Performance Management - The 12 Steps

Implementing a performance management system? Avoid these mistakes!

Companies are adopting performance management systems to help optimise their workforces in this tough economy. Here are some tips on how to do it well - and the traps to avoid ...

Mistake #1: Keeping managers in the dark - communication and training that focuses on the benefits to the manager can help turn resistance and fear into acceptance and excitement.

Mistake #2: Introducing too much change too quickly - focus efforts on a few key outcomes and show success in those areas.

Mistake #3: Creating complex performance review forms - Keep it simple! Approach system configuration with the specific end-user in mind.

Mistake #4: Underestimating change management - dialogue is critical to understanding what could be sabotaging the project, and offers and opportunity for users to take ownership of the process and avoid feeling as though this new way of doing things has been thrust upon them.

Mistake #5: Failing to adequately plan - Get together with peers who have gone through an implementation. Have contingency plans in place for delays, technical issues and end-user resistance.

Mistake #6: Keeping end-users out of the configuration process - allow a representative team of managers and employees to participate in the configuration of the system.

Mistake #7: Failing to ask questions and uncover issues - create a feedback survey and establish a regular forum for suggestions for improvement.

Mistake #8: Not establishing links to business objectives - consistently strive to communicate how the performance management system supports the success of the business.

Mistake #9: Unclear roles and responsibilities - identify everyone in the business who will be needed or affected by the new system.

Mistake #10: Lack of buy-in from senior executives - create a set of reports that show trend data relating to important business metrics.

Mistake #11: Ambiguity about what to measure - Examine your existing job descriptions. Every employee needs to understand the duties and responsibilities of their job and on what basis their performance will be measured.

Mistake #12: Failure to establish a culture of performance - Creating a culture of performance often requires a dramatic shift in the attitude of an organisation towards its employees from one of a 'workforce' to on that values unique contributions, recognises strengths and invests in developing weaknesses, and understanding the value of each individual.


[Source: Human Capital Magazine, Issue 7.9]

Identify Employees' Hidden Talents

When you find an excellent employee, retention is of the upmost importance. Here are a few top tips to keep in mind to reduce turn-over and develop a succession plan to create positive company morale and a positive bottom line.

1. Turn a compliment into an interview. When an employee does an excellent job, don't merely praise her. Pinpoint the strengths of her accomplishment and ask her how she did it - in other words, to share her process. The interview will bring to consciousness - both yours and hers - insights that can be transferred to new tasks.

2. Analyse how people think, not just what they do. Performance assessments rightly focus on the achievement of goals and other measurable markers of success. However, what's often behind such accomplishments is a way of thinking, particular to an individual that made success possible. Describe those habits of mind in the employee's next evaluation.

3. Ask for the reasons behind preferences. Good managers know what their individual employees like to do (what tasks they enjoy, which projects motivate them). Great managers find out why someone has those preferences - i.e., which project characteristics are the root sources of fulfilment.

4. Inquire about people's dreams. "David, if you could be in an entirely different career, what would it be?" If David says he always wanted to be a translator, ask him if he'd like to give working with international clients a whirl. By getting a little taste of his dream in his current position, David is more likely to feel fulfilled than if he keeps treading water - and less likely to get restless and head out to sea.

Treating each employee as an ocean of talent allows you to find troves of precious gems. What hidden treasures have you discovered in your employees? And what jewels of your own have you brought to the surface because a manager cared enough to look for them?

Money Talk in an Interview

The Money Question – it always comes up in interviews …

The money question always comes up in job interviews. If you are a candidate looking at a new position, you can safely assume the person on the other side of the desk will ask some form of the money question. Your answer may be the difference between moving forward and being eliminated.

In an interview, the employer has four basic questions in mind. However they dress them up, whatever creative spin they put on them, employers really want to know four things:

Who are you?
Why are you here?
What can you do for me?
How much will it cost?

That final question can make or break the situation. If you answer it wrong, you're done. The correct answer is non - numerical. A number, whether too high or too low, is ALWAYS wrong.

The employer will invariably ask something like, "How much money do you need to consider for this position?" Or else, "What will it take for you to come to work for our company?"

If you want to be considered for the position do NOT, under any circumstances, give a numerical answer. The correct answer is something on the order of, "I'm here to discuss the position and assess my fit with your organization. I want to make sure my talents are a good match for the duties you're outlining. You're probably thinking along the same lines. I am sure, if we get to that place, we can reach an accommodation."

Why answer that way? Because it's the truth.

The demand - interest barometer tells us that, for a candidate, as demands go up, interest goes down. And as interest goes up, demands go down. If you as a candidate articulate a number too early in the process, you're drawing a line in the sand and creating an impression that you're more about reward than effort, more about price than value.

A number which is either too high or too low is wrong for several reasons.

The interviewer will eliminate you from consideration if you articulate a number that's too high. Whether they can afford the amount you say or whether you're worth that amount is immaterial. If you as the candidate create the impression that you overvalue your skills (in other words say any number above the range they've calculated), they are concerned you will never "settle" for the amount they're offering. So they will remove you from the process.

Conversely, if you say a number that's too low, you might inadvertently wind up accepting compensation less than the amount the company budgeted because that's what you said. You reduced your ability to negotiate because you have too little information.

Over the years, in coaching people on successful interviewing techniques, the money question is the one where people stumble most often. Many times people will tell me, "I just wasn't prepared for the question ... the number just popped out of my mouth." Or else they will say, "I told her $X because I think I'm worth it."

Bottom line, it doesn't matter what YOU think you're worth. The magic number is always somewhere in the range between what they want to pay and what you think you should get. This has been my experience.

When the employer asks, "How much ... ? " the right answer is, "We'll know when we get there." If they ask again, insisting on an answer, defer diplomatically a second time. Something on the order of, "I appreciate you want a number. I'm a little uncomfortable making anything which could be perceived as a demand at this early stage. I'm interested in the position and would like to learn more."

And if they ask a third time, the correct answer is, "My year to date compensation is $Z."

But why give a number that way? Simple. It's a statement of fact, not an estimate of self-esteem. You compensation is verifiable. An employer can ask for and receive verification of income. You pay taxes. Your income is a public record. In the real world, your current or most recent employer valued you at an identified level. That's the number to share.

So ... don't get caught by the money question. Role play with a friend or practice in the mirror. Be prepared for this inevitable question. Your ability to answer the money question with an non-answer can get you the job or get you more money for the job you really want.

When Will You Retire?

As the global market volatility continues to cut into many superannuation balances, an increasing number of workers are planning to delay their retirement - whether they like it or not.

Across much of Canada, mandatory retirement has been given the pink slip.
On July 1, 2009, Nova Scotia became the latest province to enact legislation to amend its human rights code and end the practice. As of that date, workers in the province are no longer forced to quit when they turn 65. "Many want to continue working, as they still have a lot to contribute," says Graham Steele, who was at the time the acting minister responsible for the Human Rights Act.

That was certainly the thinking in other provinces — such as British Columbia, Newfoundland and Labrador, Saskatchewan, and Ontario — when they moved in the past few years to eliminate mandatory retirement.

As people remain in the workforce for longer - many out of necessity rather than want - HR managers will need to closely monitor changing employee attitudes and consider redefining some of their policies to fit.

It has been shown that those with the most education tend to enjoy their work and are reluctant to be turfed out. And many people want to keep working for a variety of other reasons, including because they enjoy the office camaraderie, sense of purpose or routine.

Sometimes it's a case of economic survival.

Statistics Canada says the numbers of retirement-aged Canadians in the workforce will continue to increase — in less than 10 years, one in five people in the workforce will be aged 55 to 64.

This shift in demographics is not new, but what's surprising is the extent of the delay in planned retirement, indicating that potentially, we could be in for an even more dramatic shift in the makeup of our labour force than first expected.

As older workers remain at organisations for longer, it will be important for employers to reconsider how they will retain the engagement of their older employees to ensure they are able to continue to propel their organiaation forward.

Some workers may feel forced to remain in their jobs when they'd rather not be there. Employers will have to consider how they can best approach this: If older workers feel compelled to continue working when they'd rather be doing something else, employers will need to work doubly hard to maintain their motivation and job satisfaction, both of which impact their productivity.

Organizations may have to be more creative and flexible in their workplace strategies to allow older workers to remain productive and engaged in their roles. They may need to consider adjusting some of their workplace practices to suit the increased flexibility older workers are looking for. This may extend beyond the more typical work-life balance policies to pay and leave practices, work-from-home arrangements, even to job and role redesign to get the greatest productivity from older workers.

Employers need to consider how best to assist older workers to stay focused on work. As an example, concern about money matters can be a great source of stress or distraction for employees, and the employer can be an important conduit to providing information to help alleviate these concerns and assist employees in preparing for their retirement. Providing access to financial education and advice could be of great value to older workers.

For those employees nearing retirement, the employer has an important role to play in helping to smooth the path to retirement. Their role can range from providing access to information or a professional adviser - who can help older workers recalibrate their financial plan or investment allocation to help them meet their financial goals and ensure they have the most appropriate strategy in place - through to working in partnership to find solutions such as phased retirement strategies that will benefit both employer and employee.

BC Hospitality Tradeshow Invitation

Invite For Associated Clients:

Sponsorship Opportunity and Complimentary Tickets

The BC Hospitality and Industry Exposition will be held November 23rd and 24th at the Vancouver Convention and Exhibition Centre. This is the largest hospitality event for BC, drawing thousands of industry leaders.

As an exhibitor, Target Professionals is offering sponsorship opportunities to our associated clients. With a donation, your company logo and name will be displayed prominently at our "Bean Toss" event. Successful participants will receive donated prizes, such as a complimentary hotel stay, dining certificates, event passes or other promotional items of your choice.

This is an ideal opportunity to promote your company's brand image.

Along with this request, I'd like to extend an invitation to the Tradeshow compliments of Target Professionals! Please respond by October 30th to receive your free tickets and provide a promotional prize.

See you there!

For more information contact me directly: Colleen, Target Professionals, 604.552.2377 or colleen[at]targetprofessionals[dot]com.

Fresh New Look At Banff

I forogt how beautiful the Banff area was. This clip makes me want to go back and visit....especially on moped!

Stressed Out? How it affects your Decisions

How Stress Genders Decision Making

Many people in the hospitality industry arestressed out these days - those looking for work and those holding down the fort with extra hats to wear - are beyond their normal stress levels over the past 6-8 months. I mentioned in a previous article that men in Canada are more affected than women with job loss recently and here's a tip about dealing with stress from male/female perspective.

While it's been documented for some time that men take more risks than women (and, thus, are more likely to die violently or have addictive behaviors), a recent study indicates that this gap widens even further when stress is introduced.

When stress indicators as measured by cortisol levels were higher in women, their decision making was less risky than than their control group. Men, on the other hand, made more risky decisions when stressed than their control group did.

To test decision making under stress, participants' hands were placed in ice water while they performed a gambling game involving blowing up a simulated balloon on a computer screen. Points were accumulated with each pump of the balloon, but each pump also increased the risk of the balloon popping, resulting in a loss of all points.

The lesson here? Try to be aware of your gendered inclinations when you feel stressed out, so that you make the most responsible (men!) or effective (ladies!) decision. Consider what you'd normally do, and come up with a plan of action rather than react unthinkingly.

The bottom line? Don't worry, be happy!

Call for Nominations

If you know someone in the hotel industry in Canada who is deserving of nomination for any of the awards below, please do so....even vote for yourself. For instance, if you know a student who stands out and would benefit from the bursary, or an outstanding supplier, say perhaps a recruiter for hotels(ahem!), then vote for them at www.hotelassociation.ca and click the “Awards” link on the main page!

Call for Entries
HAC Hall of Fame Awards of Excellence


The Hotel Association of Canada (HAC) is now accepting entries for the 2009 Hall of Fame Awards of Excellence. Now in its sixth year the Hall of Fame Awards program continues the association’s tradition of acknowledging the strong standards and values of those involved in and with the lodging industry.

Each year the Hall of Fame Awards attracts more and more entries from HAC members across the country. The Awards program proudly recognizes those individuals, companies or properties that have demonstrated significant accomplishments, exemplary leadership and tireless commitment to our industry in the following divisions:


New! Outstanding Supplier Award
Recognizing Allied Members of the Hotel Association of Canada that have made a significant contribution to the Canadian lodging industry and to their individual lodging customers. Candidate will have provided outstanding customer service and support.

Nominations are also open for the Stephen Phillips Passion For Hospitality Bursary
This bursary is dedicated to the memory of Stephen Phillips, former Vice-Chairman & CEO of AFM Hospitality Corporation Inc., who passed away from cancer in early 2007. The bursary will be awarded to the hospitality student who best represents the qualities that Stephen Phillips brought to the industry.

The Humanitarian Award
Given for individuals/programs that demonstrate to residents that the individual property is responsive to the local community.

The Human Resources Award
Given for programs/individuals that develop a climate conducive to new and/or repeat business, create goodwill among guests, provide special services, reverse negative public relations situations or effectively solve guest complaints.

The Energy & Environment Award
Recognizes lodging properties that have developed a culture towards integrating environmental management practices that improve everyday operations and the bottom line, while maintaining quality service and meeting guest expectations.

Winners will be honoured at an Awards Luncheon in February 2010 in conjunction with HAC’s Annual Conference at the Fairmont Royal York Hotel, Toronto, ON. To access the Hall of Fame Awards Call for Entries, and to view a list of past winners, visit www.hotelassociation.ca and click the “Awards” link on the main page. Deadline for submissions is November 23, 2009.

The Hotel Association of Canada is the national organization representing the lodging industry in Canada. Our membership encompasses the provincial and territorial hotel associations, the corporate hotel chains, independent hotels, motels and resorts and the many suppliers to the hotel industry. Our objective is to assist both our national and international members as they endeavour to enhance their competitiveness and achieve their bottom line.

Planning for the Upturn

When faced with a downturn in the economy, the obvious reaction is to cut costs and typically that involes a lot of firing. However, in studying the successes and failures of hundreds of companies as they navigate downturns, numerous reports suggest that this approach is a short term savings that doesn't justify the larger and long-term negative impact of cutting the employee numbers.

Most executives understand the potential damage of massive cuts to employee numbers and see the negative impact of the firm’s reputation and the goodwill of their employees. However, the oft used method to cut the wage bill is with lay-offs.

In a recent survey of HR directors conducted by Hewitt, 81 per cent of companies said they plan to further cut costs this year even though they have already made significant reductions. Furthermore, 28 per cent say they are planning to do so by “restructuring” and 25 per cent are considering lay-offs.

Meanwhile, a recent Towers Perrin study of 600 HR executives found that while cost pressures remain intense, cutting too deeply into an organisation’s muscle – its talent – could seriously hamstring a fast return to growth.

As economists and reports have stated, we have entered this downturn very quickly and may come out of it equally as quickly. The Hewitt study showed that 54 per cent of HR directors believe the US’s economic upturn will begin at the end of this year or in early 2010 and most believe their own company’s economic improvement will coincide with that upturn.

So it seems that the logical solution for companies under economic pressure is not to buckle under the pressure in the search for a quick fix, but rather be creative and innovative in looking for other cost-cutting strategies that will keep the company not only alive, but strong for the upturn.

There are many other options companies can take that will either cut costs, or counter the need to cut costs by increasing productivity and performance.

Below are five cost-cutting strategies proffered by various HR directors, academics and survey findings, which will help companies avoid the dreaded lay-offs.

Strategy 1

Purchasable annual leave

PricewaterhouseCoopers (PWC) have had their “equilibrium” program in place for the past four years. It was introduced as a flexible work arrangement whereby indi viduals could elect to work in a range of flexible ways. But, as the company felt the pressure of the downturn, they opted to offer additional purchasable annual leave for an extended period of seven months, until the end of January 2010.

The offer was made to 4500 employees and was communicated in a transparent way, so that each employee knew the reason for the offer – to avoid having to lay people off.

The results of the offer were significant. Ninety per cent of the 4500 employees accepted the offer to take between 10 and 15 days unpaid leave.

“It was an amazing response,” says HR director of PWC, Nicole Brazil. “It really said a lot to us about the fabric of our organisation and that people know we are all in this together.”

Exactly how much money the strategy saved the company – and in turn how many jobs it saved – is difficult to quantify, however, with more than 4000 employees taking an extra 10 to 15 days unpaid leave it’s easy to say it would have a huge impact on overall savings. This measure will be far more beneficial to the company than letting people go in preparation for when the economic pressure eases.

Strategy 2

Job sharing

At the outset it might not seem like a cost-cutting strategy, but, job sharing can actually work as a means of saving cash.

If two people are doing the one job, in one sense there are the same costs involved because a company still has to pay the same salary for a particular role to be performed. However, the savings in benefits normally paid to a full-time employee are significant, so in that sense there is a cost saving to be had.

Job sharing also leads to reduced absenteeism and increased productivity. Having two people doing the one job means they work out a schedule to do certain hours and they therefore have more time off work and tend to turn up for those scheduled hours, leading to decreased absenteeism.

Job sharing also tends to motivate people. Loyalty is up, productivity is up, but where the customer is concerned it can be less predictable. However, overall the advantages over-ride the disadvantages.

Strategy 3

Pay cuts and reduced hours

A recent Employee Insights Survey of 560 professionals showed that nationally, 70 per cent would prefer to stay at their current employer and work reduced hours than face alternative cost-cutting strategies.

One of the most successful strategies globally has been to cut both pay and hours. But the key to success when taking this strategy is to cut it across the board – by including every person in the organisation. The management must tell the employees what the situation is and explain the environment they are working in. They must explain that everybody is going to cut back in order to save jobs.

If pay cuts are not across all levels of the organisation, he says, it creates a level of cynicism and consternation among employees. People want to see that the situation is affect ing everybody – including senior executives – and that those strategies are a genuine and sincere attempt to save the company.

People need to buy in. If you have employees buying in and they see what you’re doing and why you’re doing it and it has a good level and degree of fairness, then people will work with you.

Strategy 4

Work with employees – not against them

In a lot of cases, cost-cutting measures are driven from the top down,. but sometimes it's better to go to employees themselves and ask them how they think they could save money or increase productivity.

The staff know their own jobs themselves and each of them knows where there is corporate slack, so if you can work on a system and involve the employees on eliminating slack – eliminating non-value-adding components of their work – it produces a lot of buy-in and goodwill.

The differentiator between companies in times like this is getting out there and growing the business and seeking opportunities to expand and grow when every one else is hunkering down.

A suprising statistic suggests that increasing performance by 1 per cent has a much greater impact than reducing employee costs by 10 per cent, so moving the focus to increasing performance under economic pressure is a better cost saving method.

The other big way in which HR can make a difference is through talent management.

HR can really make a difference by identifying who your best players are, who will bring you through this period and how you can help these employees, coach them, and position yourselves to ensure you keep them and mitigate the risks of them leaving.

Because of the speed with which we entered this down turn, and the possibility that we may exit from it just as rapidly, if a company doesn’t have the right people in place to respond when the upturn comes, it will be in danger. Therefore, there are a lot of dangers involved in cutting costs too much. If you’re just cutting costs and cutting costs … when the upturn comes you don’t have the people or the structure in place to respond.

Everybody turns to cost cuts as a good way to go, or taking out numbers as a good way to go – but it’s got a huge cost in terms of brand damage and reputation and that’s one of the hardest thing to get back.

Strategy 5

Avoid layoffs and utilize alternative measures first as a means to cut costs.

Lay-offs must be the very last resort. It has such a huge impact on the culture of a company and people don't forget.

It impacts staff motivation and although productivity may not be impacted short-term, in the long-term loyalty gets affected, work satisfaction gets affected, innovation gets very much affected.

You have all these negative aspects which sometimes are very difficult to quantify. You spend years and decades building a corporate culture and then a bump occurs in the economic cycle and managers jump straight to employee lay-offs.

While lay-off are not always wrong, companies must look for a solution that is creative, that will work in the short, medium and long-term and keep in mind that the economic downturn is only temporary and will pick up again.


[Source: Human Resource Leader, 25 June 2009]

Not a recession , but a HE-cession......

I came acorss this report on our current economic situation and found some suprising news for men.....

Although the recession is hitting Canadians hard across the country, a new CCPA report reveals that men are taking the biggest hit when it comes to loss of employment.

Canada's "He-cession": Men bearing the brunt of rising unemployment, by Income Inequality Project director Trish Hennessy and Senior Economist Armine Yalnizyan, shows that 71% of those who have lost their jobs in the recession so far are men.

The report notes that this recession differs from those of the 1980s and 90s, which ushered in the 'freedom 55' era of golden handshakes for older workers. By contrast there were actually 78,000 more workers aged 55 and over in June than there were at the beginning of the recession, a 3% increase since October.

"Most of the workers deprived of their jobs in this recession (63%) are between the ages of 25 and 55," Yalnizyan says. "Workers under 25, who make up 15% of the labour market, account for more than one third (37%) of job reductions since October."

The report also notes that Ontario accounts for two-thirds (66.4%) of all jobs eliminated to date in this recession, driving the province's unemployment rate to its highest in 15 years.

"The recession is affecting Canadians from all walks of life and all parts of the country, but it could easily be portrayed as an Ontario-cession, an age-cession, and, above all, a he-cession," says Yalnizyan.

To read more of this report, visit policyalternatives.ca

Recognition in a Dowturn

Rewarding and recognizing performance is especially important in a downturn.

The economic downturn has impacted on companies and their approach to reward and recognition in a variety of ways. Some companies have actually increased their spend and efforts to reward and recognize staff in a bid to boost performance, some have kept their investment in such programs steady, while others have rationalized their spend as part of cost-cutting programs across the entire organization.

Most companies have maintained their commitment to rewards and recognition, despite others cutting back. Still, companies realize that recognition, maybe less so reward, is an integral part of business. Despite economic conditions, companies still realize that they need to invest in their teams.

Recognition plays an important role in an economic down turn. There are people who have missed out on bonuses or who are missing out on pay rises as a result of a pay freezes, but one thing companies can do is to continue to recognize their people. The authenticity of how an acknowledgement is made is really, really important – much more so than an award that someone gets just because they’ve spent so many years with a company.

Improving discretionary performance is important in an economic downturn – a particularly good time to make a strategic investment in performance improvement. When employees perform better, the company performs better and while there has been some affect on non-sales generating areas, companies are still recognizing that the people generating income need to be motivated. Those sorts of programs haven’t been affected either on the incentive or rewards side.

Return on investment

Return on investment in reward and recognition programs is being scrutinized more closely in the downturn. Companies are looking more closely at the level of return, which also needs to be more tangible than it has been in the past. Most companies, now more than ever, have a clear understanding the reward and recognition program they have in place and what they want out of it. Companies don’t run them just because it’s good to look after employees.

The ROI on an incentive program is obvious: low fixed cost element and a high variable cost element, so that when people generate revenue, such programs pay for themselves because people are hitting their targets. It doesn’t really matter what the budget is, however, with a smaller budget you have to be more clever about how you put the elements of the program together.

Boosting discretionary effort is vital in tough times, and companies need to think about the “loyalty mirror. The more the workforce is engaged, the higher the customer loyalty, and this absolutely goes to profit and the bottom line. Gallup has given us the figures. Engaged employees deliver 27 per cent higher profit, 50 per cent higher sales and 50 per cent higher customer loyalty. So it’s just a commercial decision,” she says.


Human Resources’ role in reward and recognition

HR is in a prime position to help make the most of any reward and recognition programs. Now, more than ever, leadership teams want increased discretionary effort. And the only way to get that is if people feel engaged with the organization.

To get engagement you've got to go through the three basic steps. Firstly, do people have all the performance development tools hat people need - that's the HR role. Secondly, are people emotionally connected to the organization? And, thirdly, are they connected to the brand?

Te key role for HR is in championing an initiative to the executive team to help them understand how reward and recognition can contribute to a broader strategy. HR has to put it in the context of the business. Obviously there is a cost to such programs, and, if these come into question, HR's role is in helping the business understand the non-financial benefits.


Elements of successful reward and recognition

Reward behaviour as well as performance, because behaviours such as exhibiting company values or excelling in customer service contribute to outcomes.
Everyone should have access to the reward and recognition program - not just high achievers or sales professionals.
Increase frequency of rewards and recognition to reinforce positive performance and behaviour.

Secure strong executive support, so a company's leaders own and drive the program.

[Source: Human Resource Leader, 8 July 2009]

How To Write A Job Description

The primary purpose of a job description is to identify the essential functions of the position to potential candidates for hire. It is not the same as, nor should it be used for, a Job Advertisement. Essential functions are those tasks or functions of a particular position that are fundamental, as opposed to marginal.

Knowing the essential functions of the job will aid you in:
· attracting the appropriate pool of candidates
· writing relevant interview questions; and
· determining whether a person is qualified to perform the essential functions

WHAT ARE ESSENTIAL FUNCTIONS?

In identifying essential functions, be sure to consider (1) whether employees in the position actually are required to perform the function, and (2) whether removing that function would fundamentally change the job.

Several reasons why a function could be considered essential:
· the position exists to perform the function (e.g., if you hire someone to proofread documents, the ability to proofread accurately is an essential function, since this is the reason that the position exists);
· there are a limited number of other employees available to perform the function, or among whom the function can be distributed (e.g., it may be an essential function for a file clerk to answer the telephone if there are only three employees in a very busy office, and each employee has to perform many different tasks);
· a function is highly specialized, and the person in the position is hired for special expertise or ability to perform it (e.g., a company expanding its business with Japan is hiring a new salesperson, so requires someone not only with sales experience, but also with the ability to communicate fluently in the Japanese language).

To identify the essential functions of the job, first identify the purpose of the job, and the importance of actual job functions in achieving this purpose. In evaluating the "importance" of job functions, consider, among other things, the frequency with which a function is performed, the amount of time spent on the function, and the consequences if the function is not performed.

To determine whether or not a particular function is essential; use these guidelines:
· your own judgment as the hiring manager;
· the amount of time spent on the job performing that function; and
· the availability of others in the department to fill in for the person who performs that function.

In defining the essential functions of a job, it is also important to distinguish between methods and results. For example, is the essential function moving a fifty pound box from one part of the lab to another, or is it carrying the box? While essential functions need to be performed, they often do not need to be performed in one particular manner (unless doing otherwise would create an undue hardship).

WRITING THE JOB DESCRIPTION

So now it's time to write the job description. Have you carefully thought about what is REALLY needed? Is there tolerance for a new person's learning curve? There are certain important elements that are of great importance; include these in each job description.

In summary:
· List all the knowledge, skills, and abilities necessary to perform the job; divide them into requirements and preferences
· The requirements listed on the job description must support the essential functions, and serve as the primary criteria for selecting/rejecting candidates
· Don't lock yourself into strict requirements that may prevent you from considering qualified candidates. Consider substitutions (ex., 4 years of professional experience or a bachelor's degree)

Salary Negotiations

SALARY NEGOTIATIONS

Talking about money during the hiring process can feellike being in a contest on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation and come out of the interview feeling like you handled it professionally and have a better idea of what the position offers.


Before the Interview

For most hospitality management roles, the salary negotiation will take place at the last interview. That can be the 2nd or 5th interview, depending on the process with the hiring company. You can expect an offer on the spot at the end of the interview or sent to you in writing the next day should you be the chosen one. In any event, get your ducks in a row - know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture-- before you begin interviewing.

Use a salary calculator, ie www.payscale.com, or locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.

Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.

Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.

Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.

Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.

Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.

Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want.

Avoiding the "Overqualified" Label

Most hospitality candidates preparing for a job interview worry about whether they'll be able to come off as experienced, educated, and a personality "fit" enough to make a positive impression on hotel and restaurant corporate managers. But job seekers with substantial schooling or a lengthy work history often face the opposite problem.

Highly qualified candidates in the industry are sometimes forced to grapple with the stigma of being labeled “overqualified.” Often, hiring managers who encounter an applicant with a bounty of education or experience fear that they will be unable to meet the candidate’s salary requirements or other job expectations.

Having recruited in the industry for many years, I've come to understand people have various life/work factors where an "overqualified" candidate will apply for a less senior role with full awareness of a change in salary, work hours, work expectations, and work environment. These various factors, such as a new child in the home, relocation to a smaller community, downsizing to have more free time, are motivating factors that come to outweigh the step down.

According to human resources and staffing consultant Ken Gaffey, the phrase “overqualified” is often a code word that hiring managers use to express concern about a candidate’s fitness for the position. In order to get past the “overqualified” stigma and land your dream job, you have to be able to discern the true source of the hiring manager’s hesitation -- and then move in to neutralize it. These tips can help you move past the overqualified label and sail to success in your next interview:

1. Address the situation directly.
If there’s a special reason why you’re in the market for a lower-level position, it might help to discuss it upfront. For example, if you’re looking to establish yourself in a new field, or if you want to reduce your work schedule, let the hiring manager know.

2. Put your skill set front and center.
A great way to dodge the overqualified label is to take the focus off of your career path as a whole, and instead emphasize the skills and abilities you’ve picked up along the way. The functional résumé format – which job search gurus often recommend to recent grads and inexperienced jobseekers – may be the best option for highly qualified candidates, as well.

3. Signal your flexibility on salary.
One of the major reasons hiring managers shy away from highly experienced candidates is the perception that their salary expectations will be out of line with the position. If you recognize the difference in salary for the position you're applying, let the hiring manager know from the get-go how your expectations fit their range. Emphasize your unique value to the organization.

4. Make it clear that personality won’t be a problem.
The hiring manager may be worried that you won’t be able to work effectively alongside less-experienced peers. To allay these concerns, choose answers that will help you cast yourself as a humble team player who can get along well with people from all walks of life.

5. Let them know you’re in it for the long haul.
It’s often assumed that highly qualified candidates are just looking for a temporary job to tide them over until something better comes along. Leave no doubt that you intend to dedicate yourself long-term in your new role and that the company values speak to your professional goals and how you can help them achieve sucess.

Like many obstacles you’ll face in your job search, being “overqualified” is only a problem if you don’t take the opportunity to turn it around to your advantage! By carefully highlighting your skills and thinking strategically about ways to minimize the potential for problems, you’ll be able to turn this perceived liability into a strength.

For those "overqualified" candidates that have been on a long-term career path and now searching for a new position, you might want to hone your interview skills with our free Online Interview Prep Course. Email us to set up access at info@targetprofessionals.com.

The Spirit of Hospitality

You may not be particularly religious, but this article is a compelling perspective on the hospitality industry and very thought provoking. Although I've adapted and shortened this, it's still long, yet worth the effort....

"The Christian humanization of work: job satisfaction in the hospitality industry."
by James Spillane written in 2001 for Review of Business

The tourism sector is the largest industry in the world. Today it is estimated to provide about 255 million jobs and amounts to 10 percent of world employment. It has now grown into a modern, mature industry where workers are forming their professional identity. These "hospitality professionals" are primarily concerned with customer satisfaction.

Workers in the service sector find the fruits of their labor are frequently intangible. In some cases, their emotions are involved. One can easily broaden management guru Peter Drucker's concept of "the knowledge worker" to include "the emotion worker," who must deal with people on a more interpersonal level. In our modem, service-oriented society, there is a need for literature devoted to the special needs of this kind of worker, especially in the area of "spirituality of work"

By its very nature, hospitality work has a spiritual dimension. Of all industries, it is the most intensely interactive, with people serving people and providing comfort, sustenance, conviviality, transport, amusement, enlightenment, employment and much more. Given the complexity of human behavior, concerns about the work's spiritual dimension can be neither ignored nor hidden. For this reason, perhaps the most challenging of all hospitality industry problems today is not so much job satisfaction as a proper spirituality of work.

In short, the challenge is to help hospitality professionals find genuine meaningfulness in their work.

Spirituality of Work

Today people are less and less sure about what "work" really means. Their expectations of work, especially getting it and enjoying it, are now matters of both deep anxiety and mundane reality. There are several reasons for this. First, there are high unemployment rates in industrialized societies. For many people in modern society, work is no longer something that happens in a fixed place during a fixed unit of time, producing a fixed output and reward (5). Come points out how societies frequently define human beings in terms of the work they perform (7). The question "what do you do?" is a central one in many people's lives.

Religion teaches that work is its own reward, and that it will lead a person toward the virtuous life, if not salvation. Work is the natural course of action a human follows to find his or her role, niche, position, and the shape of his or her soul. Therefore, steady employment, a life in which one's lot continually improves, sits as the cornerstone of rational and calculable human action. It may well be the cornerstone of physical and mental health as well. How can it not shape the nature of spirituality?

It is in the work and working that a person's consciousness takes shape and life reveals its meaning. For it is in working that a person believes he or she has made sense of life's mystery and has found reasonable ways to avoid vexing metaphysical questions. For the content and structure of a person's consciousness, story and spirit remain his or her work, or lack of it.

Faith and the World of Work. Wright points out that many contemporary Christians experience some discomfort when they seek to relate their faith to the world of work, especially the work of wealth creation in industry, commerce and other services (27). The workplace is perceived as a Godless and even immoral part of their human condition. As a result, many people feel the need to find consistency between their work and the rest of their life.

Why should one be concerned with the relationship between faith, work, and the world of wealth creation and provision of services? First of all, work is where most people spend a great deal of their time. Second, the creation of wealth and provision of services are the processes whereby all people survive on this earth, since they serve to satisfy their needs and wants.

Finally, and most important, there is a unique Christian truth and revelation: the Incarnation. Christians believe that, in Jesus, God became human at a particular moment of time and lived on this same earth that we inhabit. Jesus was very much involved in the world of work of his day. Many of his stories came from everyday life and the workplace. The world of work and wealth creation is very clearly part of God's creation, and God took part in these very activities. Hence, there is a need to relate them to our Christian beliefs and to face up to any discomfort we perceive and feel in doing so.

The Nature of Spirituality

Spirituality has become a broad, inclusive term that is no longer confined to, or defined by, religion. It names a human reality difficult to define but whose patterns can be verified in quite different religions and movements. Spirituality now focuses on the human spirit of believers and non-believers in their lives as a whole; that is, on the physical and emotional, the intellectual and social, the political and cultural, and the secular and religious dimensions of their lives.
According to Thompson, a person's spirituality is individual and collective, and reflects how a person responds to God's initiative while facing the challenges of everyday life within his or her specific historical and cultural environment (25).

Faith, Love and Hope Replace Obedience. According to Regan, personal development of healthy human qualities occupies a more central position in one's personal outlook toward spirituality today (19). Accepting what is authentically human leads people to use their native talents, creative expressions and heightened personal initiatives. On the other hand, anything that dehumanizes a service provider or "receiver" in the hospitality industry is viewed as unChristian. This approach allows more emphasis on an individual's personal response of his or her religious and inner values, both human and Christian. Empowerment, decentralization, co-responsibility and subsidiarity become the new hallmarks of what was once viewed as religious "obedience."

With today's personal response-to-inner values approach, there's a greater emphasis placed on personal responsibility and individuality. In this approach to the spiritual life, a person is viewed as entering a profession or a community to develop oneself fully in the service of Christ and neighbor, to put one's full talents at the disposal of people, and to take part in and share responsibility for the Church and for the community itself. Rather than obedience, selfless charity becomes the primary Christian virtue. Life itself is seen as a response of love to God and in the neighbor in accordance with Jesus' teaching. This approach seems particularly appropriate for hospitality professionals, whose training now emphasizes their empowerment to make decisions by themselves.

It is not easy to affirm the dignity of work and the worker when the characteristic form of work in an industrial society is symbolized by the assembly line. Repetitively carrying out a mechanical task gives faint image of the worker as a sharer in God's creative activity. It was much easier to promote the Christian vision of labor in a pre-industrial society when the dominant form of work was a craft, with the worker involved in the entire production process. The same is true of work in the service sector, including the hospitality industry.

New work structures, therefore, pose challenges, but also offer opportunities. To be efficient, the new workplace requires employees to take pride in their work and each other, and promoting such feelings can provide multiple benefits for any manager. It fosters loyalty toward the firm and one's fellow workers. At the same time, the experience of building solidarity vindicates a traditional Christian understanding of the dignity of the human person. For Wright, the starting point for a Christian perspective on the world of work is Teilbard's divinization of human activity (27). The Incarnation substantially strengthens that perception, showing that the tension and paradox in the human condition are part of our working lives.

Work is an act of self-giving directed toward the good of others. Work consists primarily of cultivating and care, in bringing forth new life. Work should basically be a joyful activity, even though it often entails fatigue and pain. Don't forget, though, that rest and leisure are good, too, and are, in their own way, integral to the work process.

Spirituality of Work for Hospitality Professionals

There are many qualities of life rooted in the example of Jesus, with three basic qualities specifically reflecting Jesus' life of hospitable service to others: responsiveness, competence and respect.

Underlying Jesus' desire to serve those in need were sensitivity, adaptability and willingness that are today basic building blocks for an apostolic spirituality of hospitality. Sensitivity to the situation at hand is essential if a hospitality professional's response is to be effective. Adaptability to the situation as it changes is also essential if their response is to be appropriate. Willingness to be involved is essential if their response is to be consistent Ultimately, the driving force behind this responsiveness is compassion, which is not the same as pity. The true core of compassion is the urgency to act. Compassion never merely observes; it initiates and interacts. In Jesus' work, compassion is second only to love. On the other hand, when personal benefit becomes the primary goal of service in the hospitality industry, this compassion gives way to conceit.

Competence shapes the overall effectiveness of our response. However sensitive, adaptable and willing that response maybe, its lasting effect must reflect competence. Service industries require a level of competence quite different from that in agricultural or manufacturing work. The hospitality industry revolves around two separate realities: material variables and personal variables. Material variables differ among the various areas of the hospitality industry, but they generally include some common elements. First, there is a body of living knowledge, with new information replacing old on a regular basis. (I use the word "living" in the sense of growing and changing.) Second, there are natural or acquired skills that enable hospitality professionals to use their knowledge. Third, there are the willingness, capacity and commitment to acquire new and refined skills to match developments within the field of knowledge now called hospitality, leisure or tourism studies. Finally, there are resources necessary for hospitality professionals to use skills with knowledge. Personal variables for hospitality professionals include the personalities, preferences and predicaments of those they serve.

Respect is characterized by a hospitality professional's recognition of each person's uniqueness. It is their affirmation of the dignity of each person, a dignity based on their creation as God's image and likeness, as well as their efforts to listen, communicate and interact through ways and means consistent with that uniqueness and dignity. Work in the hospitality industry brings professionals to encounters and interactions with many people. Respect reminds them that, regardless of what they have to do in the work of hospitality, the value of a human being can never be compromised.

The driving force behind respect is love. Christian spirituality should acknowledge the goodness of all that is human. Emotions, sexuality, temperament, personality and the prayer life should all enter into the Christian response of the whole person. Development and fulfillment of these truly human aspects should be incorporated into any authentic approach to the Christian spirituality of work in the hospitality industry.

Job Satisfaction in the Hospitality Industries

The "rational" parts of any organization put a high value on efficiency. All jobs and tasks should be designed to achieve the organization's goals as efficiently as possible. Jobs are specialized along two dimensions: horizontally (restricting the range of different tasks) and vertically (restricting the range of control and decision-making over job activities). Job specialization is most obvious at the operating levels of organizations. However, highly specialized work can injure the well-being of workers and thus poses an important problem of justice for employers (for example, unskilled workers without freedom of choice). Such injustice can actually lead to decreased productivity.

On the other hand, there is a significant link between worker productivity and programs that improve the quality of the work life of workers by giving greater involvement in, and control over, a variety of work tasks. Velasquez [26] points out that there are two determinants of job satisfaction:

1. Experienced Meaningfulness. The individual must perceive his or her work as worthwhile or important by some system of values he or she accepts.

2. Knowledge of Results. The worker must be able to determine, on some regular basis, whether or not the outcomes of his or her work are satisfactory.

To influence these determinants, jobs must be expanded along five dimensions:

1. Skill Variety. The degree to which a job requires the worker to perform activities that challenge his or her skills and abilities.

2. Task Identity. The degree to which the job requires completing a whole and identifiable piece of work -- doing a job from beginning to end with a visible outcome.

3. Task Significance. The degree to which a job has a substantial and perceivable impact on the lives of other people, whether in the immediate organization or the world at large.

4. Autonomy. The degree to which the job gives the worker freedom, independence and discretion in scheduling work and determining how he or she will carry it out

5. Feedback. The degree to which a worker, in carrying out the work activities required by the job, gets information about the effectiveness of his or her efforts.

Traditionally, employees have relied on their supervisors for task guidance and good feelings--especially consideration and being treated like adults in order to perform their jobs both well and happily. Schneider and Bowen point out that when employees do not get this from their supervisors, they may turn to customers as "substitutes for leadership"

(20). Customers may be given a say in designing the organization that produces the goods and services. With services, it's often possible--and desirable--for customers to actually participate in production.

But the problem is that customers are not subject to the same kinds of fears, commitments and structures as employees, so they are very difficult to manage. To best capitalize on customer competencies, management must be able to:

1. Explicitly determine exactly what role/job they want their customer to perform.

2. Ensure that customers have what it takes to perform their jobs well through role clarity, ability and motivation.

3. Regularly appraise customer performance.

Service customers also often play the roles of directors, guides and even "order-givers" for employees. Customers play a dual leadership role by providing employees with guidance and providing them with positive feelings. There are two reasons. First, the employees' supervisors tend not to provide the guidance and good feelings they should. Second, customers of service firms feel they have a right to give orders. Employees like the positive feelings they receive from customers but do not like customers telling them what to do.

The lesson here is fairly simple but too often overlooked: Feedback is a critical part of job enrichment. Service firms need to think creatively about how to respond to these opposite reactions to customers' leadership behaviors. Customers can be trained to be a source of good feelings for employees and, at the same time, socialized to limit task direction over employees. Although management may have great "legitimate influence" over its employees, service work puts employees closer to their customers and, therefore, more involved with the kinds of rewards they receive and the distribution of those rewards. When a hospitality enterprise meets the various needs of employees through rewards--dispersed equitably and fairly--customers will experience superior service quality as well.

Combining Job Satisfaction with Spirituality for Hospitality Professionals

Mainardi has pointed out that hospitality professionals are dependent on contact with, and reception of, the public (14). Therefore, they presuppose some degree of availability toward the client, a considerable margin of initiative and a generally strong sense of personal responsibility. In fact, employees in the tourist transaction play an intermediary role between the industry's structure and its clientele. This role is particularly decisive in achieving the results desired by both sides. AM these situations are undoubtedly favorable to bearing witness to the spirit and practice of the Gospel before others.

The hospitality professional's conduct is not only circumscribed by the material manifestations of the tourist industry. It must also be determined by psychological and ethical factors aimed at completely satisfying the tourist's wishes. Tourists want to be treated differently--better--than they are normally treated in their daily routines (e.g., with tradesmen, fellow workers, etc.). Furthermore, there is substantial evidence that customers like to interact directly with people in the tourism trade, not machines. This is also unavoidable, since providing tourist services without human assistance remains inconceivable.

This contact with the hurried or solitary traveler enables tourist professionals to reveal their own personalities--both as expert and human being--responding to each client's unique wishes via their own mental attitude, manner, initiative and creativity. The human person is truly the central and fundamental point of the tourism industry, with the economic aspect clearly secondary.

Simon used the concept of satisficing behavior to accommodate the balancing act of achieving multiple objectives in human behavior (21). Normative economics fails to include some of the central problems of conflict and dynamics. Simon attacks the hypothesis that firms strive to maximize profits for three key reasons: (1) The theory leaves ambiguous whether it is short-run or long-run profit that is to be maximized; (2) The entrepreneur may obtain all kinds of "psychic income" from the firm apart from monetary rewards; and (3) the entrepreneur may simply want to earn a satisfactory return, not looking to maximize gains. Simon points out that "economic man" is a satisficing animal whose problem-solving is based on his or her search to meet certain aspiration levels, rather than a "maximizing animal" whose problem-solving involves finding the best alternatives in terms of specified criteria This is certainly true in the case of the hospitality professional who seeks job satisfaction rather than merely looking to maximize salary.

The true mark of hospitality professionalism is excellence on the technical level and fellowship toward the client on the moral level. Such a global commitment involves a wide range of material services and mental attitudes in welcoming, guiding and assisting the tourist It also opens up more far-reaching horizons to practice Christian witness in so many privileged circumstances--in the form of personal contacts, conversations, exchanges of view, good conduct, etc. Nevertheless, this world also brings a lot of "baggage" with it for most people in the tourist and similar industries. Such difficulties include stress, high anxiety, burn out, low social status, feeling like a "hired host," low pay, tensions between career and one's personal and family life, as well as high turnover and mobility.

In professional activity, a concrete and unmistakable sign of integrity is to observe professional ethics. In other words, professionals should conduct their business honestly--giving clients the right amount of service and goods proportionate to their requested price. Whether you're talking about a travel agency or a tour company, a hotel or a restaurant, personal service must focus on the needs of the beneficiary of hospitality--i.e., the client Specifically, the 10 dimensions of service quality are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer, and tangibles that include the physical evidence of the service.

Generally speaking, hospitality clients are not equipped with the controls and consumer protections many other customers enjoy when they purchase industrial products. With the exception of large-scale fraud, it is, in fact, very difficult for clients to contest the quality of tourist goods or services purchased. In the majority of cases, the tourist client is thus put in an inferior position. That's why it's all too easy for hospitality professionals to "swindle" and behave in unjust and dishonest ways. This is a recurrent risk faced even by the well-intentioned, and one that can only be dispelled if the will to bear witness is cultivated systematically in the depths of the individual conscience.

Regard toward the client's "person" can--and should--be demonstrated by imbuing him or her with a sense of psychological and physical well-being, and by being willing to serve. Customers should also benefit from: material protection of their person and possessions, the constant good functioning of the tourism facilities, professional correctness and an effort by service providers to achieve maximum standards of hygiene (in food and environment). Modern managerial conduct should also aim to overcome the "coldness" and lack of intimacy typical of bureaucratic organizations. What's more, the influence exerted by hospitality managers and their staff may play a significant role in "educating" clients in the use of tourism, whether aimed at recreation or any creative endeavor. In the words of Paul VI, we should strive to "humanize and spiritualize tourism."

I've Got Attitude!

We all know how tough the economy is currently, but it's toughest on skilled hospitality professionals that have been looking for work for an extended time. So now more than ever, your attitude is so important in an industry where it plays such a major factor any day.

How much does having the right attitude affect your career development, getting a job, or fitting in with the company culture? A positive attitude is the cause of a successful job search, not the result, esecially in this industry where quality of people interaction is paramount.

If you're looking for work, it's just common sense that the more negative you are about your own abilities, your job prospects, the companies you apply to work for, and life in general, the less likely you are to land a job. Employers want people who believe in themselves and their skills, who want to work, who want to work for them, and who generally have a positive attitude.

While maintaining a positive attitude is vital to a successful job search, the sluggish economy will make it discouraging. It may seem impossible to revive that positive energy level, but there are many things you can do to bring your rosy outlook back to life and keep it in good shape.

Number one is to feel good about yourself and yur skills and work achievements. This is the key to a positive attitude, and all the points that follow are ways of helping you feel good about yourself.

Speak positively about yourself and your abilities. You know the story about the little engine that could, right? What you believe about yourself is the foundation of all your future actions.

Take charge! Accept responsibility for your life and your job search. It is not up to your mother, father, girlfriend or boyfriend, or your aunt Zelda in Jasper to find you a job. Although your network can be a definite help, YOU are responsible for the success of your job search.

Don't focus on regrets or perceived mistakes. Instead of blaming yourself and constantly rehashing past mistakes, take the opportunity to learn from the past. Build on past experiences to improve yourself and your abilities. You should remind yourself that the current hospitality market is very much an employees one and many are putting the bottom line first and avoiding hiring until it's absolutely necessary - it's not personal and likely not a commentary about your skills.

Stop worrying about the future. While you don't want to live in the past, you also don't want to live in the future. Worrying is a habit, and you can change the habit if you really try. If you find yourself stuck in a negativity rut, shovel yourself out by focusing on your hopes and dreams rather than on your fears. Hiring managers have many ways of knowing when a candidate does not bring a positive attitude to the interview.

Flatter yourself. The job search is no time to be humble. Read every complimentary thing about yourself that you can find. Letters of praise, past awards, performance appraisals, or any other positive recognitions you have are good ways to remind yourself of your worth and talents. Paste these things on a wall or a bulletin board in your work area to boost your spirits whenever you feel a little down.

Start each day on a positive, upbeat note. The start of your day will set the tempo for everything that follows. Do something every morning that will put you in a good mood, whether that is taking a walk, listening to some upbeat music, doing a crossword, or just relaxing with a good cup of coffee.

Get physical! You've heard the saying, "healthy body, healthy mind." Keeping yourself healthy and in good physical shape will boost your energy level and make it easier to maintain a positive mental attitude.

Develop a plan each day of job hunting goals to accomplish. Sticking to your schedule as closely as possible will provide focus to your job search. Might I suggest talking to your friendly hosptiality recruiter to start?

Keep up appearances. While nobody expects you to wear a suit and tie every day on your job search, try not to dress too casually.

Get networking on-line and locally and join an association to keep up to date on developments and trends. It will help you develop your network and put you in contact with people that have interests similar to yours and to know others are in a similar situation. A positive attitude is contagious so surround yourself with supportive, positive people.

Finally, be sure to reward yourself for your job hunting efforts and do something enjoyable and relaxing that will take your mind off job hunting. Remember that nothing ever stays the same and the hospitality market in the West has had many ups and downs that we have come through successfully and your positive attitude will ensure just that.

Make That a Vegetarian Soup?

A Funny Chef Video to start our workweek.......

Loooking for Hospitality Work? ....Get Another Life!?

You know about the online, interactive game called Second Life? Can you get your head around the idea of people looking for work while playing Second Life? Seems like a contradiction to me. People playing Second Life want to get away from "real life" don't they? So, why on earth would they look for work while playing a game? Maybe I need to learn more about this game, but in the meantime, I thought I'd provide you with a look at an Austrailian recruitment company that's advertising in Second Life for hospitality jobs....

CORPORATE "SECOND LIFE" OFFICE








JOB HUNTER?








CORPORATE "SECOND LIFE" TEAM


SPA JOB AD








Crazy world out there. Who would have thought 5 years ago that recruitment for hospitality jobs would happen in a game?

Restaurants That Make You Green

When I say green restaurants, I'm not referring to ones that will make you sick. What I mean is eateries that are mindful of their environmental impact when conducting the business of feeding people.

I just found this fantastic site called, "Green Table" and if you care about taking cloth bags when you shop for groceries, or avoid buying bottled water(gesh), or even compost at home....then you'll want to visit the restaurants listed on Green Table.

Who doesn't need a good excuse to eat out like taking care of the environment? And if you run a restaurant and want to know how to go green and save green bucks along with it, they can help you do that.

Check out their website at greentable[dot]net. Here's a sneak peak from their website of what it's all about:

From food courts to fine dining, family-owned independents to brand name chains, it starts with the conscious desire of a growing number of chefs and restaurateurs for clear, measurable steps to effectively reduce their operations' impact on the environment.

In completing the Green Table process, a foodservice operator can demonstrate significant, measurable results from front to back, including:

- reduced waste and more recycling
- efficient energy use and water conservation
- fewer pollutants and more eco-friendly practices
- more products and services that benefit the local economy

In a few simple steps, every Green Table member operation annually(on average)can:

- reduce water use by 120,000L
- divert more than 5 tonnes of organic waste from landfill to compost
- conserve 3,000 kWh electricity and 100gj natural gas
- reduce its greenhouse gas impacts by 10 tonnes.

Count me in!

Can A Monkey Do Your Job?

For all the restaurant managers out there.....who needs foreign workers?

Self-regulation by Food Companies

I thought some of you foodies might be interested in excerpts of an article on food safety and self-regulation. It was written by Terry Pugh, published in the CCPA Monitor for April 2009...

"The listeriosis crisis that claimed the lives of at least 20 Caadians last summer and fall could have bee prevented, according to the President of the Agriculture Union, a component of the Public Service Alliance of Canada (PSAC).

Bob Kingston told the annual convention of the National Farmers' Union (NFU) that the deregulation of feed safety inspections jeopardizes the health of Canadians.

Kingston said that, prior to the listeriosis outbreak, a Canadian Food Inspection Agency (CFIA) employee was fired for letting his union see a confidential letter that was sent by the federal Treasury Board to the CFIA.

'This letter outline future Harper government plans to cut back on inspections in slaughter facilities' he said. 'They were proposing to shift fulltime meat inspection to just an oversight role.'

Kingston said the changes to the inspection system were brought in after much lobbying by the food industry to reduce government monitoring.

'When the HAACP quality management systems were introduced in meat processing plants, the large companies such as Maple Leaf argued that having these programs in place should mean less inspection, because they were now in a position to ensure compliance with health requirements on their own.

Kingston said the inspection system is 'overburdened' because inspectors have too much paperwork and too many facilities to cover to enable them to do effective inspections.

'In the old days, the inspectors would have slowed down a production line until the problem was fixed. They would have had a chat with the foreman and they would have corrected the problem before they even left the plant. But that doesn't happen any more. Instead of their conducting regular pre-operation or sanitation inspections, the plant employees now do these inspections themselves, with the CFIA inspectors reading about it when they get the time.'

Under the old system, Kingston added, processing plants were automatically required to report positive listeria finds to the inspector in charge, but under the new system that is no longer a requirement.

Some observers still believe there is nothing wrong with food companies regulating themselves, given that it is so obviously in a company's best interests not to make their customers giet sick or die. But Kingston said it is naive to think the profit motive alone will guarantee safe food.

'Any inspector who has been around for a while can tell many stories that disprve that theory,' he said. 'If the profit motive caused business people to act in their best long-term interests, we wouldn't have a worldwide banking crisis right now.

Economy of Lies?

Would you tell a big, fat lie to get a job? Have you been bold-faced lied to in an interview? This past few weeks I've had more than the usual number of people lying to me in an interivew. What gives?

I think most managers realize that there will always be candidates that tell white lies, exaggerate their experience or make up a degree in the interview process. It's an understandable failing in confidence. However, since our "economic downturn", I've seem to have had an unusual number of people tell big lies that have had big consequences. Is there a correlation between bigger lies and the economy?

I'm not sure what's the issue but it's a real issue to me. When I call a candidate, it's my intention to do whatever I can, with all my knowledge and resources, to help that person find a position that will satisfy them and make them want to get up in the morning happy to go to work. Not just to pay the bills, not just to put in time, but to be truly happy. Sometimes that means putting what I would like to see happen aside. I take a personal interest in seeing candidates succeed. So, when someone tells me a big whopper it really chaps my hide. Let me explain.

I spoke with a guy this past week that seemed straight up, knowledgable, and ernest in his desire to work with a good company. I put him forward to the client. He was asked if he applied for a position with this company previously to which he replied, "no". My client let me know they had spoken to him directly before just three months ago and another recruiter put him forward recently as well. To add to the issue, there was someone else similar and I thought my client was confusing the two candidates. Here's the rub. I told my client he was confusing them and please take a look again because, by now, the candidate had twice said he didn't apply previously. In the end, my client sent an email the candidate wrote to him. Busted.

Busted, but to his credit, this candidate actually apologized for his lie and the trouble it caused. In the end however, this lie caused the most trouble for the candidate and it will carry with him for future career searches. That's too bad because he really needs a job in these tough times. Tough times can lead to drastic measures but do the means justify the ends?

If he reads this blog, or someone else who's tempted to lie to get a job does, let me end by quotingBuddha who said,"the only real failure in life is not to be true to the best one knows".

Seriously Funny Japanese Drinks

If you've got a thirst for adventure, Japan is where you want to be.

Below is a list of soft drinks and beverages launched in Japan.....



Hot Calpis: the drink that makes you think - about NOT drinking it
Cue suave voiceover: "Next time you're out on the town with the one you love, treat her to a cup of Hot Calpis"... then trudge home alone after she pours it over your head. Yes, delicious Calpis - I can't even read it without grinning - is known as Calpico in other countries (for obvious reasons) and is one of Japan's most popular and enduring soft drinks .



Coolpis: Who wouldn't want to drink something with a name like Coolpis?
Ahh, refreshing Coolpis... THE soft drink to offer guests - before removing their blindfolds. Actually a Korean copy of the disturbingly named Calpis, Coolpis comes in Peach flavor and Kimchee flavor. Anyone for a Calpis vs. Coolpis taste test? We could call it a pis-ing contest.


Next,consider Water Salad... for what, we're not sure...

Water Salad is... well... salad-flavored water. You know, the stuff you get after centrifuging your rinsed romaine in the salad spinner. Funny, we pour it down the drain here; in Japan they can it and put it up for sale in a varied selection of flavors.



Diet Water: all the taste and none of the calories of regular water. Huh?

And now, from the "selling ice to the Eskimos" department, we bring you Diet Water: the soft drink for the soft headed. "None of that rich, fattening Perrier for me, I'm serious about shedding pounds!" Not to mention shedding money. "Diet Water of the rich and famous"? We're not sure what the appeal of Diet Water is... maybe it has negative calories.

Canned Coffee = Canned Laughter
Canned coffee has been a staple of those omnipresent Japanese drink vending machines since the 1964 Tokyo Olympics. Nothing wrong with the coffee itself, which is actually quite good. It's the wacky names (c/o engrish.com ) the manufacturers insist on giving it that elevates Japanese canned coffee.



BM Coffee - Nothing beats a good BM to start the day!



BJ Coffee - I stand corrected.



Deepresso Coffee - Is this the opposite of Espresso, or a coffee designed to bring down Type A personalities?

And that wraps up our list of bizarre Japanese Soft Drinks (from inventorspot[dot]com). Japan sure is a wonderful place.

Minibar: New Hospitality Trend Emerges With The Serve Yourself Bar

Minibar: New Hospitality Trend Emerges With The Serve Yourself Bar

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An Interview or CSI Investigation?

As a recruiter in hospitality for many years, I've been privy to the interview mindset of clients looking for new management and executive candidates. While various styles of interviewing come and go, has it ever seemed to you more like a criminal investigation?

If you said, "Yes!", there's good reason it seemed that way. In my experience, some intervieews approach the interview with the vigour of the most experienced CSI Investigator, as though they just picked you up off the street holding a smoking gun and pleading innocence.

The conductor of this type of interview has taken passion for their work to a new level and lost the primary intention of an interview: to tease the best from the candidate, not the worst. They take great efforts to ask the most obscure questions, give test questions that are not at all related to the position, and probe into your home or personal life. All with the aim to find information to use against you. Amazingly, when an interview becomes criminal it's often not because of anything the candidate has done, but because the interviewee has gone far beyond the probing behavioural question.

Too often an interviewer may wander in with a test in hand and ask you to complete it. It doesn't matter that you'll never be expected to know more than half the answers in relation to the job.

Let's not forget the computer savvy that crawl over the internet for clever and obscure questions that appear to test the candidates' ability to solve problems under pressure. Even working in the front line of the busiest restaurant where the pressure is intense, you'll not likely be in a life and death wine corking horror: it just doesn't happen.

Let's be honest, if a candidate is a proficient liar, the interview is not where you'll catch them out: you're just going to catch normal people making small mistakes. Just like you and I do. And you wouldn't want your career to hang on one small mistake, would you?

So, instead of trying to find ways to trip up candidates, let's remember the first rule of interviewing: show the candidate the same level of respect that you'd want to be shown. Be pleasant and courteous and make an effort to put the candidate at ease: that way you'll get far more out of the interview and you'll be able to make an informed decision when it comes to making the final choice.

Of course one must take into account the business culture and whether or not the person sitting across from you can fit in and you should be able to determine that during the course of a well conducted interview and this should also form an important part of the decision making process.

Remember that first impressions are important and go both ways: just as you'd be aghast if a candidate walked in wearing shorts and sneakers, think about the impression you're making on them. You are the front-line representative of your business. Observe the fundamentals and the interview process should be more rewarding and fruitful. After all, even the ccused criminal on CSI gets a phone call.

When You Don't Tip Housekeeping Staff....

Did you ever wonder what kinds of things happen when you're not in your hotel room? This short clip might give you an idea for those that don't tip the housekeeping staff....

Ready for the Interview?

When an "economic downturn" becomes a reality in the minds of candidates and clients in the hospitality industry, one thing becomes a primary issue: interview behaviour.

Apparently candidates that have good management backgrounds, are educated, and present themselves well can disconnect somewhere along the line in their interviews with clients. Not good when clients are in a position to be selective about who they hire.

In any event, candidates looking for work need to be mindful of their interview skills. When you prepare for a marathon, you must wear the proper gear, know your strengths and the track, study the prize, stretch your muscles, etc. Likewise, for an interview, be aware of your appearance in dress and personal grooming, your demeanor, resume presentation and references, knowledge of the prospective employer. As well, it's going to work in your favour to acknolwedge the current market situation and how it affects your current and future aspirations with the company you join.

If you take the time to prepare for an interview as you would for a marathon, for example, you'll avoid some of the tragic pitfalls I've encountered as a recruiter. For instance, one candidate showed up for a restaurant management position wearing a baseball cap, another man didn't shave for an interivew for an Area Manager position, while another rambled on with chatter due to nerves. They were all politely declined by my clients.

Perhaps in a booming economy, with a small pool of qualified candidates, these mishaps by candidates would be overlooked, but not now. Candidates now need to ensure their interview behaviour is top notch and they're fully prepared because you really can't afford even one disconnect along the way. As a recruiter, I can sometimes help candidates in putting their best foot forward, ie: a free interview prep program online to stretch those interview muscles. Candidates need to use all their resources to be a successful candidate in difficult economic times. Good luck!