HIRING AND COMPENSATION IN Q1

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

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

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

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

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.

DYK? Application of 75-Mile Rule to Staffing Firms

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

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.

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

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.”

Unlock The Potential of Your Team

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.

BEYOND SENDING YOUR RESUME

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

MAKING THE A-LIST

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

THE SPAGHETTI MANAGEMENT SYNDROME

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.