine’s Best Places To Work list for 10 consecutive years. The reason? To put it simply, communication, said Claudine Woods, who manages human resources for the Charlotte office.

“We really go out of our way to keep people talking,” Woods said. “Communication is really the key.”

The firm holds town hall meetings once or twice a year where employees can ask whatever is on their minds. “Fireside chats” provide smaller forums to discuss concerns specific to employees’ departments. The firm also has daily meetings, an on-line suggestion box and multiple opportunities for employees to meet outside of work for community service.

“These are the things that are intrinsically motivating to today’s workforce,” Sparks said. “They are looking for community service, collaboration … value and connection with their employers.”

Alston & Bird ranked 36th out of 100 this year, down five spots from its 2008 ranking. Among other factors, Fortune cited the firm’s family-friendly policies and work-life perks.

Being on the Fortune list for a decade has another benefit, Woods said: The survey goes to 350 to 400 of the firm’s employees at all management levels, and the firm can compare the annual results to measure morale and satisfaction.

This year’s results weren’t as dynamic as they had been in years past, Woods
acknowledged.

“We don’t know for sure that people aren’t feeling resentful, or that they are feeling the way the (Monster.com study) indicates some are,” Woods said. “But we’re doing all we can to keep morale up and communication open.”

Let’s Talk About It

According to the study, communication is a central strategy for staying on the same page with employees during a recession.

“Lack of communication creates anxiety that stymies productivity,” the study stated. “By communicating honestly and consistently with your employees, you send the message that everyone is working together to solve problems.”
Sparks agreed. “You have to talk about these things. Because talking about them takes some of the fear out of it, and that’s the way to create a healthy environment of candor.”

According to Smith, employers should not only ensure employees have an outlet for airing concerns and frustrations, but also should acknowledge the problems the economy creates and show appreciation when workers handle them adeptly.

“A lot of people might be dealing with family issues at home; maybe they used to be a dual-income home and now they’re not,” she said. “Good employers will acknowledge that and help employees work around those issues.”

But, according to Smith, the advice to retain talent and improve miscommunication is deceptively simple. Good communication, flexible scheduling and employee development isn’t always as easy to implement as it may seem.

“I’ve seen employers that are really trying to do the right things, and it doesn’t always work,” she said. “But if you keep your employees informed and reward them for talking and communicating, you’re on the right track.”

Sparks cautioned companies not to be too quick to dismiss employees’ concerns, particularly if they have talented staff they want to keep.

“It behooves employers — and Charlotte — to think about this,” he said. “We don’t want to be behind, because we don’t want our talent going somewhere else when everything gets better.”

How to Write a Résumé That Doesn't Annoy People

2010-02-12T09:18:00.000-08:00

A Google search for "résumé" results in over 178,000,000 hits, whereas "possum" nets only 5,340,000. Thus the documentation of work experience is 33 and 1/3 more popular than arboreal marsupials. But what does this really tell us? Not much, but neither does the average résumé that comes across my desk. Some excerpts: "Administered resolution of issues and implementation of ideas surfaced by individuals."

"Partaking in meetings designed to enhance collaboration, identify and develop strategies to ensure success regarding the accomplishment of goals."

"Experienced leader with superior interpersonal skills and business acumen talented at building productive relationships across a global organization."

Huh?

We all know that there are more jobs being lost than created, and that an opening will get dozens, if not hundreds, of applicants. But in our fear to avoid saying anything that might get our résumé tossed out of the pile, we end up saying nothing at all. As a result, the hiring manager feels like she's reading tea leaves, not CVs. One feels forced to come up with arbitrary rules to narrow the field. Nobody with an objective statement, no résumés longer than 3 pages, no serif fonts. I'm not immune. Personally, I look at the width of the dashes. Microsoft Word will helpfully attempt to make a hyphen, n-dash, or m-dash based on the spacing you use when writing. Many people don't know this, and they don't notice that their dashes are all different lengths. Does this mean they are more or less qualified to be a project planner? I don't know, but it's easy for me to say, "If you don't know that your own résumé is inconsistent, how can you be expected to supervise a multi-million dollar project?"

Other people have their own peccadilloes. The best you can do is try to achieve the maximum content with minimum peculiarity. Here's a list of nine things to make your résumé stand a better chance of survival:

1. Get the formatting right. Line up bullet points, dates, headings. Wacky spacing will get you questioned about skills that have nothing to do with what you can do on the job. And please learn to put dates flush against the right margin. The right-aligned tab stop remains a mystery as deep as an ocean for many resume writers.

2. Insert dates for everything. If you've got a gap, explain it in your cover letter. But don't leave the dates off a job or a degree. Maybe you're worried they'll think you're too old or too young — but at best you'll look sloppy. At worst, sneaky.

3. Fill up on the buzzwords. Yes, buzzwords are typically "bad" for clarity, but you have to get past the HR department first, and they're screening for matches with the words in the job description. Sarbanes-Oxley (SOX), consumer goods industry, certified project manager, SPL, BMN, FLB...whatever it is that matches the requirements, put it in.

4. Choose verbs that mean something. "Assisted," "Worked on," "Contributed to" and so on don't convey much to a prospective employer. Instead, say what you did: "Wrote," "Designed," or "Managed." The more specific, the better.

5. Rewrite your résumé for each job application. If you really want a job, your prospective employer isn't going to be impressed by your inability to adjust one 3-page document to meet their needs. Highlight the top 3 to 7 things you've done that match up with the requirements of the job.

6. State career objectives or outside interests — but be very careful. Do you know that they're looking for a "motivated team player who wants to excel in international fashion and likes skiing and hot tubbing?" Great, put that in. Otherwise, save the non-job stuff for the cover letter. Or better yet, the interview.

7. The further into your past, the less detail you should have. Don't have 13 bullets on a job from 10 years ago.

8. Keep it short. . A five-page résumé may be justified, but you've got to make it clear through headings and organization why you need so much space. If you've got a list of publications or industry conferences you've spoken at, great, but put it at the end as a separate section. Consider the résumé of a CEO. He doesn't need to say that he "attended meetings, assigned work" and whatever other tasks. He ran a company. One line.

9. No typos. Your résumé is like the restroom in a restaurant — as Anthony Bourdain says, the one room everyone sees. And if you can't keep that clean, what's it like in the kitchen?

What do you think? Are there things you see in résumés that cause you to toss them in the "probably not" pile? Have you ever had your résumé prevent you from getting a job?

Top 10 Social Sites for Finding a Job

2010-02-12T08:37:00.000-08:00

Dan Schawbel is the author of Me 2.0: Build a Powerful Brand to Achieve Career Success, and owner of the award winning Personal Branding Blog.

Here at Mashable, we’re trying hard to help you stay afloat and succeed in the current economic crisis. We’ve told you how to build the ultimate social media resume, sites to visit if you’ve been laid off, and the secrets to finding your next job using social media tools. Now we’ll look at ten incredible social sites to help you in your job search.

Some of these sites allow you to craft a resume, while others are networking platforms that contain job listings. By signing up for all ten, you increase your chances of getting a job and decrease the amount of time you’ll spend searching for a new one. Three of the listed sites can be combined with other sites to be more impactful. In addition to joining, creating profiles and searching for jobs, I encourage you to support these sites with either a traditional website or blog, so that you have more to present to employers, in addition to your profile.

Have another social network you’d recommend? Tell us more about it in the comments.

1. LinkedIn

LinkedIn is by far the #1 spot for job seekers, those currently employed, marketers who are looking to build lists and salespeople who are seeking out new clients. With 35 million users, including recruiters and job seekers, LinkedIn is quite a hot spot. Of course, due to the current state of the economy, it’s simple to understand why LinkedIn is more popular than ever.

The problem is that most job seekers don’t optimize their profile, cultivate their network, join and participate in groups, use applications and exchange endorsements. That is basically everything you should be doing in a nutshell. I also recommend that you use a distinct URL (linkedin.com/in/yourfullname) and an avatar that best represents you and is consistent with the picture on your other social sites.

When you search for a job, recognize who in your network might help you get to the hiring manager. You’re given 1st, 2nd and 3rd degree connections on LinkedIn that you should be using to secure a job opening.

2. Plaxo With Simply Hired

Plaxo is a social network that resembles LinkedIn to a certain degree. You’re able to create your own profile with a section about you, your contact information and your “pulse stream,” which is made up of your presence on social media sites such as Twitter. You’re even able to share your photo album and send eCards, which is a nice differentiator.

The real value in Plaxo is the address book that keeps track of all of your contact information, including a Yahoo! Map indicating where your contacts live. Plaxo, which is owned by Comcast, is also integrated with Simply Hired, which is a job aggregator that searches thousands of job sites and companies and aggregates them in a single location for you. After building your Plaxo profile, use it as part of the recruitment process when applying for jobs with Simply Hired for success.

3. Twitter With Blog or LinkedIn URL

Twitter is an amazing tool if you can unlock its power. It’s taken me months to understand how conversations flow and how I can add to the discussion. Twitter breaks down communication barriers and lets you talk directly to hiring managers, without having to submit a resume immediately to a machine.

Although Twitter is probably one of the best networking tools on the planet, it needs to be supplemented with a blog or LinkedIn profile. There’s no way you can hire someone based on a Twitter profile, without having a link from that profile to something else that gives more information on that job seeker. You get to add one URL to your profile, so choose wisely.

4. Jobster

Jobster isn’t spoken about nearly enough, yet it is a powerful platform for networking with employers who are offering jobs, while you’re searching. You can upload your resume, embed your video resume, showcase links to your site, your picture and tag your skills, which is a unique differentiator. You can search for open positions and see who the person is who posted the job. Then you can add them to your network and connect with them to find out more about the position.

5. Facebook

Facebook can be used to get jobs. There are two main ways of acquiring a job through Facebook. The first is to go to your Facebook marketplace, which lists job openings or other opportunities in your network. Aside from jobs, there are “items wanted” and a “for sale” listing. When searching for jobs, you’ll be able to see who listed the item and then message them to show your interest.

When you find a job opening that you’re interested in, you’ll be able to message the hiring manager directly. For instance, the subject line of the message will auto-populate with “Principal Web Developer in Littleton, MA” in the subject line. The second way to get a job using Facebook is to join groups and fan pages to find people with common interests and to network with them.

6. Craigslist

Craigslist is an extremely valuable job search tool if you’re not looking to work for a big brand name company, such as P&G or GE. Most of the positions on Craigslist are for consultants (design/programming help) and at small to midsize companies that are hiring. There are new listings every day and if you wake up to this site every morning and refresh the page, you have a good chance at getting a job sooner rather than later.

7. MyWorkster With Indeed

MyWorkster focuses on exclusive networks for colleges, allowing students and alumni to connect for exclusive career opportunities. This site isn’t valuable to you if you didn’t go to college though. This social network allows you to create a professional profile and network with potential employers.

For a free account, you get a profile, instant messenger built in the site, groups, events, your resume and more. The big differentiator is that it uses Facebook Connect to get your information. Here is an example of a profile page. MyWorkster also has job listings, which are provided by Indeed, a job search engine and aggregator, which is very similar to Simply Hired.

8. VisualCV

VisualCV understands the importance of personal branding in a job search. Instead of a traditional resume, you get your own branded webpage, where you can add video, audio, images, graphs, charts, work samples, presentations and references. VisualCVs not only let you stand out from the crowd, but communicate your value in a way that’s not possible with static text.

After you’ve created your VisualCV, you can display it publicly or privately, email it to a recruiter, save it as a PDF or forward the URL, which will rank high for your name. On the site, you can search for jobs and apply directly using your VisualCV. Everybody’s favorite venture capitalist, Guy Kawasaki, is on their board.

9. JobFox

JobFox, like online dating, tries to pair you up with a job that best fits you. Their differentiator is their “Mutual Suitability SystemTM” that enables them to match your wants and needs to those of employers to find the best relationship. The system learns about your skills, experiences, and goals and then presents you with jobs.

Then there’s the “Jobfox Intro,” where both the applicant and company get emails to encourage the connection. Just like VisualCV, you get your own branded website, with a personal web address to send to employers. JobFox was created by Rob McGovern, the founder of Careerbuilder.com.

10. Ecademy

Ecademy, like LinkedIn, is a prime source for professional networking. You have your own online profile, where you can tell people what you do. You can join business networking groups based around your expertise and exchange messages with other members privately. You can also ask for introductions from friends, just like LinkedIn. Although, there isn’t a job search area on the site, 80% of jobs are from networking and this place is dedicated to it.

Did You Know? "DYK"

2010-02-10T10:17:00.000-08:00

Majority of hiring managers base their decision to hire, not only by interviewing and the face value of resumes, but by a variety of assessments as well.

In the upcomming weeks, PrideStaff will be administering assessments in a variety of areas.

Please continue to check back weekly to see which assessments PrideStaff is offering at no charge.

Unlock The Potential of Your Team

2010-02-10T09:08:00.000-08:00

Before we can unlock human potential, we need to know what it is. Human potentialis defined as an unexposed ability and hidden power. For a rock
seated on a cliff, it has a dormant ability, a reserved power, but for you and I, it simply means unused success, hidden talents and capped capability.

To unlock human potential is to do what you can do but have yet to do it. We must also operate within the laws of human potential:

1. Every great thing starts potentially with an idea.

There is so much you can draw from our human brains, but yet we are told, the majority of us use only 3% of the brain power. What do you see when you are given an apple seed? One apple tree or an orchard of apple trees!

"Instant gratification is a close friend of laziness."

2. Nothing potentially great is ever instant.

With the advance in technology, most of us have become so used to the idea of instant gratification. We want things done yesterday, that’s how impatient we have become. One apple seed can take years before turning into an apple orchard. Likewise, unlocking human potential takes time too. Have you been realistic about the time you can reach your goals?

3. Your potential is released by hard work.

Instant gratification is a close friend of laziness. When you meet someone who seeks after instant gratification, you are most likely looking at a lazy person as well. Too many people have a misguided idea of the difference between working smarter and working harder. The best policy to adopt, in order to unlock the human potential in you, is to work hard smartly.

4. To maximize your potential, you need to use your talent and ability to its full capacity.

If you are in a new relationship or new business and if you have yet to experience disappointment, discouragement, tiredness, sense of wanting to give up, you are probably not using your talent and ability to its full capacity!

5. Constant comparison with others can harm your human potential.

Your biggest competition hides within you. Your business competitors can pose no threat to you if you have already conquered yourself. Take stock of what you have already achieved. Give an honest assessment of yourself or ask a close business associate or your spouse to do that.

6. Past experiences can harm your human potential.

Are you carrying too much emotional baggage in your life? Any ordinary human can look at their past and see failures, but it takes an extraordinary human to look at them and see valuable lessons. What you see about your past can determine how much potential you can unlock.

7. Potential is maximized when you invest in others

Are you sharing your potential? The highest form of learning happens when you learn to teach. I know I am most alert and committed when I am accountable to others. The greatest ROI in life is not achieved with stocks and shares but with the people whom you have invested time with to share your potential.

Questions You Should Ask During The Job Interview

2010-02-10T08:29:00.000-08:00

At some point, usually at the conclusion of the interview, you may be asked, “Do you have any questions?” A common answer to this question is, “No, I think you’ve covered everything very well.” This is the wrong answer! You have passed up your opportunity to ask some critical questions that may make a a difference as to whether you want to work for this company.

Here are some rules and basic questions to consider asking when asked if you have questions:

Rule #1

Ask questions. This is a critical time for you to find out insider information about the company or position.

Rule #2

Formulate your questions based on information you hear during the interview.

Rule #3

Bring a list of potential questions to ask, at least four or five, as a back up. Example: You’ve been discussing your system; could you tell me what has been tried in the past to deal with the problem? (Listen carefully to the answer given, as this may be your chance to inform the interviewer of our past experience with the same type of problem.)

"Paying attention to clues and listening are the keys to asking intelligent questions."

Question #1

There are a lot of companies laying off right now. How has this company been able to maintain the workforce and continue to hire new employees? (You’ve done your research and know some of the reasons, but are interested in the insider point of view.)

Question #2

Could you tell me about the way the job has been performed in the past? And, what improvements you’d like to see happen? (This is an opportunity to convince the interviewer that you have what he/she is looking for by giving a specific, similar past experience story.)

Question #3

How would you describe the culture or spirit in this company? (One of the interviewer’s concerns is whether you will fit into the company culture. You need more information to see if this would be a good environment and fit for you.)

Question #4
What are the challenges I would face in this position over the next three months?(Your first 90 days on the job is a critical time for any new hire. You need to know what will be expected of you as you start your learning curve.)

Question #5

When I responded to your question regarding my past experience handling stress, you commented that you have your share of that here. Could you tell me more about the stress level here? (Clues are given and problems alluded to during the interview – listen carefully and turn up your intuition. Ask questions if you need clarification.

Question #6

May I ask what your background with the company is? (There’s a big difference between showing an interest in someone and grilling them. Interviewers don’t like being cross-examined. Ask friendly questions and be alert to clues regarding this person’s satisfaction with the company.)

Question #7

How would you describe your management style and interaction with your staff? (You may need to read between the lines here. Make sure this manager’s communication and style fit with your ideas and values.)

Question #8

Ideally, what qualities are needed to get this job done? (This is a chance for you to sell yourself, and tell once more why you are such an excellent fit for the position – the added-value you would bring to the company.)

Question #9

I am very interested in pursuing this job further. What is the next step in the hiring process? (It is best to find out what the hiring plan is so that you will know the sense of urgency and how to follow up.)

The types of questions you ask will be determined by the conversation and types of questions asked of you during the interview. Pay attention to the interviewer’s body language to determine how many questions to ask – relaxed and willing to talk, or in a hurry and running late?

Lastly, make sure your questions are succinct and to the point, demonstrating your knowledge and interest.

PrideStaff 2010 - We've Gotta a Feeling

2010-01-25T12:17:00.000-08:00

It's Going To Be A Good, Good Year!

In Business - Best Places To Work 2009

2009-11-24T14:21:00.000-08:00

BP2W

“Networking Demystified” by Linked Las Vegas

2009-10-03T13:51:00.000-07:00

Click here to RSVP

Linked Las Vegas presents “Networking Demystified”

2009-09-25T12:37:00.000-07:00

http://events.linkedin.com/Linked-Las-Vegas-presents-Networking/pub/123227

Linked Las Vegas is changing the perception of networking and taking it to new heights.

Come and join us for “Networking Demystified” Linked Las Vegas Fall Event. Our goal is to connect as many people as possible and to educate them on concepts such as elevator speech, speed networking, power schmoozing, paying it forward and much more!

This is a great way to build relationships and network with other Las Vegas LinkedIn users. We had over 180 attendees at our last event with news coverage by our very own Dave Courvoisier, Weekly Evening News Anchor at KLAS-TV (CBS) Las Vegas, NV. Once again we are expecting a great turn out, so this is an event you don’t want to miss.

Thursday, October 15, 2009
6:00pm-9:00pm
Gold Coast Hotel & Casino
4000 W Flamingo Rd
Las Vegas, NV 89103

There will be a cash bar and appetizers available.

Raffle for 2 pair of tickets for Larry G Jones - Singing Impressionist show!

MAJOR ANNOUNCEMENT Special Guest Speaker Loribeth Dalton! to speak on how to be a fearless networker.

Loribeth Dalton is a Career Coach, Job Search Expert and Social Media Consultant. Loribeth has spent over 15 years in the Talent Acquisition arena and understands who gets hired and why, who gets promoted and why, and when turnover happens...WHAT HAPPENED? She has applied this knowledge coupled with her training in Personality and Human Behavior to help individuals and companies find the perfect match.
Loribeth is an expert in helping individuals discover WHO they are, WHAT value they contribute, WHERE they fit and HOW to develop a unique personal brand and then take that brand to the market place.

Loribeth believes in the power of networking through social media & live connections. She has agreed to give a 15 minute training on how to utilize and develop an elevator speech, speed networking and power schmoozing techniques. We are extremely excited to have Loribeth as our guest speaker. This will be an event you don't want to miss!

Linked Las Vegas presents “Networking Demystified” gives you the opportunity to network, promote yourself or your business, and learn how to get more results from networking and the Linked Las Vegas group. There will be a SPECIAL BREAKOUT SESSION (THEMES: Meet new cool people, Under/Unemployed, Looking for customers & Work on my personal branding). REMEMBER WHEN YOU SIGNIN YOU GET TO PICK YOUR OWN FLAVOR (Hint Hint!)

Agenda:
6:00pm - 6:30pm Open Networking
6:30pm - 6:45pm Guest Speaker
6:45pm - 7:15pm Open Networking/SPECIAL SURPRISE!
7:15pm - 7:45pm Special Breakout Session
7:45pm - 8:30pm Open Networking
8:30pm – 9:00pm Raffle - Ticket giveaway

Admission:
$10.00 pre-paid via PayPal and RSVP'd via LinkedIn Events
$15.00 at the door

Sponsorship:
We are still looking for sponsors for the event.

Sponsorship of Linked Las Vegas presents “Networking Demystified” is a great opportunity to promote & market your business. Connect with business professionals from a variety of industries and reach out to potential new clients.

What do you receive as a sponsor?

• An email contact list of all event attendees within 48 hours after the event.
• Four admission tickets to the event.
• Opportunity to distribute information to all event attendees at the event.
• Your business name included in all marketing & promotion of the event. Including discussion posts, tweets, emails, and other forms of online promotion of the event.
• Opportunity to speak about your business in front of event attendees.
• Display your company's brochures & business cards on the attendee registration table.

Sponsorship Investment: $200

http://events.linkedin.com/Linked-Las-Vegas-presents-Networking/pub/123227

PRESENTED BY

PRIDESTAFF WINS ASA AWARD - 2009

2009-08-16T14:23:00.000-07:00

PrideStaff Wins ASA Advertising Award

We are pleased to share that PrideStaff has received a 2009 ASA Staffing VOICE Award from the American Staffing Association. The VOICE awards are an annual competition for advertising. PrideStaff's award was in the "Company Newsletter" category for our "Industrial Insights" campaign. The award received was an "AWARD OF EXCELLENCE" which is the highest award you can receive (equivalent to an A+). PrideStaff was the only company to achieve this designation in the "Company Newsletter" category. Additionally, the award is in the National Staffing Firm Class. In the National category, PrideStaff was included in the group with the nationals like Manpower, Adecco, Ranstad, Kelly and anyone else with over 20 locations. PrideStaff's winning entries will be displayed in the expo hall during Staffing World 2009, Oct. 20–23 in Orlando. Convention and expo attendees will see our successful communications efforts and will be guided through the display with a descriptive listing that will be featured in the convention notebook. Also, look for PrideStaff's name in the winners’ announcement, which will be published in an upcoming issue of Staffing Week newsletter. Read more about the competition and the judges in the November–December 2009 issue of Staffing Success magazine.

ERROR ON THE SIDE OF EXECUTION

2009-07-29T19:11:00.000-07:00

For every hour, day and or week you delay in developing and executing your plan for obtaining a job, developing a career plan or taking an in depth assessment of where your skills, experience and flexibility are relative to the demand for your skills will affect your employability and earnings.

AVOID ERRORS OF EXECUTION

You don't have to have everything perfect to start. The key is to Start Now.
Use the available technology, coaching and other tools to leverage yourself.
Your Competitors have the pedal on the medal and their eye on the prize.
The elephant in the room is "raising the bar" each day.
Over your employment life, waiting can cost you a significant amount of cash.

BEYOND SENDING YOUR RESUME

2009-07-27T16:03:00.000-07:00

YOU’VE DISTRIBUTED YOUR RESUME…… SO WHAT

Now that you’ve faxed, mailed or e-mailed your resume you’re probably wondering why your phone is not ringing off the wall or e-mails are not filling you’re in box.

It’s an employer’s market and you are competing against a number of qualified individuals for each position. So what can you do to stand out from the crowd? What can you do to capture their attention?

You must do what others are not doing! Namely use your own Marketing Campaign.

Make multiple quality contacts using Phone, e-mail, letters, video e-mail and post cards.
Using Networking, find a way to get an introduction.
Show up at the work site or location and ask to speak with the hiring manager. If you don’t get to see the manager, leave a hand written note.
Invest $2 in a McCafe card and mail to the hiring manager with a note indicating what’s a time to meet and you’ll spring for the coffee.
Send a funny e-card.

Want to know more? Contact Bdaniel@pridestaff.com

EMPLOYEES ECONOMIC RECOVERY TUNE-UP

2009-07-24T14:16:00.000-07:00

According to a number of economist the sun is beginning to shine on the economic recovery. It's not White hot just yet but it's warming. With that in mind, it's important to take an assessment of where you are positioned regarding the recovery, regardless of your employment status:

Have you completed an assessment of your skills?
Have you updated your resume using a format that's appropriate for your skills and background?
Do you have more than 1 resume?
Does your resume support your accomplishments, unique personal brand and will it lead to an interview?
Does your resume focus on results and not duties?

For help preparing you for the recovery, contact bdaniel@pridestaff.com

YOU ARE IN CONTROL

2009-07-20T15:50:00.000-07:00

It's an understatement to say jobs are tough to find these days. There are however, some tried and true methods that are as important today as they were when times were better.

while networking has become the rage these days, astute individuals have always recognized the importance of this since a significant percentage of jobs are never advertised or posted. Referrals continue to play a large role in securing jobs. What better way to obtain a referral than to network and gain exposure. The secret to networking, in my opinion is to add value!! Don't sit on the sidelines and wait for this to happen.... Network and Network Again. Has taken on greater important
Trying to get a job without a resume, is like trying to get a credit card without completing an application. Your best chance to "look" at the market is when you already have a position. Ask yourself the "so what" questions... What would happen if I lost my job today? Is my resume updated? Are my contacts in place? --When is the last time I spoke to a recruiter to determine my marketability? This is similar to the analogy associated with athletes... If you're not getting ready for the next level, job, opportunity etc, I assure you other candidates are and they will get the job.
Much has been said negatively about promoting oneself. It's simple; no one cares as much about you as you do. You have to promote your brand consistently, you must ensure your brand has value and equally important constantly check out your brand with others inside and outside the "circles you frequent" because you are always being evaluated!!!

Avoiding the Alice Syndrome

2009-07-16T16:30:00.000-07:00

Over the years much has been said about the importance of planning goals in terms of sales, job performance, employee development, and revenue and yes profitability.
My observation is however, few individuals evaluate these terms in context of their career plan. I’m not talking about the short term here. Rather, 5+ years out. Over the last 3 years, I consistently ask prospective employees what they want to be doing 5 years from now. Consistent responses are:

I want to be working for a good company that provides opportunities
I have not really thought about this so I’m not sure
I want to have a good job in a stable company
I can’t think that far into the future

To be sure, these are desires worth having. However, they do not address what I believe is a major failing on the part of employees and in large part managers and supervisors. Namely, in conjunction with the employee developing a Career Development Plan inclusive of a “employee development” component. At this point, you may be asking yourself what’s the difference? This is a fair question and often times one that can be confusing. The employee development component of the career plan should focus on the development of skills for the current job; career development should focus on the development of skills for future jobs.

I like to take this concept a step farther and with prospective employees ask them to focus on the “end game”. Specifically, what do they want to do with the rest of their life and how are they going to get there. You see, I happen to think to effectively develop a career plan; you have to start at the end and work backwards.

In order to do the type of career planning I’m talking about one has to do a great deal of introspection, ask the difficult “so what” question at every decision point. Maybe that’s why so few individuals actually get this done.

It’s at this point I usually remind them of the story of Alice and Wonderland and the Cheshire cat “Would you tell me, please, which way I ought to walk from here? Asked Alice. “That depends a good deal on where you want to get to,” responded the cat. “I don’t much care where,” said Alice. “Then it doesn’t much matter which way you walk,” replied the cat. This one simple statement says it all. If one is unsure of where one is going, (does not have a plan) take the next road for any path will do.

LinkedIn Live Las Vegas Networking Event

2009-06-29T19:00:00.000-07:00

LinkedIn Live Las Vegas Networking Event
Thursday, July 23, 2009
5:30pm-8:30pm
The Orleans
4500 W. Tropicana Avenue
Las Vegas, NV 89103

http://events.linkedin.com/LinkedIn-Live-Las-Vegas-Networking-Event/pub/89280

Come and join us for Las Vegas LinkedIn Live networking event. Our goal is to connect as many people as possible and show them the power of LinkedIn. Networking, LinkedIn tips, raffle prizes, and much more! This is a great way for you to network and build relationships with other Las Vegas LinkedIn users. We are expecting 200-300 attendees so this is an event you don't want to miss!

Featuring FREE professional head shots for your social media profiles. We will also have tips on how to use social media to grow your network and market yourself or your business.

There will be a cash bar and appetizers available.

Cost: $10 if you pre-register, $15 at the door.

We are always looking for sponsors. It's a great opportunity for your business. For details contact: Chris Kokalis ckokalis@ckmemarketinggroup.com or Demont Daniel ddaniel@pridestaff.com

Presented by Linked Las Vegas, PrideStaff, and the CKME Group.

For more details and to pre-register, go to http://www.lasvegassocialmedia.com

American Staffing 2009: Looking for Growth

2009-06-23T13:44:00.000-07:00

After one of the most difficult years for the U.S.—and the world—since World War II, the global economy is on pace to shrink by 1% to 2% in 2009, according to the World Bank. Everyone is looking for signs of growth. The staffing industry is a good place to start.

Hypercyclical, the staffing industry has taken quite a beating in this recession. According to a preliminary White House estimate, temporary help services accounted for 21% of all U.S. job losses in 2008. While temporary and contract employment appears to have stabilized in 2009, jobs losses in search and placement firms accelerated earlier this year. But at this point in the economic cycle, the staffing industry can tell a lot about the future.

ASA analyzed quarterly employment and sales data that the association has been collecting since 1992 to ascertain the level of gross domestic product growth required for the staffing industry to grow. Models show that GDP growth of 1.2% is required to increase temporary and contract employment, and growth of 0.8% is required to increase sales. Generally, then, economic growth of about 1% is necessary for staffing industry growth.

In June, 54 economists regularly surveyed by the Wall Street Journal predicted that the recession would end sometime in the third quarter of 2009, with GDP growing at an annual rate of 0.6% in that period—not enough to trigger staffing industry growth. But if the economists are right in their predictions that GDP will grow at a rate of 1.9% in the fourth quarter, then staffing industry employment and sales should begin to show modest increases before the end of the year.

Then, instead of just looking for signs of growth, staffing industry executives can start looking for double-digit growth—the kind that has occurred after the prior three recessions. It might take a couple of years, but with history as a guide, it would not be too soon to start to plan accordingly.

Temporary and contract staffing has historically grown faster than the economy and nonfarm employment—even taking recessions into account. Staffing industry growth, over the long term, is expected to significantly outpace overall economic growth. That expectation is not likely to be derailed by the current recession, particularly given that the industry has historically enjoyed double-digit growth rates when the economy is emerging from a recession.

Read more about recent trends in the staffing industry, as well as the industry's prospects for this year and beyond, in American Staffing 2009, the ASA annual economic analysis. The report includes 18 charts that illustrate the industry's sales and employment growth, as well as the ways it benefits employees, staffing clients, and the economy. The report is available online at americanstaffing.net.

American Staffing 2009 is the cover story of a special issue of Staffing Success magazine, in the mail to ASA members this week. This special issue is also being mailed to several hundred policy makers, journalists, and industry analysts.

ASA Research: Staffing Jobs to Signal Recession End

2009-06-23T13:42:00.000-07:00

Editor's note: The following is an excerpt from a news release being sent today to business and labor reporters in the top 100 markets across the nation.

A sustained upturn in staffing industry employment would signal the end of the current recession and suggest that overall nonfarm employment would begin to grow about three months later, according to research released today by the American Staffing Association.

Staffing industry employment has long been considered a popular indicator of current economic conditions and a precursor of overall employment trends. Recent ASA research confirmed this conventional wisdom, but added important nuance.

Staffing industry employment is a strong coincident economic indicator when the economy is emerging from a recession.
Staffing industry employment is a leading indicator for nonfarm employment—by about three months when the economy is emerging from a recession.
"This is the first time that an upswing in staffing jobs has been so closely linked with economic recovery," says ASA vice president Steve Berchem, CSP. A paper describing the research is available on the ASA Web site, americanstaffing.net.

The ASA Staffing Index provides the only near-real time measure of weekly changes in staffing jobs. The index has been improved so that, beginning June 23, there will be only a nine-day lag between the close of a payroll week and the reporting of the index results.

Staffing For Recovery

2009-06-19T15:35:00.000-07:00

Cost of Turnover

2009-06-19T10:42:00.000-07:00

The following is a comprehensive checklist of items to include when calculating the cost of turnover in any organization. To determine the costs, have the hourly and weekly cost of fully loaded payroll costs (i.e. salary plus benefits) of the vacant position, the management staff, the recruitment staff and others as outlined below.

It should be noted that the costs of time and lost productivity are no less important or real than the costs associated with paying cash to vendors for services such as advertising or temporary staff. These are all very real costs to the employer.

These calculations will easily reach 150% of the employees' annual compensation figure. The cost will be significantly higher (200% to 250% of annual compensation) for managerial and sales positions.

To put this into perspective, let's assume the average salary of employees in a given company is $50,000 per year. Taking the cost of turnover at 150% of salary, the cost of turnover is then $75,000 per employee who leaves the company. For the mid-sized company of 1,000 employees that has a 10% annual rate of turnover, the annual cost of turnover is $7.5 million!

Do you know any CEO who would not want to add $7.5 million to their revenue? And, by the way, most of that figure would be carried over to the profit line as well. What about the company with 10,000 employees? The cost of turnover equals $75 million!

Here is the list:

Costs Due to a Person Leaving:
1. Calculate the cost of the person(s) who fills in while the position is vacant. This can be either the cost of a temporary or the cost of existing employees performing the vacant job as well as their own. Include the cost at overtime rates.
2. Calculate the cost of lost productivity at a minimum of 50% of the person's compensation and benefits cost for each week the position is vacant, even if there are people performing the work. Calculate the lost productivity at 100% if the position is completely vacant for any period of time.
3. Calculate the cost of conducting an exit interview to include the time of the person conducting the interview, the time of the person leaving, the administrative costs of stopping payroll, benefit deductions, benefit enrollments, COBRA notification and administration, and the cost of the various forms needed to process a resigning employee.
4. Calculate the cost of the manager who has to understand what work remains, and how to cover that work until a replacement is found. Calculate the cost of the manager who conducts their own version of the employee exit interview.
5. Calculate the cost of training your company has invested in this employee who is leaving. Include internal training, external programs and external academic education. Include licenses or certifications the company has helped the employee obtain to do their job effectively.
6. Calculate the impact on departmental productivity because the person is leaving. Who will pick up the work, whose work will suffer, what departmental deadlines will not be met or delivered late. Calculate the cost of department staff discussing their reactions to the vacancy.
7. Calculate the cost of severance and benefits continuation provided to employees who are leaving that are eligible for coverage under these programs.
8. Calculate the cost of lost knowledge, skills and contacts that the person who is leaving is taking with them out of your door. Use a formula of 50% of the person's annual salary for one year of service, increasing each year of service by 10%.
9. Calculate the cost impact of unemployment insurance premiums as well as the time spent to prepare for an unemployment hearing, or the cost paid to a third party to handle the unemployment claim process on your behalf.
10. Calculate the cost of losing customers that the employee is going to take with them or the amount it will cost you to retain the customers of the salesperson or customer service representative who leaves.
11. Subtract the cost of the person who is leaving for the amount of time the position is vacant.

Recruitment Costs:
1. The cost of advertisements (from a $200.00 classified to a $5,000.00 or more display advertisement); agency costs at 20 - 30% of annual compensation; employee referral costs of $500.00 - $2,000.00 or more; internet posting costs of $300.00 - $500.00 per listing.
2. The cost of the internal recruiter's time to understand the position requirements, develop and implement a sourcing strategy, review candidates' backgrounds, prepare for interviews, conduct interviews, prepare candidate assessments, conduct reference checks, make the employment offer and notify unsuccessful candidates. This can range from a minimum of 30 hours to over 100 hours per position.
3. Calculate the cost of a recruiter's assistant who will spend 20 or more hours in basic-level review of resumes, developing candidate interview schedules and making any travel arrangements for out-of-town candidates.
4. The cost of the hiring department (immediate supervisor, next level manager, peers and other people on the selection list) time to review and explain position requirements, review candidate's background, conduct interviews, discuss their assessments and select a finalist. Also include their time to do their own sourcing of candidates from networks, contacts and other referrals. This can take upwards of 100 hours of total time.
5. Calculate the administrative cost of handling, processing and responding to the average number of resumes considered for each opening at $1.50 per resume.
6. Calculate the number of hours spent by the internal recruiter interviewing internal candidates along with the cost of those internal candidates to be away from their jobs while interviewing.
7. Calculate the cost of drug screens, educational and criminal background checks and other reference checks, especially if these tasks are outsourced. Don't forget to calculate the number of times these are done per open position, as some companies conduct this process for the final 2 or 3 candidates.
8. Calculate the cost of the various candidate pre-employment tests to help assess a candidates' skills, abilities, aptitude, attitude, values and behaviors.

Training Costs:
1. Calculate the cost of orientation in terms of the new person's salary and the cost of the person who conducts the orientation. Also include the cost of orientation materials.
2. Calculate the cost of departmental training as the actual development and delivery cost plus the cost of the salary of the new employee. Note that the cost will be significantly higher for some positions such as sales representatives and call center agents who require 4 - 6 weeks or more of classroom training.
3. Calculate the cost of the person(s) who conduct the training.
4. Calculate the cost of various training materials needed including company or product manuals, computer or other technology equipment used in the delivery of training.
5. Calculate the cost of supervisory time spent in assigning, explaining and reviewing work assignments and output. This represents lost productivity of the supervisor. Consider the amount of time spent at 7 hours per week for at least 8 weeks.

Lost Productivity Costs:

As the new employee is learning the new job, the company policies and practices, etc., they are not fully productive. Use the following guidelines to calculate the cost of this lost productivity:
1. Upon completion of whatever training is provided, the employee is contributing at a 25% productivity level for the first 2 - 4 weeks. The cost therefore is 75% of the new employee's full salary during that time period.
2. During weeks 5 - 12, the employee is contributing at a 50% productivity level. The cost is therefore 50% of full salary during that time period.
3. During weeks 13 - 20, the employee is contributing at a 75% productivity level. The cost is therefore 25% of full salary during that time period.
4. Calculate the cost of coworkers and supervisory lost productivity due to their time spent on bringing the new employee "up to speed."
5. Calculate the cost of mistakes the new employee makes during this elongated indoctrination period.
6. Calculate the cost of lost department productivity caused by a departing member of management who is no longer available to guide and direct the remaining staff.
7. Calculate the impact cost on the completion or delivery of a critical project where the departing employee is a key participant.
8. Calculate the cost of reduced productivity of a manager or director who loses a key staff member, such as an assistant, who handled a great deal of routine, administrative tasks that the manager will now have to handle.

New Hire Costs:
1. Calculate the cost of bring the new person on board including the cost to put the person on the payroll, establish computer and security passwords and identification cards, business cards, internal and external publicity announcements, telephone hookups, cost of establishing email accounts, costs of establishing credit card accounts, or leasing other equipment such as cell phones, automobiles, pagers.
2. Calculate the cost of a manager's time spent developing trust and building confidence in the new employee's work.

Lost Sales Costs:
1. For sales staff, divide the budgeted revenue per sales territory into weekly amounts and multiply that amount for each week the territory is vacant, including training time. Also use the lost productivity calculations above to calculate the lost sales until the sales representative is fully productive. Can also be used for telemarketing and inside sales representatives.
2. For non-sales staff, calculate the revenue per employee by dividing total company revenue by the average number of employees in a given year. Whether an employee contributes directly or indirectly to the generation of revenue, their purpose is to provide some defined set of responsibilities that are necessary to the generation of revenue. Calculate the lost revenue by multiplying the number of weeks the position is vacant by the average weekly revenue per employee.

10 Ways to Be More Successful in 10 Minutes or Less

2009-05-15T15:54:00.000-07:00

Endless emails. Countless voicemails. An inbox that’s piled 8” high. With all the daily demands of your job, who has time to focus on career development?

You do. If you can find just 10 extra minutes in your busy workday, you can accomplish one of the tasks below. Each of these simple ideas will put you one step closer to getting the recognition, raise or promotion you want.

1. Ask someone in another department to explain his job to you.

Find out how other positions relate to your own – and the organization as a whole. Develop a “big picture” perspective now, and you’ll more readily identify opportunities to make a positive impact in the future.

2.Propose a new idea.

Spend 10 minutes brainstorming: a solution to an existing problem; ways your company could generate additional revenue; ideas for saving money around the office. Present your best ideas to your boss. Positive, constructive suggestions for making your company more successful will always enhance your image.

3. Ask your boss out to lunch.

During your meal, find out more about what makes him tick (and ticked-off). Ask him what his priorities are and incorporate them into your own. Show him that you understand the issues he faces and you’re sure to make your mark.

4. Clean your desk.

Go through those stacks of paperwork and over-stuffed file drawers. Eliminate as much of the clutter and trash as you can. A clean desk will help you think more clearly, improve your efficiency, and show others that you take pride in your space – as well as your work.

5. Talk yourself up.

When it comes to your career development, “who knows you” is often as important as “who you know.” Here are a few quick ideas get onto key executives’ radar screens, without coming across as a braggart:

• Accept credit graciously when your hard work has paid off.
• Email your boss a brief weekly status report, outlining your major
accomplishments and upcoming projects.
• Present your group’s milestones at the next business planning meeting.

6.Organize your email.

Have an inbox with 500 outdated messages? Go through it and purge. Then, if you regularly send emails to the same groups of people, spend a few minutes creating key contact groups. This process will make sending emails to multiple recipients much more efficient and ensure nobody is left outof-the-loop.

7. Write a To Do list.

Prioritize your existing projects and job responsibilities. Next, enter them into a simple “To Do” program (e.g., Microsoft Outlook) that will provide pop-up reminders for your meetings, tasks, deadlines, etc. You’ll be able to take your mind off lesspressing items – and focus more productively on what you’re doing now.

8. Tie up loose ends.

Need to turn in expenses? Move last quarter’s files into storage? Make a few follow-up phone calls? Take 10 minutes and cross a few of these small items off your list. You’ll be amazed how much better you feel when you’ve tied up those loose ends – and your To Do list will have room for fresh challenges.

9. Start a portfolio.

Keep track of your professional accomplishments and contributions by assembling a simple portfolio that showcases your skills and experience. Start by highlighting your most recent projects, and then work backward as time permits (10 focused minutes a week will yield results quickly). When it comes time to make your case for a raise or promotion, your portfolio will prove an invaluable tool.

10.Write a thank you note.

Too often in business, we fail to take the time to show co-workers our appreciation. So if you’ve recently received a helping hand from a colleague – on a project, or with your professional development – send that person a hand-written thank you note. The respect, kindness and personal touch of a handwritten thank you will create a lasting positive impression of you in the recipient’s mind.

The Secret to Finding a Great Job During a Recession

2009-02-12T13:36:00.000-08:00

Bob was recently laid off from his job of 10 years. Hitting the panic button, he called a friend who told him that he should check out a staffing company. Bob immediately blurted, “I don't want to be a temp! I have skills and experience!” This common misperception of staffing as filling warm bodies in chairs to answer phones or file all day is a thing of the past. Working with PrideStaff may be the best (and easiest) thing you can do to make it through a layoff or search for a job during tough economic times.

WHY SHOULD YOU WORK WITH PRIDESTAFF?

1. IT'S FREE!

2. GET ACCESS TO MORE JOBS.
Staffing and recruiting firms are often responsible for hiring for job opportunities that may not be advertised to the general public.

3. GET YOUR FOOT IN THE DOOR.
When companies are not hiring full-time employees, they may still be hiring temporary and contract workers. If you get hired as a temporary employee, you'll get your foot in the door with a company that may decide to keep you on full-time.

4. GET EXPERT JOB SEARCH ADVICE.
When you work with a recruiter or staffing company, such as PrideStaff, you get practical advice on the best ways to find employment. Your staffing partner can help you put together your resume, brush up on interviewing skills, and even help you negotiate your salary once you've been offered a job. Best of all, your staffing representative can really help shorten your job search by proactively marketing your skills to the right employers.

5. MAKE YOURSELF MORE MARKETABLE.
Staffing gives you a great opportunity to enhance your skills. Through temporary work, you can gain on-the-job experience and improve your resume. Also, many staffing firms offer free training on popular computer software applications.

6. SHORTEN YOUR JOB SEARCH.
Right now, employers are getting flooded with resumes. A staffing company can help you get your resume to the top of the pile. And as an added bonus, your staffing representative can directly contact many hiring managers, so you'll get faster feedback.

With all the challenges of the current economy, you need every advantage you can get. Working with the right staffing partner will help you build your skills, present yourself in the best possible manner, and find a great job in less time. All staffing firms believe in one common goal--to help you and employers find a match in long-term employment. Consider PrideStaff as a partner through these challenging economic times.

Three Legged Stool Of Employee Development

2008-11-24T19:28:00.000-08:00

Click to enlarge

7 WAYS TO MAKE A GREAT FIRST IMPRESSION!

2008-11-24T14:20:00.000-08:00

By Lee Hopkins

1. FOCUS ON THE OTHER
Being known as a 'natural' at interpersonal communication is not just a gift that a select few enjoy. We can all enjoy the reputation of being 'a great communicator'.

Simply focus the conversation on the other person. This takes the pressure off you—you don't have to be a witty bon-vivant to be a great communicator.

Avoid interrogating your new acquaintance, and if you are really nervous, do your best to control twitches and jittery movements. And (best hint coming...) ALWAYS slow your speaking rate down. Nervousness makes us talk
too fast.

2. THE EYES HAVE IT
Here's a great 'rule breaker': instead of sticking to the 'respect someone's privacy and personal space' rule, when you meet someone for the first time, give them a good look right in the eyes.

It's well known that when we look at someone we find attractive, our pupils dilate, a phenomenon that the other person instinctively picks up on. Well, that phenomenon can also be put to good use in our business dealings, too. Notice the other person's eye color, say 'great' to yourself, and you'll find yourself involuntarily smiling. The other person will pick up on your mood.

3. GET OVER YOUR 'BAD HAIR DAY'
While 'being yourself' is always a good thing for relational honesty, try and disguise your inherent pessimism and bad mood from new acquaintances.

Even though you know you are just 'having a bad day' or a bad half-hour, the other person will probably decide that you are a 'full-time whiner', an impression and reputation hard to shake.

A bad mood will spread contagiously, bringing down the other person too. Better to start off positively; you can always let them see your 'other' side on another day...

4. “MIRROR IN THE BATHROOM”
Adjust your posture, voice, and gestures to those of your new acquaintance. Establish rapport by mirroring their head nods and tilts. Speak at their pace and volume level. You'd be surprised by just how many different 'voices' a successful salesperson uses in a day—they spend a large amount of time mirroring the other person's gestures, voice, language, pace, intonation, and volume.

5. TREAD LIGHTLY...
He's talking about his new Holden Commodore; you're thinking of your new Impreza WRX. Or she's talking about her latest small win at the office and you're thinking about the new $1M account you just landed single-handed.

Which do you reckon will be more impressive: you gloating about your wins and toys, or you letting the other person have their 15 minutes of fame?

Good manners, as well as psychological research, dictate that to impress your guest you should always keep at the forefront of your mind the question, “How am I making the other person feel?”

Actively encourage others to talk about themselves, and respond genuinely—without bringing it back to yourself.

6. FOCUS ON THEIR ACHIEVEMENTS
Use flattery sparingly but powerfully by focusing on the other person's achievements, not their personal attributes. Even if they suspect you might be brown-nosing, they will still get a warm glow from a well-directed compliment. “You have a great eye for color; I really like how you have put the office decor together” is more flattering than, “Nice office.”

7. IT'S NEVER TOO LATE
Remember, there's very little that is unfixable in our interpersonal business relationships. There is usually always another chance to fix false first impressions.

Let's say you arrive at a meeting late, having just copped a parking ticket from the previous appointment. Your mood is not, as they might say, triumphant and glowing. Instead of responding appropriately to a new acquaintance's polite greeting, you mumble a grumpy 'yeah' and drop your laptop bag unceremonially into a nearby chair.

Okay, not a good start. But step outside the room for a moment, take a deep breath, count to seven (ten is too long a pause), re-enter the room, and look your acquaintance in the eye. Apologize and explain why you are out of sorts. You might even want to turn it into a joke by saying something like, “I see you just met my evil twin.”

And remember to cut others some slack if they make a bad first impression on you, too!

About the Author:

Management psychologist and skilled communicator, Lee helps both businesses and individuals communicate better for better business results. Recognized as one of Australia's leading business communicators, he is hailed worldwide as a leading thinker in online business communication strategy. He is at the leading edge of Social Media/Web2.0 developments. For more information please visit http://www.Hopkins-Business-Communication-Training.com.

MAKE YOURSELF INDISPENSABLE

2008-11-24T14:13:00.000-08:00

There's too much bad news in the business section these days. Stocks are down. Companies are cutting back. People are being let go. Don't take chances with your career—take action to make yourself indispensable!
Companies never want to lose their most valuable employees, and often, managers will go to great lengths to protect their top performers. What follows are a few inside tips from senior managers about what makes an indispensable employee.

1. RESULTS COUNT MOST
More than anything else, managers want employees who get the job done—people who finish projects on time, on budget, and exceed expectations. The following are characteristics of top performers:
• They consistently deliver measurable results.
• They don't waste other people's time.
• They understand the company's goals.
• They know their role and the importance of doing their job well.
• They know how to prioritize and stay focused.
• They put the customer first.
• They do whatever it takes to get the job done.

2. ATTITUDE IS ALMOST EVERYTHING
While results count most, having the right attitude is extremely important. What's the right attitude? Here are traits managers look for:
• People who focus on results.
• Problem solvers who seek solutions.
• Champions who take initiative.
• People who accept responsibility and don't blame others or circumstances.
• Positive people who don't complain.
• People who aren't afraid to take risks.
• Those who do whatever it takes to get the job done (we did repeat this one!).

3. TEAM PLAYERS
Indispensable employees almost always fall into one of two categories: leaders and team players. Leaders are invaluable when it comes to providing direction and motivation. But great team players are equally valuable when it comes to getting things done. Here's what makes someone an ideal team member:
• Willingness to be honest – they don't withhold information.
• Assertiveness – they challenge others without being confrontational.
• Contributors – they share ideas and opinions.
• Exceptional communicators – they can write, speak, and listen skillfully.
• Multi-talented – they have a variety of useful skills and expertise.
• Flexibility – they are open to new ideas and willing to make changes.
• Willing to lend a hand – they pick up the ball when a team member needs help.
• Creativity – they actively look for new ways to get things done.

4. CONTINUOUS IMPROVEMENT
Every business wants to improve its results consistently, and they also want employees who continually improve themselves. It's a fast-paced world—skills and knowledge become outdated all too quickly. Indispensable employees are always looking to learn new skills and expand their expertise. Want to improve yourself? Here's what you can do:
• Update your technical skills.
• Take on new projects that will challenge you.
• Seek additional responsibility by taking on projects you can manage.
• Look for opportunities to get cross-trained.
• Join professional organizations.
• Read trade journals to stay up to date on your industry.
• Study your competitors' websites to see what they're doing.
• Improve soft skills, including management, leadership, and communication.

SURVIVAL OF THE FITTEST
Darwin had it right. Those who are the most fit are those who survive. In today's corporate world, nothing can eliminate your risk of being caught in a downsizing effort. But by taking the steps to make yourself indispensable, you can greatly increase your job security—and make yourself even more marketable!

MAKING THE A-LIST

2008-11-14T10:03:00.000-08:00

Looking for a great way to earn that raise or promotion? Get on your manager's A-List.

It's a simple fact: if you consistently show your manager that you're doing a great job, you'll progress further, faster. Start by finding ways to get noticed and separate yourself from the pack. To help, try using these techniques to create a lasting positive impression:

1. COMMUNICATE CLEARLY.
When in doubt, especially if you or your manager is new to the job, err on the side of clarity. Ask questions when things are unclear, as opposed to making dangerous assumptions (what's “soon” to you may not be “soon” to your manager).

Provide your manager with regular updates about your projects and plans. Be careful, though, not to go overboard – ask him directly if you're providing enough information or too much.

2. LIVE UP TO YOUR COMMITMENTS.
The phrase “under promise, over deliver” may be an oldie, but it's still a goodie. Don't shy away from new challenges; just make reasonably sure you can hit an objective before taking on the additional responsibility. By consistently delivering high quality work in a timely manner, you will undoubtedly gain your manager's attention.

3. UNDERSTAND WHAT MAKES YOUR MANAGER TICK.
If you don't already know them, learn your manager's pet peeves – and avoid them.

Find out what his priorities are – and incorporate them into your own (e.g., if your manager is a numbers guy, quantify all your results). Anticipate his needs by providing what you know he'll want before he asks (e.g., if you know your manager will ask for three quotes before approving a purchase order, get all three before approaching him). Show him that you understand the issues he faces and you're sure to make your mark.

4. PROVIDE SOLUTIONS ¬– NOT JUST PROBLEMS.
Hey, stuff happens. Everyone makes mistakes. But if something does go wrong, view it as an opportunity to set yourself apart from chronic excuse-makers. Own up to the problem or mistake and come to the table with potential solutions. Your manager will appreciate your ability to think for yourself and manage a difficult situation.

5. MIRROR YOUR MANAGER.
Observe how your manager communicates with you and mirror his preferred method: if your manager likes email, use it; if he prefers voicemail, phone in your updates.

When possible, keep office hours similar to his: if he's a morning person, start coming in a little earlier; when he's working late to meet a deadline, offer to stay and help.

Last but not least, emulate the way he dresses (i.e., level of professionalism). If you want to impress the manager, start dressing like one yourself.

6. BE POSITIVE.
When you celebrate a departmental success, send a congratulatory email and copy your manager. The gesture will draw
attention to your project's success as well as your leadership skills.

During more stressful times, strive to maintain a positive attitude. For every two complaints or suggested improvements you make to your manager, point out eight positive things. Your consistent optimism and enthusiasm will not go unnoticed.

7. TACKLE NEW PROJECTS.
Examine your department to identify weaknesses, process gaps or other potential problems. Approach your manager with ideas for overcoming these challenges and take responsibility for seeing the project through.

Alternately, if your manager comes to you with an idea for improvement, respond to it constructively. Instead of throwing up roadblocks, keep an open mind and brainstorm ways to tackle the project together.

8. TAKE A CALCULATED RISK.
A manager will notice a talented employee who demonstrates his desire for excellence by occasionally sticking his neck out. So when the time is right, make a bold move. Volunteer for a difficult assignment or challenge the “status quo” to improve work processes. Your courage and enthusiasm will increase your visibility and earn the respect of your manager and co-workers alike.

Sources used to write this article:

Heller, M. How to Impress
Your Boss.
http://www.howtodothings.com/careers/how-to-impress-your-boss

Six Ways to Impress Your Boss.
http://www.black-collegian.com/
career/impress1299.shtml

Steen, Margaret. 10 Habits that Bosses Love.
http://hotjobs.yahoo.com/jobseeker/tools/ept/printallept.html?post=480&eptTemplete=careerarticles

PREPARE NOW FOR AN UPSWING IN THE ECONOMY

2008-10-01T17:58:00.000-07:00

If you looked into a crystal ball…what would you see?

Consumer spending—up. Government spending—up. Inventories—low. Factory orders are surging. Money is cheap. The stock and housing market is booming. And talent is available. Sound too good to be true? Well it happened in 2002 right after the big dip in the economy following the last recession. And if history repeats itself, an upswing may be just around the corner.

WHEN IT HAPPENS,
WILL YOU BE READY?
Throughout the past century, businesses have had a habit of becoming too lean during a downturn. So when the economy picks back up, they have trouble getting back on track.
Want to ensure you're ready for growth? Then keep following the lessons you've learned during the last several months:

SPEND WISELY.
During a recession, businesses scrutinize every expense. Why stop when profits increase? While you shouldn't be pennywise and pound foolish, you should continue to treat every expense as an investment. If the investment won't yield improvement in your efficiency, cost structure, or ability to service customers, don't make it! Some of the smartest places to put your money in the coming months include:

• Technology enhancements to improve productivity
• Infrastructure development to increase capacity or operational flexibility
• Product developments to better satisfy customer needs
• Process improvement to increase efficiency
• Training and employee development
• Sales and marketing

Set a goal to become the lowest cost producer of the goods and services that best satisfy your customers' needs. In manufacturing, they call this lean thinking—eliminating all waste from production processes. The goal is not to become the cheapest—it's to become the most efficient producer at the level of quality your customers want. At the same time, focusing on process helps to drive improved consistency, which is one of the most important drivers of quality.

AVOID DEBT.
Leverage can be essential for capital projects, but avoid having too much of a good thing. Did you know that five of the last seven recessions were "double dip" recessions—two periods of decline with a brief rebound in the middle. Protect yourself by borrowing no more than you can comfortably repay in three to five years assuming zero to moderate revenue growth.

MANAGE KEY INDICATORS.
Profit is no excuse for poor performance. Key indicators are those metrics that predict future performance in your industry. Unlike financial statements, which are backward looking, key indicators allow you to forecast future results. While every business is different, key indicators to watch may include:

• New Orders — the pace of orders can show the direction your business is heading
• Inquiries — the volume of inquiries is a measure of future results as well as the effectiveness of sales and marketing activities
• Conversion Rate — a measure of the market and the productivity of your sales efforts
• Days to Pay — an indication of your clients' financial health
• Quick Ratio (A/R divided by A/P) — watch for trends to see how well you're managing cash
• Service Request / Customer Complaint Volume — an indicator of product and service quality

BE AGGRESSIVE ABOUT SALES AND MARKETING.
Want to know the dumbest statement ever made by a CEO — and this is an actual quote: "We're so busy right now that we don't want any more new customers." This comment was made by a CEO in 1999, and guess what, he got his wish—he went out of business shortly thereafter.

Every day your business is headed in one of two directions: up or down. It's obvious, but it needs to be said—you always need new customers. While advertising traditionally increases during good times, sales efforts often get less aggressive as more time gets spent servicing existing clients. Avoid the temptation to turn sales people into service reps, and instead, increase quotas as the economy improves and invest the revenue into developing your capacity for service.

DEEPEN CLIENT RELATIONSHIPS.
It's funny—and sad—how many businesses had to be reminded to focus on building client relationships during the recession. Strong client relationships are a critical asset in any economy. Don't wait for business to get better to go out and look for new ways to help your customers. Get out there and find out:

• What you do well and where you can improve
• The challenges your clients face and how you can help
• The new products and services your customers are going to need
• New contacts you can work with inside existing accounts
• New applications for your products and services at each customer site
• What you can do to win a 100% share of each customer's business

STAY POSITIVE.
No question, it's tough to stay positive and optimistic during a slowdown. But it's essential. Negativity spreads and can eat away at the core of your culture. Regardless of whether business goes up, down or sideways, find occasions to celebrate. Reward people for their results. Recognize them for their efforts. And constantly give them a reason to smile and feel good about the future. Optimism is contagious—it breeds excitement, a willingness to work hard, and it gives customers more desire to work with you.

THE SPAGHETTI MANAGEMENT SYNDROME

2008-09-01T18:02:00.000-07:00

GOOD EMPLOYEES REQUIRE GOOD MANAGERS
by: Gregory P. Smith

When an employee quits, many times they don't quit the company—they quit their manager. I validated this fact in a survey which showed in 46% of the cases the main reason people quit their employer was because of their first-line supervisor; a painful statistic when you consider how difficult and expensive it is to find and train good people. To make matters worse, businesses are stupid to do nothing about it.

In my mind, it is an honor as well as an important responsibility to become a manager. When I use the word, "manager," I am not necessarily referring to a job title, but talking about the "role" of managing people.

A manager's job is not easy. The demands are difficult. Many bosses are doing the jobs of two or more people. Employees expect more; some are plain difficult to work with.

Many businesses do a poor job selecting and training managers. It goes without saying those that do a good job selecting and developing their managers will enjoy higher productivity and lower employee turnover. However, most often the employer is at fault for not giving them the tools, training, and support to succeed.

SPAGHETTI MANAGEMENT SYNDROME
Just because a person shows potential or has a degree does not mean they will be good at managing others. Many are skilled technicians, but unfortunately are clueless on the art and science of managing people.

Some businesses practice what I call "spaghetti management." They pick a bunch of people, promote them to managers, then throw them on a wall like spaghetti, and see what sticks. This is not the fault of the individual manager, but the employer's. Without training and support, most new managers will fail. This is one of the main reasons people today run like the plague to avoid becoming supervisors and managers.

Sure, some managers are tyrants and no amount of training is going to change them. But at least good businesses recognize their mistakes and provide additional training, or find the errant manager a job somewhere else.

Good businesses place people skills as a vital part of their performance management system. For example, Synovus Financial has been listed in the "Top 100 Best Places to Work" for several years. They have a commandment that says, "A manager's most important role is to serve, grow, and inspire his or her people—with no exception." This requirement had a positive impact on the bottom line. Not only did their employee turnover rate drop, but also their market capitalization grew from $2.2 billion to $8 billion in four years.

GOOD LEADERS SHOW THEY CARE
I went into the Army after college to learn how to be a good leader. My first boss was a great mentor and teacher. He was an experienced veteran and a former Special Forces medic in Vietnam. He was the type of person who always put the needs of others before his own interests.

As the lowest ranking member of my battalion, I had to pull duty on the worst day of the year—New Year's Eve. I worked all day and then I was up all night. You can imagine what mischief 500 soldiers can get in. Finally, Saturday morning arrived and I could not wait to go home. The phone rang; it was Joe, my boss. He wanted to know if I had made any plans for lunch. He and his wife had prepared something and he wanted to bring it over to me. Today, I don't remember what the food was, but it was a meal I will never forget.

That one small act of kindness crystallized in my mind what leadership was about—caring for those you lead. That act taught me more about leadership than all the degrees and diplomas hanging on my wall.

Here are a few suggestions to consider in your management development program:

• Establish key competencies your managers should possess and demonstrate.
• Have company executives share their expectations with your managers.
• Consider using a 360-degree evaluation on top management.
• Hold managers accountable and responsible for retention.
• Have HR train managers on reward and recognition.
• Provide the support and tools to help managers do their job well.
• Start measuring turnover and apply the cost to the bottom line.
• Conduct post exit interviews to discover the real reason employees quit.
• Complete an individual retention profile on every employee.
• Conduct an employee satisfaction survey at least once a year.

About the Author:
Greg Smith's cutting-edge keynotes, consulting, and training programs have helped businesses reduce turnover, increase sales, hire better people, and deliver better customer service. As President of Chart Your Course International he has designed and implemented professional development programs for hundreds of organizations globally. He is a former examiner for the Malcolm Baldrige National Quality Award, the nation's highest award for business excellence. He has authored eight informative books including 401 Proven Ways to Retain Your Best Employees. For more information, visit www.chartcourse.com or call (800) 821-2487 or (770) 860-9464.

Bridging the Gap

2008-08-01T12:29:00.000-07:00

Managing Workers from Different Generations
by Kathleen Foley

Four distinct generations of employees are currently at work in companies across America, all with very different attitudes, expectations, and management styles. Business owners and managers are challenged with learning how to maximize the potential in each age group, while encouraging them to work together to achieve common goals.

The oldest age group, those who are old enough to remember World War II, have been called the “Greatest Generation.” While most of them have retired, they still comprise about 6.5 percent of the workforce – some in higher management positions, some acting as consultants, and others in part-time positions that enable them to earn a few extra dollars to supplement retirement income.

For the purposes of this article, we will consider the three younger generations that constitute the bulk of the workforce. The Baby Boomers, born between 1946 and 1964, represent about 41 percent of the workforce. The oldest boomers are now reaching retirement age. Although Generation X starts in 1965, human resources experts place the ending birth date for this generation anywhere from 1977 to 1980. Gen Xers, as they are called, represent about 29 percent of the working population. The youngest group, those born anywhere from 1981 to 2001, are called Generation Y. They comprise about 22 percent of the workforce.

A Changing Workplace
Two converging trends are transforming the American workplace, according to Doug Beckley, CEO of The Beckley Group, a management consulting and business training company based in Las Vegas. “Demographics are changing the workforce, as boomers approach retirement age and younger cadres move into the workforce,” he noted. In the United States today, between 8,000 and 10,000 Baby Boomers turn 60 every day, and they are being replaced by younger people who will create profound changes in what the employment pool will look like in the future. “Gen Y will constitute 45 percent of the workforce in a few years,” said Bob Daniel, owner of PrideStaff Las Vegas, an independent franchise of the national PrideStaff network. “They are entrepreneurial and very tech-savvy. They value 24/7 communication, and 30 percent of them are non-white.”

The other trend is that the workplace itself is changing. Companies no longer expect people to stay with them for 40 years and enjoy a company-paid retirement plan. So-called “job-hopping” from one employer to another, which used to be seen as a negative, has now become the norm, especially among younger workers. In fact, staying at one job for a long period of time may now be seen as a sign that an employee lacks ambition.

In order to understand the perspective of each generation of employees, it is necessary to look at what the American workplace was like when its members first began their careers. Boomers started working in the 1970s, when people still believed that if they got a good education, worked hard, and were loyal, their employer would provide them with a job until retirement, and then take care of them with a pension plan. “Command-and-control leadership was the norm. [Boomers] didn’t make demands. They waited for their bosses to notice their hard work and reward them in due course,” reported Carolyn Martin of RainmakerThinking, Inc., which has published several books on the changing American workplace.

Gen Y is a generation of latchkey kids, whose parents were both working when they were growing up, leaving them to manage very much on their own. Martin pointed out that they were also the first generation to be told they would not be as well off financially as their parents. Because they grew up hearing news reports about government corruption and corporate scandals like Enron, “they understood from day one of their working lives that large institutions couldn’t be trusted to make good on long-term promises,” explained Martin. “So, for short-term sacrifices, they demanded immediate gratification. They remain the consummate free agents.”

Members of Gen Y grew up with technology, and in fact, they can’t remember a time before the Internet. Like their older siblings, they don’t expect to remain with one company for long, and they are also very entrepreneurial. “Although Baby Boomers were taught to win at all costs, they raised their children, the Gen Yers, to believe that competition is overstated,” said Daniel. “When Gen Yers were playing sports as children, everyone got a trophy for participation. This naturally shaped their thinking”

What Do They Want?
When hiring and retaining employees, the principal factors to be considered include compensation (both wages and benefits) and working conditions. In both these areas, there are vast differences between what the generations consider desirable.

As Beckley pointed out, “All employees want to be well compensated, but the difference is the type and structure of compensation they want. For example, health insurance is important to everyone, but it has a higher importance among boomers because of the reality that they need it more. It is less valued by Gen Y, because they are still at an age when people think they’re bulletproof.”

Because boomers come from the perspective of long-term employment, they are more likely to value some type of profit-sharing, or to ask a potential employer, “How many years do I have to work before I’m vested in the firm’s retirement plan?” On the other hand, members of Gen X and Gen Y don’t plan to remain with any one company very long, so they are more attracted to higher levels of short-term income.

Connie Johnson, managing director of Talent Framework, a human resources consulting firm based in Reno, noted some of the characteristics of each generation that recruiters can use to attract them. “While Baby Boomers want benefits such as insurance and retirement plans, they also value title, position and authority,” she said. “They feel they’ve earned the corner office. Gen Xers are used to being independent, and they value freedom and flexibility. Gen Y wants to have their dream job right now. They want to start at $40,000 to $50,000 a year, get plum assignments and meaningful work without having to wait in line or ‘pay their dues.’”

Employees of all ages appreciate flexible work hours and work-life balance, but boomers, because they were trained at an early age to put the company first, are much less likely to ask about work arrangements. “Boomers are more likely to put in the hours and grind out the work,” said Beckley. “Gen Xers crave flexibility in how and when they work. They may be able to get more done in less time by using technology to make themselves more efficient. If they complete their work at 3 p.m. because they are more efficient, they can’t see why they shouldn’t be able to go home early.”

In Daniel’s opinion, Gen Yers are not as concerned about wages and benefits as they are about the work environment and the social aspect of interacting with co-workers. He said, “They’re more likely to tell a potential employer, ‘I’d like to work for you, but I need to be off from 2 to 4 every Thursday.’ A boomer would never say that. If the employer won’t give them the time off, they’ll find another company that will. They value flexibility in work hours, including working from home, and they want to know upfront about vacations. Those things are more important than a benefit program they might never use.” Generation Y is also socially conscious, and its members value jobs that will have an impact on their community or on causes such as global warming or saving endangered species.

Managing the Generations
In order to be effective, a manager must understand how the generations are different, and how to compensate for their weaknesses and make the best use of their strengths. “For boomers, the most important things are loyalty, work ethic, commitment and self-reliance,” said Beckley. “Gen X and Gen Y value creativity and personal gratification. They like challenges, they like to be flexible, and they like to use technology to be faster and more efficient. The differences between older and younger workers can create a recipe for tension and potential conflict.”

“Boomers believe in order – there’s a process for everything. They like a very structured environment,” said Daniel. “When they were growing up, they were taught that you got an honest day’s pay for an honest day’s work. If a manager tells you to do something, you don’t ask why, you just do it.” Johnson noted that many boomers are workaholics. “They’ll brag about working 10 or 12 hours a day, which younger employees can’t understand,” she said. “Young people are likely to think that working long hours is a sign you’re not getting your work done quickly enough.”

Independent-minded Gen Xers are often concerned with building up marketable skills and experience that will make them valuable contributors to any workplace, according to Martin. She advised managers to tune in to their obsession with training. “Although they don’t plan to stay with your company for more than a few years, by offering good training programs and flexible work arrangements, you may be able to hook Xers into a long-term employment relationship,” she said.

“Gen Y values fairness above all,” said Daniel. “They don’t subscribe to the idea that ‘He who has the gold makes the rules,’ and they don’t believe in doing what the boss says just because he’s the boss. They are achievement-oriented and they absolutely love a challenge. They have seen the success of all the young people who have become rich by forming their own companies, and many of them believe they’ll be millionaires by the time they’re 35. One of their great strengths is that they are able to think outside the box.”

Creating teams of mixed generations in which everyone contributes can help people of different ages learn to work together, said Johnson, who encourages managers to “create a reciprocal learning and teaching environment” that includes mentoring and reverse mentoring. “Younger workers love being seen as having unique expertise,” she said. “For example, if we are trying to recruit employees, a younger worker may show us how to use Facebook or other online services instead of the traditional means of recruiting. Boomers have what we might call ‘tribal knowledge’ about the company. They know what’s been done in the past and why systems were set up a particular way. They know the company history and the long-time relationships with established clients, and they can pass on this valuable information to younger workers.”

Creating workplace teams can be difficult for managers dealing with employees who have different concepts of the value of teamwork. “Boomers believe there’s no such thing as a team. Everybody is out for themselves,” said Daniel. Because Gen Xers are so independent and goal-oriented, they often prefer to work on their own. In addition, according to Johnson, “Gen Xers are direct and frank. They have not learned tact and diplomacy,” which can create problems working closely with others. In contrast, experts say Gen Yers prefer to work together. “Gen Yers don’t want to leave anyone behind,” noted Daniel. “They appreciate a team-oriented environment.”

Once managers understand the differences between the generations of workers, they need to promote tolerance and communication, and facilitate an environment where they can all work together, according to Beckley. “A good manager makes sure the groups understand each other,” he said. “Get them to talk with each other and share experiences. Encourage communication and understanding. Put it on the agenda of a staff meeting if you have to - it’s that important. Lack of communication can lead to misunderstanding and conflict.”

Customized Coaching Styles
An important part of managing employees is mentoring them, in order to transmit knowledge and also to groom them for advancement within the company. Not surprisingly, the different generations see coaching or mentoring from different perspectives. “Boomers and Generation X don’t want to be coached,” said Daniel. “They may see attempts to supervise them as micro-management.” However, Gen Xers do see the value of training, since gaining skills can add to their “toolbox.” Gen Yers appreciate coaching and mentoring, according to Daniel. “Remember, this is the Nintendo generation,” he said. “Because video games reinforce success with constant rewards, they are used to getting immediate feedback. They want to be measured constantly and get real-time feedback, not annual reviews.”

Training Tomorrow’s Leaders
Corporations used to expect employees to start at the bottom of the corporate structure and move into positions of authority over the years. This system of long-term employment provided a way for people to receive on-the-job training in management and leadership so they were prepared to assume higher-level positions when an opening occurred. In today’s workplace, the average worker changes jobs several times in his lifetime, and may even move from one industry to another one that is totally different. This presents a real problem for management concerned about succession planning.

“Managers must groom and cross-train younger employees to move up to the next level of management, so they will be ready to fill the future needs of the company,” said Beckley. “This is not being done to the extent it should be. We’re not taking the time to think long-term, and that presents a real concern. It’s a big project many managers never find the time to do, especially in public companies where they need to produce results for shareholders each quarter.”

Johnson added, “Very large companies have structured leadership programs, career ladders and formalized mentoring, but small to medium-sized companies don’t have these resources. Many of them may not be cross-training their employees.” She noted that when people job-hop from company to company, they don’t get the experience of following through on long-term projects, from its planning phase, through implementation, to assess its impact on the company and decide what could have been done better. “Frequent job changes give you less chance to see the big picture,” she noted. Johnson also pointed out that, while younger employees are concerned with building a “toolbox of skills” they can take from one employer to the next, they often lack people skills, which are honed from years of face-to-face contact with others in challenging situations.

Beckley advised managers, “Planning is a critical element in success, and your long-term strategy should include succession planning. One way to ensure you will have enough future leaders is to create a workplace that contradicts the notion that long-term retention is impossible. You need to create an environment where people feel and act like they’re partners in the business.”

Kathleen Foley is a freelance writer based in Southern Nevada.

MARKETPLACE: Boosting opportunities

2008-07-13T13:51:00.000-07:00

Minority businesses and entrepreneurs bolster economy, create jobs, observers say

By JENNIFER ROBISON
REVIEW-JOURNAL

The Las Vegas Valley is a hotbed of entrepreneurial activity, with a near-constant stream of accolades anointing it one of the nation's best markets for startup businesses.

And a fair number of businesspeople flocking to the city for new opportunities are minorities.

Experts say boosting opportunities for minority business owners bolsters the local economy because many minority entrepreneurs run the kinds of smaller companies that create most of Nevada's jobs.

What's more, supporting local companies keeps money in the local economy, as smaller businesses based here fill needs that out-of-state corporations might otherwise take over, said Carlos Gomez, business development director at the Latin Chamber of Commerce. Helping minority businesses find success also expands the supply for goods and services, thus improving competition and reducing costs, according to the Nevada Minority Business Council. And the gains in jobs and tax revenue limit the need for social-service programs, the council added.

Helping minority businesses succeed requires understanding the obstacles and advantages they experience today.

Las Vegas holds some advantages for minority entrepreneurs, observers say.

Thanks in part to MGM Mirage's emphasis on diversifying its vendor base to include more minorities, businesses across the city show greater interest in reaching out to minority entrepreneurs, Gomez said.

"MGM Mirage is pushing the envelope to get minorities involved, and we see more companies that are more open to working with minority-owned businesses," Gomez said. "There are more opportunities."

Some of the city's larger businesses also set aside specific percentages of vendor work just for minorities, and that helps minority providers win contracts. It can be easier to snag a contract when you're not competing with bigger, more-established companies, Gomez said.

Nordstrom, for instance, recently conducted a project preview event to help local minority construction companies learn about the company's bidding process.

Vida Chan Lin, vice president of the Asian Chamber of Commerce, agreed that minority owners of businesses in Las Vegas have many chances to leave their mark.

"There are more minorities in Nevada now, and I think there is opportunity for everyone," she said. "If you can figure out where you belong, the opportunity here is great."

Minority entrepreneurs in Nevada still face obstacles, though.

Tops among those issues is financing. Many ethnic business owners are first- or second-generation Americans, and they often lack the extensive credit histories that more-established residents claim, Gomez said. The shortage of credit experience makes obtaining business loans tougher, and it can also curb access to insurance, bonding and other operational essentials.

For Phung Jefferson, a Las Vegas attorney and owner of Law Offices of Phung Jefferson, financing proved the biggest stumbling block to opening her firm in 2003.

"I think, as a minority, I wasn't afforded the same access to financing that nonminorities had," Jefferson said. "I don't want to say, 'It was because I'm black.' I'm sure there were other factors. But with the bigger institutions, I wasn't able to qualify. The avenues available to me weren't as open as those for nonminorities."

Communication hurdles block the way for some companies as well, Lin said, as many first-generation minority entrepreneurs speak English only as a second language. Las Vegas also lacks the communications infrastructure of bigger cities on the coasts, where established Asian-language radio and television stations help connect business owners to the consumers who need their goods and services.

Competing for labor with megaresort operators challenges Asian business owners in particular, Lin added, because hotel-casinos experience high demand for employees who can communicate with visitors who speak Chinese, Japanese and Korean.

For other minority entrepreneurs, harmful stereotypes linger.

"There are segments of society that render me at a disadvantage just because of the way I look," said Lonnie Wright, the black owner of Shetakis Wholesalers, a food distributor that posts more than $70 million a year in sales serving local hotel-casinos and the Clark County School District. "It doesn't happen all the time, but sometimes. African-American males have been somewhat of a poster child for ill will in our society. So when you're out there, even if you're educated, you still run up against people being a product of their environment. But you need to learn to navigate past that, and you have to develop tolerance so you don't have a chip on your shoulder. Excuses will not cause you to be successful."

And those major corporate diversity initiatives don't always pay dividends for smaller minority enterprises, added Cedric Crear, president of Crear Creative Group and a member of the Board of Regents for the Nevada System of Higher Education. That's because many companies with diversity programs often fulfill contract objectives by giving one or two larger minority operations big contracts, frequently in construction.

"If you dive down into it, is it one minority-owned company getting a $4 million contract or 10 different companies getting pieces of a bigger $4 million contract?" Crear said. "It's a quicker, larger chunk that can be bitten off at one time. It's easy to say, 'Hey, we gave out $50 million in contracts,' but it was for three construction companies. There are other companies besides construction."

Minority entrepreneurs also have "huge challenges" in networking, and in grappling with the "unfounded perception" that they can't provide the services bigger businesses seek, Crear added.

Jefferson agreed that minorities struggle with networking and access to major local corporations.

"It's about the circles you travel in," she said. "Minorities aren't always traveling in the same circles as nonminorities, so we have less exposure to bigger companies. In this town, it's about who you know, not what you know. If you know the right people in the right circles, you have access to people who make decisions. If you're not in those circles, you don't have access. You're out there pounding the pavement and knocking on doors."

To succeed despite hurdles, Crear recommended that minorities considering launching a business work toward solid credit histories to help secure financing. They should also be willing to put their own money into their startup. He urged entrepreneur hopefuls to stay positive and keep trying: When one bank Crear had connections with turned down his application for an SBA loan, he took his business plan to a second lender who guided him through the process and loaned the funds.

Jefferson suggested looking outside traditional banks for business loans. She found her financing through the Nevada Microenterprise Initiative, a program that helps small startups launch. The group's $10,000 loan to Jefferson made the opening of her practice possible.

Minority business owners must make sure they don't give bigger companies an excuse to avoid working with them, Crear said. His business, for example, is licensed to operate in states including New Jersey, Arizona and North Carolina, so no prospective client could deny him a contract based on limited market reach.

Jefferson also recommended minority hopefuls finding a mentor who successfully started his own company, and tap him for advice on getting going.

Observers said they have high hopes for the future of minority business ownership.

The younger generation "is not being indoctrinated and programmed with the types of prejudices and stereotypes my (baby boom) generation grew up with," Wright noted.

Also, Lin said, young minorities have a distinct advantage their more-seasoned counterparts sometimes lack: technological savvy. That enables them to use computers and the Internet to conduct more advanced research, develop extensive business plans and tap into greater resources for financing and networking.

Regardless of minority status, though, the secret to doing well is still the same for any business, Gomez said: "Like any type of reward, success comes from education and vision, plus hard work, hard work and hard work."

Contact reporter Jennifer Robison at jrobison@reviewjournal.com or 702-380-4512.

MANAGING YOUR MEETING MONSTERS: IDENTIFYING THE CAST OF CULPRITS THAT THREATEN PRODUCTIVE MEETINGS

2008-05-05T16:30:00.000-07:00

By Craig Harrison

In the Star Wars movie's famous bar scene you knew, by appearance, what zany character was sitting beside you. Each character had a distinctive look. Yet in today's meetings you may have no idea the constellation of characters that you're meeting with. That's because their normal outward appearances belie often-troublesome behavior. Use this article as your guide to the crazy cast of characters you're likely to encounter in your meetings. Whether or not you're armed with a light saber, you'll nevertheless be equipped to do battle with these oft-destructive forces who subvert meetings with their bothersome behavior.
The Monopolizer: This person thinks he or she is the only one with wisdom on subjects. The monopolizer believes everyone else is there to hear him or her speak, and so they do, incessantly. They don't appreciate that meetings offer an opportunity to hear from many. They prattle on and on, arrogantly acting as though their ideas or beliefs are inherently more important than others. Sadly, other people shy away from contributing, intimidated by the monopolizer's stranglehold on the meeting. When facilitators allow this, it sends a message their rudeness is sanctioned. The facilitator or even other meeting participants should indicate an interest in hearing from others in the meeting, to remind the monopolizer that others can speak as well as listen.

The Tangent Talker: This person hijacks the topic of the group by taking discussions off on tangents—topics unrelated to the issue at hand. One minute you're on topic and the next minute you're in “left field” as your agenda topic has been taken to a tangent. Your meeting chair's ability to recognize and refocus is essential to a productive meeting. “Let's remember to confine ourselves to the topic at hand” is a good way to get back on track. Alternately saying, “Let's try to avoid tangents” also labels such behavior as contrary to the group's aims. As well, you can “park” extraneous items in a “parking lot” list where they're noted, if only to be addressed later.

The Devil's Advocate: Let's face it, there's one in every crowd and most meetings too. This person seems to relish taking the opposite tack. Whatever the argument being put forth, this person delights in taking an opposing view. It's sport for them, an exercise in opposition. The more unpopular the stance the more exciting their challenge. Often they begin by saying, “just for the sake of argument…I believe the opposite is true….” While there's value in looking at issues from multiple points of view and avoiding groupthink, the Devil's Advocate applies their technique to every issue, every argument and every conversation. Hold on to your Agenda and get comfortable. This could take a while! A good chair can praise this person's ability to do this while simultaneously indicating its inappropriateness given time parameters or previously agreed issues.

The Cynic: The ultimate naysayer, this person has a Masters degree in negativity. Adroit at the phrase “it won't work” they are skilled at deflating and defeating whatever motion is in motion. “Can't be done.” “They'll never buy it.” “We tried it once and it was a failure.” Their motto: just say no. Challenge these people to think like The Devil's Advocate and suppose for just a moment that things could work. Use the common conflict resolution tool of asking them to embrace the other side's view as if it were their own, and argue that side's position.

The Fence Sitter: Known for their paralysis by analysis, these characters are unable to make decisions. Despite being in a deliberative body, they are conflicted by multiple arguments, and can't “pull the trigger” when it's time to make a
decision in a meeting. They provide fodder for the Devil's Advocate, the Cynic and other characters with their ambivalence. Whether they are afraid of being wrong, or of disagreeing with someone else, or just going on record, they are a meeting monster for their inability to move the action forward. Try to cajole them to action. Remind them they have a vote and were invited to use it. Ask them their opinions on matters to draw them out and get them on record.

The Brown Noser: There's likely one in every meeting. The person who is so obsequious, bending over backwards to ingratiate himself or herself to the boss, the meeting leader or other power broker. They're so busy currying favor with others they subvert whatever true feelings they have about issues to “kiss butt.” They are seen to be in the pocket of the person they're kowtowing to. Ultimately, they are seen for who they are and become predictable. Try to elicit their ideas and preferences before asking others as a way of drawing them out.

The Pandora's Box Opener: These meeting monsters just have to tackle issues that are emotional, touchy or are “hot buttons” for others in the meeting. In every meeting there are topics sure to strike a nerve, to provoke an emotional reaction or enter the group into a quagmire. These people lead the entire meeting into areas that provoke frustration, animosities, and often resentment too. Once this box is opened, it's hard to get its issues back in the box. Discussions of salaries, promotions or personal styles often stir up issues that hijack meetings. Even worse, some culprits reopen issues from earlier in the meeting that have already been resolved. The best cure: a firm “let's not go there” from the meeting's facilitator. Other phrases like “let's cross that bridge when we get there” or “that's a hornets nest we don't need to disturb” labels certain subjects out of bounds.

The Attacker: As children these people were bullies. Some haven't grown up! The attacker deftly mixes negativity with personal attacks, challenging others' ideas with vigor. Without regard to hurting others' feelings, the attacker uses a confrontational style to object to others' ideas and go against the flow. Sadly, sometimes they don't even realize they're attacking. A good facilitator can refocus them to be positive, to remove the sting from their words, and avoid an adversarial approach. All meeting participants are entitled to stop the meeting when attacked personally. Ad hominem attacks are attacks against one's person. People can criticize your actions or beliefs, but you don't have to tolerate attacks against who you are as a person.

The Joker: Don't let their good nature fool you, Jokers can be meeting monsters. Their constant joking has the effect of diminishing others' serious ideas or suggestions. Their infusion of humor can belittle others' motions and makes it difficult for some to be taken seriously. There is a time and place for joking. While we all like a good laugh, constant joking disrupts a meeting and distracts attention from where it should be. A meeting chair can designate several minutes at the start or middle of a meeting specifically for humor. When it crops up elsewhere and is deemed disruptive, the chair can remind people the time for humor is passed or forthcoming, so as to control it.

The Robots: Yep, these meeting monsters are actually cell phones, pagers, personal digital assistants (PDA's), and laptops. Each distracts their owner and others too as they intrude on participants' attention spans during meetings. It's gotten so bad now cell phones contain cameras within them…just what meetings need. A good meeting chair will create ground rules for meetings, including turning off these gadgets at their outset. It's hard to compete with human distractions, let alone electronic ones as well.
As you can see, meetings are full of characters. You should study the behavior in meetings, including your own, to better understand your style of interaction. The character of your meetings will surely be affected by the characters in your meeting. May the force be with you.

About the Author:
Professional speaker Craig Harrison builds credible, confident communicators and stellar sales and service organizations. For more resources surf his website http://www.expressionsofexcellence.com/. Craig can be reached at Excellence@craigspeaks.com or by phone: (510) 547-0664.

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HURRY SICKNESS

2008-04-12T10:47:00.001-07:00

The pace at which we live is making us sick. Most of us are so busy, we "don't have time" for friendships, recreation, loafing, or rest. If we sleep very long at night, we awaken to a morning rush to get ready to go to work. We join the "rush-hour" traffic. We hurry to arrive at the job on time. By the time we do arrive, we are ready for a morning break...almost too tired to work.

Not only are we speeding through daily life at a frenetic pace, the current rate of change that is going on around us is so rapid, if we attempt to "keep up," we run the risk of exhausting ourselves. It seems we even "burn out" in
a hurry.

I work with many people who are feeling pressured to do more than ever before, and in less time. In their attempts to accommodate the pressure, their work becomes inefficient, and they overwork, become irritable, resistive, and demoralized. Their bodies are stressed, and they more easily become sick...a cold, flu, or worse. More than three quarters of the problems for which we seek medical attention are related to the speed and stress with which we function.

We do indeed seem to be suffering from what Native Americans once called "hurry sickness." We are so busy running in multiple directions, meeting endless deadlines, and participating in so many activities, that even our thought races. Peace of mind is forgotten. A serene internal environment is lost. And internal chaos becomes "normal."

For those of us who have forgotten how to slow down, here are a few suggestions.

Remember, pressure
is contagious.

But, so is ease. You may wish to place yourself around people who are easy going, relaxed, and peaceful. "Hang out" with those people who are balanced themselves. Watch them and learn from them how they function.
Train your attention to focus on one
thing at a time.

This skill is referred to as "single-pointedness." Many people are planning in their minds the next four or five activities they want to do while actually doing something else...mindlessly, or at least without attending to what they are doing at any given moment. Learn to put all of your attention on the activity you are doing right now. Let everything else wait.
Periodically "check
in with yourself."
Monitor your tension level, your breathing pattern, your internal state. Even in the midst of a high-pressure situation, you can become aware of how you are inside, without anyone else becoming aware of what you
are doing.
Give yourself permission to
"take your own time." Will disaster strike if you don't move faster? Will you work more efficiently if you rush through everything? Notice that when you speed through, and finish quickly, you never reap the benefits of the activity itself. There is usually personal benefit derived from being active. But when you speed through the action, you miss out on such benefit.
Set the pace for
any given day by reading inspirational books for the first half hour after getting out of bed.

Or use that first half hour to meditate, review your blessings and appreciations, and repeat affirmations which stabilize and refresh your spirit.
List daily activities that really need to
be done.

Simplify your activity level. Prioritize what is really important. Remember that your own balance and peacefulness is primary. Everything else is secondary.
Make wise choices about what you put into your mind, into your body, and into your relationships.

Fill your mind with positive thought. Fill your body with nutritious food and clean air. Fill your relationships with warmth and laughter. You have a lot more power and influence about the quality of your lifestyle than you
may believe.
Finally, keep in
mind the outcome
you desire.

Learn to make choices and decisions with your desired outcome firmly in mind. Do you want to be stressed out and ill in a month? Is that your desired outcome? Or would your preferred outcome be a state of balance, health, and well-being?

We do not have to suffer from hurry sickness. We can maintain an internal environment which is serene, even if chaos reigns outside ourselves. Make your goal a peaceful internal state, and instead of hurry sickness, you may just develop "leisure wellness."

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