Have you heard the phrase "86'ed" used in the restaurant, bar or hotel industry? If you've worked any time in North America, then you're likely to answer, "Yes". But, do you know why we use this to refer to an employee that's been terminated or a meal that's been cancelled? A chef has done some research in to the history of it's usage and found that it refers back many years ago to a bar in New York on, well, you guessed it, "86th Street".
Chumley's Bar had its back entrance on 86th street, and they would expel unruly drunks out there, hence the term "I 86ed that guy".
Chumley's Bar, located at 86 Bedford Street in New York, and according to Chef Helm in Seattle, it's the origin this famous and oft used phrase in the industry. "The building dates from the 1830s, and was originally a blacksmith's. Leland Chumley turned it into a speakeasy during Prohibition. To keep it discreet, there were no signs on the outside, only the address, 86, on the door. It was also a gathering place for leftists, literati, and labor organizers. Legend has it that when the police raided the place, the bartenders would get a call warning them it was coming. They would tell the patrons "86!" which would mean to exit through the front door, as the cops were coming in the back entrance".
Interesting and superfluous information for a nice interlude to our workdays! Now, back to the joys of service we love so much in the hospitality industry.
Wednesday, December 08, 2010
Monday, November 01, 2010
Happy at Work?
Amazingly, most of us will spend half of our waking lives at work. Are you happy?
Few people can combine earning a living with a genuine passion. Most people essentially trade half of their life in return for money to enjoy the other half.
Yet, we can find great meaning in our work without that job having to be cancer research or working for Greenpeace. We just need to find the meaning within the work we're doing or make that meaning clear.
Step 1. Find the purpose
Essentially, we all want to feel part of something bigger, so the first step is seeing that bigger picture or purpose in our work. For leaders, it can be as simple as focusing on the why, as much as the how, when communicating with teams. Of course, the purpose needs to feel inherently meaningful. Profits are a perfectly good goal but they make a lousy purpose.
For many teams, we think the customer experience can provide that bigger purpose. It's not world peace, but improving the customer experience is a lot more inherently meaningful than just increasing margins. A focus on customer experience is essentially about understanding customers and creating a positive experience for them. Making them feel good. Even if we're selling hot dogs, we can find some inherent meaning in improving the customer's experience during that sale.
We humans aren't such a bad bunch; for the most part we actually enjoy making other people happy, especially those drawn to working in hospitality. You know the little thrill we get when someone drops something in the street we can hand it back to them? It took no real effort on our part, of course, but we still enjoy having done a good thing. Almost all of us are hard-wired with a little empathy and generosity. We find some meaning in focusing on another person's experience.
Step 2. See the individual contribution
Next, once we have an effort worth being part of, we need to see the individual role we personally play in that overall effort. We empathetic, generous humans are also a more than a little egotistical. So although we want to be part of something bigger, we don't want to disappear completely within it. We're each only one small piece of the puzzle, but we'd like that piece to be noticed and valuable in some way.
Step 3. Encourage ideas
And finally, step three: we want our ideas to be heard. It's another of our human quirks: the desire to have our input considered and to feel that we have some impact on the way things are done. Ask me my opinion, listen to my suggestions and I'll feel much more ownership of our shared goals.
So, the good news is that we're never more than three steps away from making any role meaningful - whether it's answering the phone, making ads or selling insurance. Which is just as well, because we can't all save the whales.
Few people can combine earning a living with a genuine passion. Most people essentially trade half of their life in return for money to enjoy the other half.
Yet, we can find great meaning in our work without that job having to be cancer research or working for Greenpeace. We just need to find the meaning within the work we're doing or make that meaning clear.
Step 1. Find the purpose
Essentially, we all want to feel part of something bigger, so the first step is seeing that bigger picture or purpose in our work. For leaders, it can be as simple as focusing on the why, as much as the how, when communicating with teams. Of course, the purpose needs to feel inherently meaningful. Profits are a perfectly good goal but they make a lousy purpose.
For many teams, we think the customer experience can provide that bigger purpose. It's not world peace, but improving the customer experience is a lot more inherently meaningful than just increasing margins. A focus on customer experience is essentially about understanding customers and creating a positive experience for them. Making them feel good. Even if we're selling hot dogs, we can find some inherent meaning in improving the customer's experience during that sale.
We humans aren't such a bad bunch; for the most part we actually enjoy making other people happy, especially those drawn to working in hospitality. You know the little thrill we get when someone drops something in the street we can hand it back to them? It took no real effort on our part, of course, but we still enjoy having done a good thing. Almost all of us are hard-wired with a little empathy and generosity. We find some meaning in focusing on another person's experience.
Step 2. See the individual contribution
Next, once we have an effort worth being part of, we need to see the individual role we personally play in that overall effort. We empathetic, generous humans are also a more than a little egotistical. So although we want to be part of something bigger, we don't want to disappear completely within it. We're each only one small piece of the puzzle, but we'd like that piece to be noticed and valuable in some way.
Step 3. Encourage ideas
And finally, step three: we want our ideas to be heard. It's another of our human quirks: the desire to have our input considered and to feel that we have some impact on the way things are done. Ask me my opinion, listen to my suggestions and I'll feel much more ownership of our shared goals.
So, the good news is that we're never more than three steps away from making any role meaningful - whether it's answering the phone, making ads or selling insurance. Which is just as well, because we can't all save the whales.
Wednesday, October 27, 2010
Do You Make Staff Sick?
Absences from the office are about a lot more than illness, experts say, and there's plenty a manager can do to reduce downtime caused by 'sickies'.
Believe it or not, organizational research suggests staff in many workplaces together develop something of an unwritten agreement regarding how many sick days are acceptable each year. And, in many of those organizations, staff will ensure they take their quota, having legitimized their absence thanks to the behaviour of their manager. It all comes back to the manager.
A researcher at the forefront of absenteeism at work is Professor Gary Johns, an internationally respected Professor of Management at Concordia University in Montreal Canada. Two of the biggest causes of absence, he says, are feelings of unfairness in how staff are treated and social causation, or the imitation of the behaviour of others.
"There is no normal amount of absence," Johns says. "There are major differences across companies, countries and professions. But research shows staff tend to peg absenteeism behaviour on that of others around them. So when people join organizations, their attendance behaviour fluctuates for the first few months, but over time it gravitates towards the norm that has been established within their unit."
What causes absenteeism?
As illness-related explanations are generally the only reasons accepted for unplanned absences from work, other reasons can go unnoticed or unmeasured, says Dr. Stefani Yorges, Graduate Co-Ordinator Psychology at Pennsylvania's West Chester University in the US.
"There can be sensitive issues that prevent people from going to work, such as difficulties with partners, problems with children, or drug dependency," Yorges says. "Other factors may include psychological difficulties or perceptions that their work life is unfair in terms of return for input.
"There are also individuals who need to exert some control over their work environment, and without this, take time off. Others may feel their efforts are not recognized and that 'no one cares anyway'."
Johns estimates that around 30-50 per cent of sick days in a typical organization are not due to illness. One of the strongest root causes of absenteeism is perceived unfairness in the workplace, which is absolutely under the control of individual managers.
"Employees are very sensitive to fairness and absenteeism is one of the few ways they can affect the personal balance sheet quickly. There's a point at which this behaviour can be seen as legitimate. Managers have to be supersensitive to fairness," Johns suggests.
Reducing absenteeism
People respond to how they're treated and the solution to absenteeism begins with leadership and management. Managers must get to know their staff personally, not to a stage where they're becoming intrusive on the staff member's life, but they should know which hockey team they follow and how many kids they have. Leadership should be visible and this starts with the development of visible relationships.
Employees need to know what their place is in the company and how what they do impacts on where the company is going. They need to feel part of the company and know their opinion is valued. If there are good relationships and clear expectations and staff feel managers care about them then staff won't want the company to suffer.
Targeting three specific areas will likely bring significant change in absenteeism levels.
Improve the skills of current supervisors; recognize and reward employee contributions; and increase employee involvement in decision-making processes.
It's vital for managers to convey the importance of good attendance to employees, as well. Too often the matter will only become an issue when somebody is found to be seriously exploiting the system, but this does nothing to change habits of the mass of staff taking their regular amount of days.
If a manager conveys expectations that staff will come to work each day, and is honestly concerned when there are problems with absence, then chances are that absenteeism rates will decrease.
[Source: article by Chris Sheedy from Management Today, September 2010]
Believe it or not, organizational research suggests staff in many workplaces together develop something of an unwritten agreement regarding how many sick days are acceptable each year. And, in many of those organizations, staff will ensure they take their quota, having legitimized their absence thanks to the behaviour of their manager. It all comes back to the manager.
A researcher at the forefront of absenteeism at work is Professor Gary Johns, an internationally respected Professor of Management at Concordia University in Montreal Canada. Two of the biggest causes of absence, he says, are feelings of unfairness in how staff are treated and social causation, or the imitation of the behaviour of others.
"There is no normal amount of absence," Johns says. "There are major differences across companies, countries and professions. But research shows staff tend to peg absenteeism behaviour on that of others around them. So when people join organizations, their attendance behaviour fluctuates for the first few months, but over time it gravitates towards the norm that has been established within their unit."
What causes absenteeism?
As illness-related explanations are generally the only reasons accepted for unplanned absences from work, other reasons can go unnoticed or unmeasured, says Dr. Stefani Yorges, Graduate Co-Ordinator Psychology at Pennsylvania's West Chester University in the US.
"There can be sensitive issues that prevent people from going to work, such as difficulties with partners, problems with children, or drug dependency," Yorges says. "Other factors may include psychological difficulties or perceptions that their work life is unfair in terms of return for input.
"There are also individuals who need to exert some control over their work environment, and without this, take time off. Others may feel their efforts are not recognized and that 'no one cares anyway'."
Johns estimates that around 30-50 per cent of sick days in a typical organization are not due to illness. One of the strongest root causes of absenteeism is perceived unfairness in the workplace, which is absolutely under the control of individual managers.
"Employees are very sensitive to fairness and absenteeism is one of the few ways they can affect the personal balance sheet quickly. There's a point at which this behaviour can be seen as legitimate. Managers have to be supersensitive to fairness," Johns suggests.
Reducing absenteeism
People respond to how they're treated and the solution to absenteeism begins with leadership and management. Managers must get to know their staff personally, not to a stage where they're becoming intrusive on the staff member's life, but they should know which hockey team they follow and how many kids they have. Leadership should be visible and this starts with the development of visible relationships.
Employees need to know what their place is in the company and how what they do impacts on where the company is going. They need to feel part of the company and know their opinion is valued. If there are good relationships and clear expectations and staff feel managers care about them then staff won't want the company to suffer.
Targeting three specific areas will likely bring significant change in absenteeism levels.
Improve the skills of current supervisors; recognize and reward employee contributions; and increase employee involvement in decision-making processes.
It's vital for managers to convey the importance of good attendance to employees, as well. Too often the matter will only become an issue when somebody is found to be seriously exploiting the system, but this does nothing to change habits of the mass of staff taking their regular amount of days.
If a manager conveys expectations that staff will come to work each day, and is honestly concerned when there are problems with absence, then chances are that absenteeism rates will decrease.
[Source: article by Chris Sheedy from Management Today, September 2010]
Friday, October 22, 2010
Best of BC
For all you hospitality people in the Lower Mainland of BC, I came across this "best of" list on a paste site so I'm not sure of any accuracy in the surveys but found it interesting. Enjoy!
Readers' choices
Media, Arts & Culture
Lifestyle
Travel
Sports & Recreation
Food & Drink
City Life
Style
Mind, Body & Soul
These winners were selected by readers in an on-line survey conducted earlier this year. To view a winner's details, click on a question.
Food & Drink
Best restaurant wine list (international wines)
1. Blue Water Cafe + Raw Bar
2. Cioppino's and Cioppino's Enoteca
3. Salt Tasting Room
Best place for cheap drinks
1. The Cambie
2. Café Crêpe
3. Metropole
Best coffee shop (national chain)
1. Starbucks Coffee
2. Blenz Coffee
3. Tim Hortons
Best tea shop
1. The Secret Garden Tea Company
2. DAVIDsTEA
3. Granville Island Tea Co.
Best bakery (breads)
1. Terra Breads
2. COBS Bread
3. Uprising Breads Bakery
Best lesbian club event/bar
1. Lick
2. Hershe Bar
3. Celebrities Night Club
Best B.C. wine/winery (red wine)
1. Burrowing Owl Estate Winery
2. Mission Hill Family Estate
3. Quails' Gate
Best restaurant bathroom
1. Cactus Club Cafe
2. Joey Restaurants
3. Moxie's Classic Grill
Best coffee shop (local chain)
1. JJ Bean Coffee Roasters
2. Caffè Artigiano
3. Bean Around the World Coffees
Best restaurant to take out-of-town guests
1. The Sandbar
2. The Boathouse Restaurant
3. Seasons in the Park
3. The Salmon House
Best brew pub
1. Yaletown Brewing Company
2. Steamworks Brewing Company
3. Granville Island Brewing Taproom
Best restaurant/café with free Wi-Fi
1. Waves Coffee House
2. Starbucks Coffee
3. Blenz Coffee
Best sports bar
1. Shark Club
2. Forum Sports Bar
3. Red Card Sports Bar + Eatery
3. Score On Davie
Best B.C. wine/winery (white wine)
1. Burrowing Owl Estate Winery
2. Quails' Gate
2. Mission Hill Family Estate
3. JoieFarm Wines
Best romantic restaurant
1. Seasons in the Park
2. Bishop's
2. Chambar Restaurant
3. Il Giardino
Best locally brewed beer
1. Granville Island Brewing: Lions Winter Ale
2. Granville Island Brewing: Cypress Honey Lager
3. Granville Island Brewing: Island Lager
Best brunch
1. Medina Cafe
2. Milestones Grill + Bar
3. Sophie's Cosmic Cafe
Best gay bar
1. Celebrities Night Club
2. Odyssey Night Club
3. Lounge 1181
Best fair-trade coffee shop
1. JJ Bean Coffee Roasters
2. Salt Spring Coffee
3. Bean Around the World Coffees
Best bar
1. The Roxy
2. The Lamplighter Public House
3. The Cambie
Best produce store
1. Kin's Farm Market
2. Capers Whole Foods Market
3. Donald's Market
Best butcher
1. Windsor Quality Meats
2. Jackson's Meats & Deli
3. Granville Island Public Market
Best organic produce store
1. Capers Whole Foods Market
2. Choices Markets
3. Vancouver Farmers Markets
Best B.C. beer brewed outside Vancouver
1. Okanagan Springs
2. Phillips
3. Kokanee
Best Canadian beer brewed outside B.C.
1. Sleeman's
2. Alexander Keith's
3. Big Rock
3. Unibroue
Best strip club
1. Brandi's Exotic Nightclub
2. The Number 5 Orange
3. Penthouse Night Club
Best restaurant for meat
1. The Keg Steakhouse & Bar
2. Memphis Blues Barbeque House
3. Gotham Steakhouse & Cocktail Bar
Best late-night takeout
1. Fritz European Fry House
1. The Naam Restaurant
2. Tsui Hang Village
3. McDonald's
Best cheese store
1. Les amis du FROMAGE
2. La Grotta Del Formaggio
3. Granville Island Public Market
3. Mount Pleasant Cheese
Best restaurant for fine dining
1. Bishop's
2. West
3. Chambar Restaurant
Best veggie restaurant
1. The Naam Restaurant
2. The Foundation
3. Bandidas Taqueria
Best restaurant (independent)
1. Chambar Restaurant
2. Vij's
3. The Naam Restaurant
Best coffee shop (independent)
1. JJ Bean Coffee Roasters
2. 49th Parallel Coffee Roasters
3. Caffè Artigiano
Best restaurant for cheap eats
1. Hawker's Delight
2. Bon’s Off Broadway
3. The Foundation
Best restaurant wine list (B.C. wines)
1. Raincity Grill
2. Salt Tasting Room
3. Joe Fortes Seafood & Chop House
Best bubble tea shop
1. Dragon Ball Tea House
2. Bubble World
3. Pearl Castle
3. Pearl Fever
Best pickup bar (F seeking M)
1. The Roxy
2. The Lamplighter Public House
2. Republic
3. The Sandbar
Best place for cheap beer
1. The Cambie
2. Café Crêpe
3. Royal Canadian Legion
Best fresh seafood store
1. Granville Island Public Market
2. Seven Seas Fish Company
3. The Lobster Man
Best cooking school
1. The Dirty Apron Cooking School
2. Pacific Institute Of Culinary Arts
3. Vancouver Community College
Best patio
1. The Boathouse Restaurant
2. The Keg Steakhouse & Bar
3. Bridges Seafood Restaurant
Best new restaurant
1. Bao Bei Chinese Brasserie
2. Maenam
3. The Corner Suite Bistro de Luxe
Best local microbrewery
1. Granville Island Brewing
2. Storm Brewing
3. R&B Brewing Co.
Best restaurant to work for
1. Cactus Club Cafe
2. Earls
3. The Keg Steakhouse & Bar
Best all-day breakfast
1. Denny's
2. Bon’s Off Broadway
3. Sophie's Cosmic Cafe
Best wine store
1. Liberty Wine Merchants
2. B.C. Liquor Stores
3. Marquis Wine Cellars
Best imported beer
1. Stella Artois
2. Heineken
3. Guinness
3. Corona
Best kid-friendly restaurant
1. White Spot
2. Little Nest
3. Red Robin
Best pickup bar (M seeking F)
1. The Roxy
2. The Sandbar
3. Republic
Best gelato/ice cream shop
1. Mario’s Gelati
2. La Casa Gelato
3. Gelarmony
Best restaurant (chain)
1. Earls
2. Cactus Club Cafe
3. Milestone's Grill and Bar
Best grocery store
1. Capers Whole Foods Market
2. Choices Markets
3. Save-On-Foods
Best bakery (pastries)
1. Fratelli Authentic Italian Bakery
2. Thomas Haas Patisserie Chocolate Café
3. Terra Breads
3. Notte's Bon Ton Pastry & Confectionery
Readers' choices
Media, Arts & Culture
Lifestyle
Travel
Sports & Recreation
Food & Drink
City Life
Style
Mind, Body & Soul
These winners were selected by readers in an on-line survey conducted earlier this year. To view a winner's details, click on a question.
Food & Drink
Best restaurant wine list (international wines)
1. Blue Water Cafe + Raw Bar
2. Cioppino's and Cioppino's Enoteca
3. Salt Tasting Room
Best place for cheap drinks
1. The Cambie
2. Café Crêpe
3. Metropole
Best coffee shop (national chain)
1. Starbucks Coffee
2. Blenz Coffee
3. Tim Hortons
Best tea shop
1. The Secret Garden Tea Company
2. DAVIDsTEA
3. Granville Island Tea Co.
Best bakery (breads)
1. Terra Breads
2. COBS Bread
3. Uprising Breads Bakery
Best lesbian club event/bar
1. Lick
2. Hershe Bar
3. Celebrities Night Club
Best B.C. wine/winery (red wine)
1. Burrowing Owl Estate Winery
2. Mission Hill Family Estate
3. Quails' Gate
Best restaurant bathroom
1. Cactus Club Cafe
2. Joey Restaurants
3. Moxie's Classic Grill
Best coffee shop (local chain)
1. JJ Bean Coffee Roasters
2. Caffè Artigiano
3. Bean Around the World Coffees
Best restaurant to take out-of-town guests
1. The Sandbar
2. The Boathouse Restaurant
3. Seasons in the Park
3. The Salmon House
Best brew pub
1. Yaletown Brewing Company
2. Steamworks Brewing Company
3. Granville Island Brewing Taproom
Best restaurant/café with free Wi-Fi
1. Waves Coffee House
2. Starbucks Coffee
3. Blenz Coffee
Best sports bar
1. Shark Club
2. Forum Sports Bar
3. Red Card Sports Bar + Eatery
3. Score On Davie
Best B.C. wine/winery (white wine)
1. Burrowing Owl Estate Winery
2. Quails' Gate
2. Mission Hill Family Estate
3. JoieFarm Wines
Best romantic restaurant
1. Seasons in the Park
2. Bishop's
2. Chambar Restaurant
3. Il Giardino
Best locally brewed beer
1. Granville Island Brewing: Lions Winter Ale
2. Granville Island Brewing: Cypress Honey Lager
3. Granville Island Brewing: Island Lager
Best brunch
1. Medina Cafe
2. Milestones Grill + Bar
3. Sophie's Cosmic Cafe
Best gay bar
1. Celebrities Night Club
2. Odyssey Night Club
3. Lounge 1181
Best fair-trade coffee shop
1. JJ Bean Coffee Roasters
2. Salt Spring Coffee
3. Bean Around the World Coffees
Best bar
1. The Roxy
2. The Lamplighter Public House
3. The Cambie
Best produce store
1. Kin's Farm Market
2. Capers Whole Foods Market
3. Donald's Market
Best butcher
1. Windsor Quality Meats
2. Jackson's Meats & Deli
3. Granville Island Public Market
Best organic produce store
1. Capers Whole Foods Market
2. Choices Markets
3. Vancouver Farmers Markets
Best B.C. beer brewed outside Vancouver
1. Okanagan Springs
2. Phillips
3. Kokanee
Best Canadian beer brewed outside B.C.
1. Sleeman's
2. Alexander Keith's
3. Big Rock
3. Unibroue
Best strip club
1. Brandi's Exotic Nightclub
2. The Number 5 Orange
3. Penthouse Night Club
Best restaurant for meat
1. The Keg Steakhouse & Bar
2. Memphis Blues Barbeque House
3. Gotham Steakhouse & Cocktail Bar
Best late-night takeout
1. Fritz European Fry House
1. The Naam Restaurant
2. Tsui Hang Village
3. McDonald's
Best cheese store
1. Les amis du FROMAGE
2. La Grotta Del Formaggio
3. Granville Island Public Market
3. Mount Pleasant Cheese
Best restaurant for fine dining
1. Bishop's
2. West
3. Chambar Restaurant
Best veggie restaurant
1. The Naam Restaurant
2. The Foundation
3. Bandidas Taqueria
Best restaurant (independent)
1. Chambar Restaurant
2. Vij's
3. The Naam Restaurant
Best coffee shop (independent)
1. JJ Bean Coffee Roasters
2. 49th Parallel Coffee Roasters
3. Caffè Artigiano
Best restaurant for cheap eats
1. Hawker's Delight
2. Bon’s Off Broadway
3. The Foundation
Best restaurant wine list (B.C. wines)
1. Raincity Grill
2. Salt Tasting Room
3. Joe Fortes Seafood & Chop House
Best bubble tea shop
1. Dragon Ball Tea House
2. Bubble World
3. Pearl Castle
3. Pearl Fever
Best pickup bar (F seeking M)
1. The Roxy
2. The Lamplighter Public House
2. Republic
3. The Sandbar
Best place for cheap beer
1. The Cambie
2. Café Crêpe
3. Royal Canadian Legion
Best fresh seafood store
1. Granville Island Public Market
2. Seven Seas Fish Company
3. The Lobster Man
Best cooking school
1. The Dirty Apron Cooking School
2. Pacific Institute Of Culinary Arts
3. Vancouver Community College
Best patio
1. The Boathouse Restaurant
2. The Keg Steakhouse & Bar
3. Bridges Seafood Restaurant
Best new restaurant
1. Bao Bei Chinese Brasserie
2. Maenam
3. The Corner Suite Bistro de Luxe
Best local microbrewery
1. Granville Island Brewing
2. Storm Brewing
3. R&B Brewing Co.
Best restaurant to work for
1. Cactus Club Cafe
2. Earls
3. The Keg Steakhouse & Bar
Best all-day breakfast
1. Denny's
2. Bon’s Off Broadway
3. Sophie's Cosmic Cafe
Best wine store
1. Liberty Wine Merchants
2. B.C. Liquor Stores
3. Marquis Wine Cellars
Best imported beer
1. Stella Artois
2. Heineken
3. Guinness
3. Corona
Best kid-friendly restaurant
1. White Spot
2. Little Nest
3. Red Robin
Best pickup bar (M seeking F)
1. The Roxy
2. The Sandbar
3. Republic
Best gelato/ice cream shop
1. Mario’s Gelati
2. La Casa Gelato
3. Gelarmony
Best restaurant (chain)
1. Earls
2. Cactus Club Cafe
3. Milestone's Grill and Bar
Best grocery store
1. Capers Whole Foods Market
2. Choices Markets
3. Save-On-Foods
Best bakery (pastries)
1. Fratelli Authentic Italian Bakery
2. Thomas Haas Patisserie Chocolate Café
3. Terra Breads
3. Notte's Bon Ton Pastry & Confectionery
Tuesday, October 19, 2010
A Depressed Economy Stimulates Fear and Greed
The economy. I've talked to many people about the economy over the past two years and its impact on the hospitality industry in Western Canada. When we have a downturn in the economy and continued instability, there are two emotions driving our actions and that of business in the hotel, restaurant, and tourism industry; greed and fear.
Whether you're an unemployed bellman or a over-worked restaurant Area Manager, fear and greed are constantly directing your work (or lack thereof),directly or indirectly.
Take restaurants for instance - they have been slowly seeing an initial market recovery in their bottom line. In most cases, their recovery has been spurred by lay-offs and wage and benefits cuts. Although many are in a financial position to hire needed employees, greed and and fear prevent them from hiring some new employees. Saving money is great in an unstable economy and the fear that they may have to lay people off again is just too painful.
As Joni Thomas Doolin, CEO of People Report, has pointed out, "we are essentially terrified of making hiring mistakes, because the consequences have been so raw and visible. So we procrastinate".
While hiring managers are procrastinating, the skilled and unemployed hospitality workers are also terrified - terrified to be facing a pending cut in unemployment insurance and long-term career holds. Recruiters, myself included, will tell you that a fear and greed mentality has doubled and tripled hiring cycle times of what they have been in the not too distant past - and the job markets feel like wading through molasses.
According to Joni Thomas Doolin, "any hiring manager worth their salt is going to make more mistakes in the years ahead - the trick is the overall batting average - not perfect seasons from now on. More truth, this is a very fragile economy, with stops and starts, and progress and reversals, and it doesn't show any sign of changing soon. So it is possible that we will work in companies where there will be more restructuring, reorganization and yes- job loss."
We're in the midst of a massive change in the workplace while trying to recruit the right workers, in the right place, at the right time. But the perfect time doesn't exist in such a volatile economy. "As we all know in the interim, our existing workers are fried, doing more with less, less engaged and have their eyes on the door. No one needs another survey to get that" says Joni Thomas Doolin.
Accelerating the job market recovery will have to start the same place that market recoveries start - in our heads. Companies, employees and potential employees have to work through the fear and greed that dominates the current economy and affects our ability to be hospitable hospitality leaders. It doesn't have to be grandiose - or foolish - just a willingness to recognize that the road back to prosperity includes making targeted investments in talent.
Whether you're an unemployed bellman or a over-worked restaurant Area Manager, fear and greed are constantly directing your work (or lack thereof),directly or indirectly.
Take restaurants for instance - they have been slowly seeing an initial market recovery in their bottom line. In most cases, their recovery has been spurred by lay-offs and wage and benefits cuts. Although many are in a financial position to hire needed employees, greed and and fear prevent them from hiring some new employees. Saving money is great in an unstable economy and the fear that they may have to lay people off again is just too painful.
As Joni Thomas Doolin, CEO of People Report, has pointed out, "we are essentially terrified of making hiring mistakes, because the consequences have been so raw and visible. So we procrastinate".
While hiring managers are procrastinating, the skilled and unemployed hospitality workers are also terrified - terrified to be facing a pending cut in unemployment insurance and long-term career holds. Recruiters, myself included, will tell you that a fear and greed mentality has doubled and tripled hiring cycle times of what they have been in the not too distant past - and the job markets feel like wading through molasses.
According to Joni Thomas Doolin, "any hiring manager worth their salt is going to make more mistakes in the years ahead - the trick is the overall batting average - not perfect seasons from now on. More truth, this is a very fragile economy, with stops and starts, and progress and reversals, and it doesn't show any sign of changing soon. So it is possible that we will work in companies where there will be more restructuring, reorganization and yes- job loss."
We're in the midst of a massive change in the workplace while trying to recruit the right workers, in the right place, at the right time. But the perfect time doesn't exist in such a volatile economy. "As we all know in the interim, our existing workers are fried, doing more with less, less engaged and have their eyes on the door. No one needs another survey to get that" says Joni Thomas Doolin.
Accelerating the job market recovery will have to start the same place that market recoveries start - in our heads. Companies, employees and potential employees have to work through the fear and greed that dominates the current economy and affects our ability to be hospitable hospitality leaders. It doesn't have to be grandiose - or foolish - just a willingness to recognize that the road back to prosperity includes making targeted investments in talent.
Monday, August 16, 2010
Are You Your Best?
Have you heard of Chris Widener? He's a leadership coach and author and I wanted to share with you some of what he's written about being your best....
"Some time ago, I spoke to a group of salespeople in Kansas City as they kicked off their new team. It was exciting to see them get excited about making a difference through their work.
The Best Are Optimists. - You can't get to the top if you don't think that there is a top or if you think you can't make it. One characteristic of those who reach the peak is that they always believe that things can get better or be done better. This pushes them on to be their best.
The Best Have Vision. - They can see ahead of the pack. Their eyes aren’t locked into the here and now. They see the bright future and what things will look like when they reach their destiny. While working hard for today, they live for the future! They do what Stephen Covey calls begin with the end in mind.
The Best Relentlessly Pursue Excellence. - The status quo is not for them. They want to be the best and experience the best. And that means giving their best. They go the extra mile so that in everything they do, in everything they say and think, they are striving for excellence.
The Best Have a Lifelong Habit of Personal Growth. - They don't want to stay at the level they are at. They want to grow in their work, their intellect, their spirituality, their relationships, and in every area of their life. And they discipline themselves to put themselves in situations wherein they grow. Personal growth doesn't just happen. You choose to grow. I always suggest what Zig Ziglar does and that is to enroll in Automobile University. Whenever you are driving around, listen to a personal or professional growth CD or MP3. Over the long run you will grow. Also, read more. The old saying is true: Leaders are readers. So are those who pass the Best Test.
The best Understand That They Will Be Pushed by the Competition and They Welcome It. - Like the lead runner in the race who has someone on his heels, the best know that the competition is right behind them. They love it, though, because they know that the competition keeps them from becoming lazy and resting on their laurels. Instead, the competition pushes them to go faster and to achieve more to remain the best by forging ahead.
The Best Have a Quest for Leadership. - Someone has to lead it may as well be the best! Those who attain it get there because they want to. They want to lead and help make a difference. And they want to be equipped with the skills necessary to lead others on to a better place.
The Best Leave a Legacy. - They aren't in it just for themselves, though they will surely reap the rewards of being the best. Rather, they build things that last beyond themselves, things that can be enjoyed by others as well.
The Best Are Adept at the Two Most Important Pieces of Time and Personal Management: Prioritize and Execute. - Just like weight loss boils down to eating right and exercise, personal management boils down to prioritize and execute. First, prioritize your activities. The important stuff goes on the top. Then, execute: do them. The best have habits and discipline that get them to the top by doing the best things and doing them first.
The Best Focus on Building Relationships. - Success does not come alone. Everyone who achieves much does it with the help of countless others. How do the Best get others to help them? They treat them right. They embrace them and help them. People become the best because they help other people, and people like them.
The Best Make No Excuses. - When they fail, they admit it and move on. They get back up and do it right the next time. They let their actions speak louder than their words. They stand tall and do the right thing the next time. No excuses, just results.
The Best Understand That the Good Is the Enemy of the Best. - Yes, they could say, This is good. But that would mean they have settled for less than the best. Many people think that good is good. Good is not good. Good is the enemy because it keeps us from the best. Choose your side: the good or the best. The Best choose, you guessed it, the Best.
The Best Dare to Dream. - While others live the mundane and settle into a life they never bargained for, a rut, the Best dream of a better life. And then they take the risks necessary to achieve their dreams. They live by Teddy Roosevelt's quote: Far better it is to dare mighty things, to win glorious triumphs though checkered by failure, than to rank with those poor spirits who neither enjoy nor suffer much because they live in the grey twilight that knows neither victory nor defeat."
Want to be your best and the best at what you do? Take inventory on the above characteristics and then start moving to bring your life in line with the characteristics of the Best.
"Some time ago, I spoke to a group of salespeople in Kansas City as they kicked off their new team. It was exciting to see them get excited about making a difference through their work.
The Best Are Optimists. - You can't get to the top if you don't think that there is a top or if you think you can't make it. One characteristic of those who reach the peak is that they always believe that things can get better or be done better. This pushes them on to be their best.
The Best Have Vision. - They can see ahead of the pack. Their eyes aren’t locked into the here and now. They see the bright future and what things will look like when they reach their destiny. While working hard for today, they live for the future! They do what Stephen Covey calls begin with the end in mind.
The Best Relentlessly Pursue Excellence. - The status quo is not for them. They want to be the best and experience the best. And that means giving their best. They go the extra mile so that in everything they do, in everything they say and think, they are striving for excellence.
The Best Have a Lifelong Habit of Personal Growth. - They don't want to stay at the level they are at. They want to grow in their work, their intellect, their spirituality, their relationships, and in every area of their life. And they discipline themselves to put themselves in situations wherein they grow. Personal growth doesn't just happen. You choose to grow. I always suggest what Zig Ziglar does and that is to enroll in Automobile University. Whenever you are driving around, listen to a personal or professional growth CD or MP3. Over the long run you will grow. Also, read more. The old saying is true: Leaders are readers. So are those who pass the Best Test.
The best Understand That They Will Be Pushed by the Competition and They Welcome It. - Like the lead runner in the race who has someone on his heels, the best know that the competition is right behind them. They love it, though, because they know that the competition keeps them from becoming lazy and resting on their laurels. Instead, the competition pushes them to go faster and to achieve more to remain the best by forging ahead.
The Best Have a Quest for Leadership. - Someone has to lead it may as well be the best! Those who attain it get there because they want to. They want to lead and help make a difference. And they want to be equipped with the skills necessary to lead others on to a better place.
The Best Leave a Legacy. - They aren't in it just for themselves, though they will surely reap the rewards of being the best. Rather, they build things that last beyond themselves, things that can be enjoyed by others as well.
The Best Are Adept at the Two Most Important Pieces of Time and Personal Management: Prioritize and Execute. - Just like weight loss boils down to eating right and exercise, personal management boils down to prioritize and execute. First, prioritize your activities. The important stuff goes on the top. Then, execute: do them. The best have habits and discipline that get them to the top by doing the best things and doing them first.
The Best Focus on Building Relationships. - Success does not come alone. Everyone who achieves much does it with the help of countless others. How do the Best get others to help them? They treat them right. They embrace them and help them. People become the best because they help other people, and people like them.
The Best Make No Excuses. - When they fail, they admit it and move on. They get back up and do it right the next time. They let their actions speak louder than their words. They stand tall and do the right thing the next time. No excuses, just results.
The Best Understand That the Good Is the Enemy of the Best. - Yes, they could say, This is good. But that would mean they have settled for less than the best. Many people think that good is good. Good is not good. Good is the enemy because it keeps us from the best. Choose your side: the good or the best. The Best choose, you guessed it, the Best.
The Best Dare to Dream. - While others live the mundane and settle into a life they never bargained for, a rut, the Best dream of a better life. And then they take the risks necessary to achieve their dreams. They live by Teddy Roosevelt's quote: Far better it is to dare mighty things, to win glorious triumphs though checkered by failure, than to rank with those poor spirits who neither enjoy nor suffer much because they live in the grey twilight that knows neither victory nor defeat."
Want to be your best and the best at what you do? Take inventory on the above characteristics and then start moving to bring your life in line with the characteristics of the Best.
Tuesday, August 10, 2010
Brand You!
Brand You: What Makes You Special?
Companies spend millions of dollars a year trying to develop compelling employment brands by interviewing current employees, surveying external job-seekers, and validating the conclusions they draw from the data.
But even after all that, there's no guarantee that the brand statement will perfectly reflect what an organization offers potential employees.
If branding is that difficult for a company with money and resources, how in the world can you and I figure out what our own brand is, how we can present ourselves for a career move, to land that first management role, to move up the ladder?
Fortunately, it's easier than you might think. Let me use the perspective of a recruiter as an analogy.
This morning I went to my "Rolodex" of business contacts (really a stack of business cards held together with a rubber band!) and randomly chose two. As I pulled them out of the stack, I wrote down the first word that came to mind:
Incredible. This is a woman who supervised another department at a company where I used to work. She was so smart and innovative I volunteered to take on any project of her choosing just for the privilege of working with her. I still marvel at how much I learned from her.
Innovative. This is an IT consultant I worked with for several years who is always able to think of a clever solution to any problem, and consistently delivers it ahead of schedule.
Let's face it: no one probably deserves to be reduced to a single word, and each of these people undoubtedly exhibits behaviours contrary to the labels I've given them. Nonetheless, over time, this is the label they've earned in my mind. What label have you earned in the minds of those you meet, work with, strive to impress?
A popular phrase among the self-help profession is "We teach others how to treat us." Do you find your coworkers/boss claiming credit for your best work, yet find yourself saddled with blame for messes you were not even involved with?
Perhaps the problem is your brand. Just like a company, everyone has a brand, whether they like it or not. It's that one word that comes to mind for people when they think of you. The challenge is to learn what your brand is and then position yourself such that you emphasize your strengths and minimize your weaknesses.
Gather Data and Assess Your Current Situation
People, like companies, have both positive and negative qualities. As a first step in the branding process, most corporate initiatives start with an assessment of some sort. This is accomplished through the use of focus groups, surveys, or individual interviews.
Similarly, when you're attempting to learn about your personal brand, it's also a good idea to find out how your "customers" perceive you. You can certainly ask a trusted colleague to share their thoughts, but I recommend one of the widely available 360° assessment tools. In a pinch you can also use a free Web-based survey tool.
Regardless of how you do it, it's important to learn what you do well, what you don't do well, and what overall impression you leave.
Determine What Makes You Unique
I remember being assigned to a business group as its new recruiter. Every person I talked with had the same thing to say: "I'm sure you're a good recruiter, but, alas, no one will ever be as good as jane was."
Jane was this group's recruiter several years before, and despite having worked with several competent recruiters since, the entire team was unable to get beyond the fact that their beloved Jane was now gone.
It would have been easy to start acting like Jane to try and get that client group to like me, and that's in fact what they really wanted. However, as I probed a bit, I learned that her style was very different from mine.
Also, she always asked the hiring managers what they thought about a particular candidate first, and would respond the same way each time: "Isn't that amazing, that's just what I thought!" No wonder everyone liked her! I realized quickly that such a style just wasn't me.
My style is more analytical: "You have expertise and I have expertise. You define success this way, and I define it that way. You want this outcome, and I want that outcome. Let's design a process up front that will get us both what we want, and allow us to measure how we're doing along the way."
Did they like me as much as Jane? I don't know, but we did hire some very successful people into the company.
Advertise and Embrace Your Idiosyncratic Differences
The best recruiters I know tend to unabashedly let people know what makes them unique in the way they approach their job. Adopting a professional style that's not "on brand" for you can make you look insincere, unconfident, and unprofessional.
To hiring managers looking for an opportunity to challenge the "current recruiting model" for their own political gains, such a flicker of weakness is like blood in the water. I've seen it result in phone calls to supervisors, power plays by HR generalists, and frustration on the part of recruiters who begin to question their own abilities.
There are many different recruiter styles, and they all can be effective. For example, we all know the recruiters who are loud, brash, and direct a never-ending stream of resumes at their customers. Some of the resumes are worthless, but they just laugh that off and send over even more. Their customers adore them, and over time they start to focus that barrage of resumes and zero in on the correct skill set.
We also know the more cerebral type of recruiter, the one who thoughtfully goes back to their workspace for several days, triumphantly emerging with a single, perfect resume in hand. Can you articulate your own recruiting style?
Communicate and Reinforce Your Brand
Once you understand how your customers perceive you, and develop a style that plays to your strengths, let people know what to expect when they work with you:
•"You'll be hearing from me by phone several times a day. I like to keep you informed as we work together."
•"Let's set up a face-to-face conversation each week to review the resumes I've sent you, and agree on next steps."
•"I'm only going to send you the resumes that meet your exact specifications; otherwise, we'll just waste time. I need you to be very specific about what a candidate must have and must not have."
Take time to point out the things that make your style unique as you develop working relationships in the industry. You'll be able to feel more confident and instill this in your teams. A win-win situation!
Companies spend millions of dollars a year trying to develop compelling employment brands by interviewing current employees, surveying external job-seekers, and validating the conclusions they draw from the data.
But even after all that, there's no guarantee that the brand statement will perfectly reflect what an organization offers potential employees.
If branding is that difficult for a company with money and resources, how in the world can you and I figure out what our own brand is, how we can present ourselves for a career move, to land that first management role, to move up the ladder?
Fortunately, it's easier than you might think. Let me use the perspective of a recruiter as an analogy.
This morning I went to my "Rolodex" of business contacts (really a stack of business cards held together with a rubber band!) and randomly chose two. As I pulled them out of the stack, I wrote down the first word that came to mind:
Incredible. This is a woman who supervised another department at a company where I used to work. She was so smart and innovative I volunteered to take on any project of her choosing just for the privilege of working with her. I still marvel at how much I learned from her.
Innovative. This is an IT consultant I worked with for several years who is always able to think of a clever solution to any problem, and consistently delivers it ahead of schedule.
Let's face it: no one probably deserves to be reduced to a single word, and each of these people undoubtedly exhibits behaviours contrary to the labels I've given them. Nonetheless, over time, this is the label they've earned in my mind. What label have you earned in the minds of those you meet, work with, strive to impress?
A popular phrase among the self-help profession is "We teach others how to treat us." Do you find your coworkers/boss claiming credit for your best work, yet find yourself saddled with blame for messes you were not even involved with?
Perhaps the problem is your brand. Just like a company, everyone has a brand, whether they like it or not. It's that one word that comes to mind for people when they think of you. The challenge is to learn what your brand is and then position yourself such that you emphasize your strengths and minimize your weaknesses.
Gather Data and Assess Your Current Situation
People, like companies, have both positive and negative qualities. As a first step in the branding process, most corporate initiatives start with an assessment of some sort. This is accomplished through the use of focus groups, surveys, or individual interviews.
Similarly, when you're attempting to learn about your personal brand, it's also a good idea to find out how your "customers" perceive you. You can certainly ask a trusted colleague to share their thoughts, but I recommend one of the widely available 360° assessment tools. In a pinch you can also use a free Web-based survey tool.
Regardless of how you do it, it's important to learn what you do well, what you don't do well, and what overall impression you leave.
Determine What Makes You Unique
I remember being assigned to a business group as its new recruiter. Every person I talked with had the same thing to say: "I'm sure you're a good recruiter, but, alas, no one will ever be as good as jane was."
Jane was this group's recruiter several years before, and despite having worked with several competent recruiters since, the entire team was unable to get beyond the fact that their beloved Jane was now gone.
It would have been easy to start acting like Jane to try and get that client group to like me, and that's in fact what they really wanted. However, as I probed a bit, I learned that her style was very different from mine.
Also, she always asked the hiring managers what they thought about a particular candidate first, and would respond the same way each time: "Isn't that amazing, that's just what I thought!" No wonder everyone liked her! I realized quickly that such a style just wasn't me.
My style is more analytical: "You have expertise and I have expertise. You define success this way, and I define it that way. You want this outcome, and I want that outcome. Let's design a process up front that will get us both what we want, and allow us to measure how we're doing along the way."
Did they like me as much as Jane? I don't know, but we did hire some very successful people into the company.
Advertise and Embrace Your Idiosyncratic Differences
The best recruiters I know tend to unabashedly let people know what makes them unique in the way they approach their job. Adopting a professional style that's not "on brand" for you can make you look insincere, unconfident, and unprofessional.
To hiring managers looking for an opportunity to challenge the "current recruiting model" for their own political gains, such a flicker of weakness is like blood in the water. I've seen it result in phone calls to supervisors, power plays by HR generalists, and frustration on the part of recruiters who begin to question their own abilities.
There are many different recruiter styles, and they all can be effective. For example, we all know the recruiters who are loud, brash, and direct a never-ending stream of resumes at their customers. Some of the resumes are worthless, but they just laugh that off and send over even more. Their customers adore them, and over time they start to focus that barrage of resumes and zero in on the correct skill set.
We also know the more cerebral type of recruiter, the one who thoughtfully goes back to their workspace for several days, triumphantly emerging with a single, perfect resume in hand. Can you articulate your own recruiting style?
Communicate and Reinforce Your Brand
Once you understand how your customers perceive you, and develop a style that plays to your strengths, let people know what to expect when they work with you:
•"You'll be hearing from me by phone several times a day. I like to keep you informed as we work together."
•"Let's set up a face-to-face conversation each week to review the resumes I've sent you, and agree on next steps."
•"I'm only going to send you the resumes that meet your exact specifications; otherwise, we'll just waste time. I need you to be very specific about what a candidate must have and must not have."
Take time to point out the things that make your style unique as you develop working relationships in the industry. You'll be able to feel more confident and instill this in your teams. A win-win situation!
Wednesday, July 21, 2010
Hospitality Hiring Trends
I came across an interesting article yesterday touching on employment trends in foodservice, from fastcasual.com. They've quoted senior executives in the industry as seeing improved revenue and profitability in this year and next but that job seekers will only see gradual improvements in opportunities into 2011.
Many see a full recovery over the next couple years and suggest new product innovations and merchanising schemes to be the driving factors. They also found that increasing their outsourcing of technical and business procedures - yeah, recruiters! - will spur along the recovery.
Some are suprised that outsourcing recruitment will accelerate the recovery, but to a long-term recruiter in the hospitality industry, it seems quite obvious. A recruiter can take on much of the HR function for a client company, and a good recruiter will lighten the finanaical investment for executives tapping into their established networks and resources. Let's face it, an executive has an important role that largely does not include recruitment or the time to develop the resources a good recruiter will have secured.
The overall outlook, according to the majority of executive respondents in the KPMG survey: revenue and profitability is better now than a year ago. That’s in marked contrast to KPMG's survey of the sector last summer, when less than one-third thought these business measures were better than the previous year.
For those who are looking for work or planning on making a move, "39 percent of respondents were more optimistic about employment in their sector over the next year, which is seven percentage points higher than last summer's survey."
The executives that noted an increase in planned hiring, a mere 23% of respondents, marking a tough market for prospective employees that will need to be well prepared for interviews and scrutinizing of their references and credentials, not to mention their social networking behaviour!
Many see a full recovery over the next couple years and suggest new product innovations and merchanising schemes to be the driving factors. They also found that increasing their outsourcing of technical and business procedures - yeah, recruiters! - will spur along the recovery.
Some are suprised that outsourcing recruitment will accelerate the recovery, but to a long-term recruiter in the hospitality industry, it seems quite obvious. A recruiter can take on much of the HR function for a client company, and a good recruiter will lighten the finanaical investment for executives tapping into their established networks and resources. Let's face it, an executive has an important role that largely does not include recruitment or the time to develop the resources a good recruiter will have secured.
The overall outlook, according to the majority of executive respondents in the KPMG survey: revenue and profitability is better now than a year ago. That’s in marked contrast to KPMG's survey of the sector last summer, when less than one-third thought these business measures were better than the previous year.
For those who are looking for work or planning on making a move, "39 percent of respondents were more optimistic about employment in their sector over the next year, which is seven percentage points higher than last summer's survey."
The executives that noted an increase in planned hiring, a mere 23% of respondents, marking a tough market for prospective employees that will need to be well prepared for interviews and scrutinizing of their references and credentials, not to mention their social networking behaviour!
Tuesday, July 13, 2010
Your Attitude and Your Energy
The hospitality industry is very much a people focussed career and requires much of your personal energy to service customers and care for staff that also do so on the front line each day. Your personal energy is an important component productivity. Most people cycle between positive and negative energy states during the work week. But the percentage of time spent in positive and negative moods varies significantly. Some people seem to be overwhelmingly negative, which makes to tough for them to work in hospitality! Others in similar circumstances can remain much more positive.
Therefore, to increasing the time spent in a positive state will improve your personal productivity. Here are a few suggestions to be mindful of that will not only support your working conditions and those around you but also your personal life:
1. Work first on your relationships.
A simple yet prime issue, relationships are both our best sources of happiness and our biggest sources of problems and frustrations. Developing good relationships and improving or ending the poor relationships in your life will increase your personal energy. An effective tactic to start improving your relationships is to develop better personal boundaries and standards and work on reducing tolerations.
2. Develop a routine to start every day in a positive mental state.
It is very helpful to start the day with a routine that creates positive energy. Many people find activities like an early morning walk, exercise, meditation, quiet time, etc., effective in getting their day off to a positive start. It is easier to stay positive, if you can start with a positive attitude.
3. Learn how to monitor your current mental state and changes to it.
This is a complex area, but if you can link negative mood changes to a source or cause, then you are frequently in a position to quickly change back. The important point here is once you are in a negative state, get the message or value from the situation, then take some action to return to a positive state.
4. Create an energizing physical environment.
Invest some time and money to make your personal surroundings pleasing and energizing to you. Some small items may make a big difference to how your personal space affects your moods. Poor lighting can lower your mental state, especially in the winter in rainy Vancouver! Some people report a big improvement in their mood just by cleaning up their bedroom and making the bed before leaving for work. Clutter is de-energizing to many people. A sink full of dirty dishes is de-energizing to some. A small water fountain can create a feeling of energy.
5. Carefully monitor your self-talk.
Negative self talk is a common source of low moods. When you are hearing negative self talk, be alert to the unrealistic, overly negative messages. Focus on getting any truthful message, then shifting out of overly self-defeating criticism. It is true that we are usually our own worst critic.
6. Deal with problems effectively.
Problems are a part of life. Few people enjoy problems. But, in many cases we can learn from them and it may help to ask yourself several questions, such as:
•What am I contributing to this problem?
•What Life Lesson have I been missing here?
•What is the worst that can happen and how can I improve on that?
•What am I doing right?
•What am I going to do differently?
7. Focus your energy on attracting more of what you want.
Time and energy spent dwelling on problems is frequently better spent pursuing desirable goals. It helps to examine your own contribution to any difficulties and understand how you may need to change. Then be sure to ask others directly for what you want from them; don't fall into the trap of under communicating. In this way, you are always making course corrections and moving forward.
8 Be a positive energy source with others.
Negative energy seems to attract negative results. Keeping your own mood positive can encourage positive moods and suppress negative behaviour in others.
9 Avoid using negative energy as an energy source.
Many people have a shortage of positive energy in their lives and use negative energy as their energy source. They create busyness, use deadlines, crises, and problems to keep them going. In many cases, their motivation patterns shift entirely from seeking pleasure to avoiding pain. In most cases, serious burnout is the eventual result of becoming dependent on negative energy sources.
Therefore, to increasing the time spent in a positive state will improve your personal productivity. Here are a few suggestions to be mindful of that will not only support your working conditions and those around you but also your personal life:
1. Work first on your relationships.
A simple yet prime issue, relationships are both our best sources of happiness and our biggest sources of problems and frustrations. Developing good relationships and improving or ending the poor relationships in your life will increase your personal energy. An effective tactic to start improving your relationships is to develop better personal boundaries and standards and work on reducing tolerations.
2. Develop a routine to start every day in a positive mental state.
It is very helpful to start the day with a routine that creates positive energy. Many people find activities like an early morning walk, exercise, meditation, quiet time, etc., effective in getting their day off to a positive start. It is easier to stay positive, if you can start with a positive attitude.
3. Learn how to monitor your current mental state and changes to it.
This is a complex area, but if you can link negative mood changes to a source or cause, then you are frequently in a position to quickly change back. The important point here is once you are in a negative state, get the message or value from the situation, then take some action to return to a positive state.
4. Create an energizing physical environment.
Invest some time and money to make your personal surroundings pleasing and energizing to you. Some small items may make a big difference to how your personal space affects your moods. Poor lighting can lower your mental state, especially in the winter in rainy Vancouver! Some people report a big improvement in their mood just by cleaning up their bedroom and making the bed before leaving for work. Clutter is de-energizing to many people. A sink full of dirty dishes is de-energizing to some. A small water fountain can create a feeling of energy.
5. Carefully monitor your self-talk.
Negative self talk is a common source of low moods. When you are hearing negative self talk, be alert to the unrealistic, overly negative messages. Focus on getting any truthful message, then shifting out of overly self-defeating criticism. It is true that we are usually our own worst critic.
6. Deal with problems effectively.
Problems are a part of life. Few people enjoy problems. But, in many cases we can learn from them and it may help to ask yourself several questions, such as:
•What am I contributing to this problem?
•What Life Lesson have I been missing here?
•What is the worst that can happen and how can I improve on that?
•What am I doing right?
•What am I going to do differently?
7. Focus your energy on attracting more of what you want.
Time and energy spent dwelling on problems is frequently better spent pursuing desirable goals. It helps to examine your own contribution to any difficulties and understand how you may need to change. Then be sure to ask others directly for what you want from them; don't fall into the trap of under communicating. In this way, you are always making course corrections and moving forward.
8 Be a positive energy source with others.
Negative energy seems to attract negative results. Keeping your own mood positive can encourage positive moods and suppress negative behaviour in others.
9 Avoid using negative energy as an energy source.
Many people have a shortage of positive energy in their lives and use negative energy as their energy source. They create busyness, use deadlines, crises, and problems to keep them going. In many cases, their motivation patterns shift entirely from seeking pleasure to avoiding pain. In most cases, serious burnout is the eventual result of becoming dependent on negative energy sources.
Tuesday, July 06, 2010
Leadership Today
The failings of leadership have been cited as a cause of the global financial crisis. Perhaps this can be said of any significant crisis. So what does it take to be a successful leader in today's economy? Below is what industry leaders identify as the six essential characteristics of today's rising leaders.
What seems to be missing from this list below, obtained from industry leaders themselves, is ethics and morals. I think that is the biggest contributing factor to the various economic, political, social and environmental problems we face.
Their list:
1. Ambitious. Emerging executives are highly ambitious, but retain a balance between their ambition and arrogance. They are comfortable with their assessment of a situation.
2. Decisive. They aren't afraid of making decisions at an operational, tactical and strategic level. They don't hesitate to take action and responsibility for driving change, and can handle lots of information from a variety of perspectives to make effective, strong decisions.
3. Brave. They should be able to walk into a boardroom and hold their own. They need to be flexible, knowledgeable and have impact. A good emerging leader remains clam, in control, garnering respect by they way they hold themselves and delivering messages with confidence.
4. Empowering. They have the ability to empower other people in an organisation. They are happy to push decision-making downwards and don't need to hold onto a lot of the nitty-gritty work. They promote other people's ownership while still providing guidance and support to their team.
5. Entrepreneurial. They tend to be entrepreneurial, looking outside to see what's going on in the marketplace. They seek out innovative solutions to problems, challenge set paradigms, and reject the status quo. They focus on external drivers rather than just internal ones.
6. Visionary. They are able to set strategic direction, seeing where a business is heading and understanding the short- and long-term issues. They tend to be quite innovative, stepping outside the box and are able to put guidelines in place to set the pace of change and make things happen.
[Source: Human Resources Leader, 15 September 2009]
What seems to be missing from this list below, obtained from industry leaders themselves, is ethics and morals. I think that is the biggest contributing factor to the various economic, political, social and environmental problems we face.
Their list:
1. Ambitious. Emerging executives are highly ambitious, but retain a balance between their ambition and arrogance. They are comfortable with their assessment of a situation.
2. Decisive. They aren't afraid of making decisions at an operational, tactical and strategic level. They don't hesitate to take action and responsibility for driving change, and can handle lots of information from a variety of perspectives to make effective, strong decisions.
3. Brave. They should be able to walk into a boardroom and hold their own. They need to be flexible, knowledgeable and have impact. A good emerging leader remains clam, in control, garnering respect by they way they hold themselves and delivering messages with confidence.
4. Empowering. They have the ability to empower other people in an organisation. They are happy to push decision-making downwards and don't need to hold onto a lot of the nitty-gritty work. They promote other people's ownership while still providing guidance and support to their team.
5. Entrepreneurial. They tend to be entrepreneurial, looking outside to see what's going on in the marketplace. They seek out innovative solutions to problems, challenge set paradigms, and reject the status quo. They focus on external drivers rather than just internal ones.
6. Visionary. They are able to set strategic direction, seeing where a business is heading and understanding the short- and long-term issues. They tend to be quite innovative, stepping outside the box and are able to put guidelines in place to set the pace of change and make things happen.
[Source: Human Resources Leader, 15 September 2009]
Thursday, June 17, 2010
The Chicken or The Egg Conumdrum
In thinking about the food trends in Canada, I wonder if people eat healthier or make choices based on what's available or do their demands dictate what restaurants produce? This harkens back to the chicken and the egg conumdrum, and I still haven't figured that one out yet.....Whatever your stance, here are some interesting stats about what food consumption trends are like at retaurants these days from fastcasual.com ....
According to the latest research from Mintel, more than 60 percent of restaurant-goers think nutritional information should be posted on menus, and two in five (44%) think federal or local governments should facilitate such actions.
"Menu transparency will allow consumers to have control over their food decisions with a complete understanding of what they’re eating," said Eric Giandelone, director of foodservice research at Mintel. "However, getting people to eat healthier requires more than just posting calories or adding healthy options to the menu…the food also has to taste good."
When going out for dinner, nearly 60 percent of survey respondents said they want something that tastes great and 23 percent claim to want to eat a healthy meal. Only 14 percent of diners said they are never interested in ordering a healthy restaurant meal. This insight shows that restaurant patrons are attracted to healthful meals, as long as they’re full of flavor.
Nearly half of survey respondents report eating healthier in restaurants in the past year and people have different methods for doing so. Reducing fat (67%) leads the way in strategies for adopting healthier eating habits at restaurants, followed by eating more fruits and vegetables (52%). Meanwhile, 49 percent of patrons are cutting calories by simply ordering less food.
"From a restaurant’s perspective, there is a concern that healthy menu items may not sell, but there is also a danger to having a calorie-laden menu when the calorie count law starts taking effect," Giandelone said. "There may be some initial consumer shock at the calorie counts and chains may have to start listing lower-calorie options or smaller portion sizes to help diffuse this unpleasant surprise."
According to the latest research from Mintel, more than 60 percent of restaurant-goers think nutritional information should be posted on menus, and two in five (44%) think federal or local governments should facilitate such actions.
"Menu transparency will allow consumers to have control over their food decisions with a complete understanding of what they’re eating," said Eric Giandelone, director of foodservice research at Mintel. "However, getting people to eat healthier requires more than just posting calories or adding healthy options to the menu…the food also has to taste good."
When going out for dinner, nearly 60 percent of survey respondents said they want something that tastes great and 23 percent claim to want to eat a healthy meal. Only 14 percent of diners said they are never interested in ordering a healthy restaurant meal. This insight shows that restaurant patrons are attracted to healthful meals, as long as they’re full of flavor.
Nearly half of survey respondents report eating healthier in restaurants in the past year and people have different methods for doing so. Reducing fat (67%) leads the way in strategies for adopting healthier eating habits at restaurants, followed by eating more fruits and vegetables (52%). Meanwhile, 49 percent of patrons are cutting calories by simply ordering less food.
"From a restaurant’s perspective, there is a concern that healthy menu items may not sell, but there is also a danger to having a calorie-laden menu when the calorie count law starts taking effect," Giandelone said. "There may be some initial consumer shock at the calorie counts and chains may have to start listing lower-calorie options or smaller portion sizes to help diffuse this unpleasant surprise."
Friday, June 11, 2010
When Will Hotel Business Go UP in Canada?
Just when we started seeing some positive changes in the food services and retail side of the hospitality industry in Canada, I came across this article on the dropped hotel rates for our top 5 cities. While not encouraging, still noteworthy information for hotel managers.....
Strengthening Canadian Dollar Drives Hotel Rate Drops and Great Deals
SAN FRANCISCO, May 12 /PRNewswire, a leading discount travel site, today announced the results of the May 2010 Hotwire[R] Canadian Hotel Rate Report, which features the top five cities in Canada where hotel rates have dropped the most. When combined with Hotwire's already discounted prices, the Hotel Rate Report helps guide customers to the destinations that will maximize their travel dollars. Edmonton tops this month's rate report with an 11 percent drop, and after a six-month absence, Vancouver makes a welcome return with a 3 percent drop.
Hotel prices across Canada continue to fall as many popular destinations are still seeing declines in leisure travel that traditionally fills up rooms this time of year. This trend is being driven by the strength of the Canadian dollar against both the U.S. dollar and Euro. Travelers appear to be choosing destinations where they can get more native currency in exchange for their money, causing hoteliers in cities like Halifax and Vancouver to drop prices to compensate.
In addition to the exchange rate effects, cities like Edmonton and Ottawa are not seeing a return in business travelers, which is causing hotels to slash rates even further in those areas. So for travelers looking to stay closer to home this summer, they are bound to find a destination that suits their budget and taste, whether it is scenic Niagara Falls, history-rich Halifax or the country's capital, Ottawa.
When compared to the same time last year, the top five hotel price reductions for May 2010 include:
Example of a Current Hotwire Deal, CAD$/Night
Hotel Market: Edmonton, AL
Price Drop: 11%
Rank:3-star
$96
Hotel Market: Halifax, NS
Price Drop:9%
Rank:3-star
$76
Hotel Market: Ottawa, ON
Price Drop:8%
Rank:3-star
$90
Hotel Market: Niagara Falls, ON
Price Drop:5%
Rank: 3-star
$97
Hotel Market: Vancouver, BC
Price Drop: 3%
Rank: 3-star
$92
"Leisure destinations across Canada are offering some great deals this month on Hotwire," said Clem Bason, President of the Hotwire Group. "As long as the Canadian dollar stays strong against international currencies, travelers should continue to see low hotel prices throughout the summer."
Strengthening Canadian Dollar Drives Hotel Rate Drops and Great Deals
SAN FRANCISCO, May 12 /PRNewswire, a leading discount travel site, today announced the results of the May 2010 Hotwire[R] Canadian Hotel Rate Report, which features the top five cities in Canada where hotel rates have dropped the most. When combined with Hotwire's already discounted prices, the Hotel Rate Report helps guide customers to the destinations that will maximize their travel dollars. Edmonton tops this month's rate report with an 11 percent drop, and after a six-month absence, Vancouver makes a welcome return with a 3 percent drop.
Hotel prices across Canada continue to fall as many popular destinations are still seeing declines in leisure travel that traditionally fills up rooms this time of year. This trend is being driven by the strength of the Canadian dollar against both the U.S. dollar and Euro. Travelers appear to be choosing destinations where they can get more native currency in exchange for their money, causing hoteliers in cities like Halifax and Vancouver to drop prices to compensate.
In addition to the exchange rate effects, cities like Edmonton and Ottawa are not seeing a return in business travelers, which is causing hotels to slash rates even further in those areas. So for travelers looking to stay closer to home this summer, they are bound to find a destination that suits their budget and taste, whether it is scenic Niagara Falls, history-rich Halifax or the country's capital, Ottawa.
When compared to the same time last year, the top five hotel price reductions for May 2010 include:
Example of a Current Hotwire Deal, CAD$/Night
Hotel Market: Edmonton, AL
Price Drop: 11%
Rank:3-star
$96
Hotel Market: Halifax, NS
Price Drop:9%
Rank:3-star
$76
Hotel Market: Ottawa, ON
Price Drop:8%
Rank:3-star
$90
Hotel Market: Niagara Falls, ON
Price Drop:5%
Rank: 3-star
$97
Hotel Market: Vancouver, BC
Price Drop: 3%
Rank: 3-star
$92
"Leisure destinations across Canada are offering some great deals this month on Hotwire," said Clem Bason, President of the Hotwire Group. "As long as the Canadian dollar stays strong against international currencies, travelers should continue to see low hotel prices throughout the summer."
Friday, June 04, 2010
Food Quality Following BP Oil Spill
Anyone else have a concern about the food from our oceans following the catastrophic oil spill of BP's? Surely, we'll be concerned to avoid highly contaminated foods in our grocery stores and restaurants but what impact will the spill have? how will be know it's safe? are suppliers being questioned? If you're as concerned as me, perhaps you'd be interested in this article from prweb.com on May 28, 2010:
"The International Food Protection Training Institute (IFPTI), a leader in delivering career-spanning, standards-based food protection training to state and local food safety officials, announced today it is partnering with the National Oceanic and Atmospheric Association's (NOAA) National Marine Fisheries Services (NMFS) and the U.S. Food and Drug Administration (FDA) to train food protection officials to determine the safety and acceptability of seafood from the oil-contaminated Gulf-state area.
This federal program will provide hands-on training to develop skills in sensory detection for taint in seafood exposed to the BP oil spill in the Gulf of Mexico. These skills are critical for seafood safety monitoring in order for food protection officials to take regulatory response measures that can include advisories and opening and closing of fisheries. All instruction will be provided by a special NMFS/FDA Sensory Expert Team that has been collecting base-line samples from the Gulf region for these and future training sessions.
In addition to coordinating attendance of state officials from Alabama, Florida, Louisiana, Mississippi, and Texas, IFPTI will reimburse attendees' travel expenses to overcome the limited funding for training and tight travel budgets that would otherwise have prevented these food protection officials from getting this vital emergency training.
To date, working in partnership with the Association of Food & Drug Officials, and in collaboration with the FDA, IFPTI has trained more than 500 food protection professionals from 37 states. Utilizing a FY2010 federal appropriation, IFPTI expects to train approximately 1,000 state and local food protection professionals in 2010 and the Institute is preparing to train up to 2,000 to 3,000 food safety officials in 2011 utilizing funding allocated for such purposes in the President's FY2011 Budget. "
"The International Food Protection Training Institute (IFPTI), a leader in delivering career-spanning, standards-based food protection training to state and local food safety officials, announced today it is partnering with the National Oceanic and Atmospheric Association's (NOAA) National Marine Fisheries Services (NMFS) and the U.S. Food and Drug Administration (FDA) to train food protection officials to determine the safety and acceptability of seafood from the oil-contaminated Gulf-state area.
This federal program will provide hands-on training to develop skills in sensory detection for taint in seafood exposed to the BP oil spill in the Gulf of Mexico. These skills are critical for seafood safety monitoring in order for food protection officials to take regulatory response measures that can include advisories and opening and closing of fisheries. All instruction will be provided by a special NMFS/FDA Sensory Expert Team that has been collecting base-line samples from the Gulf region for these and future training sessions.
In addition to coordinating attendance of state officials from Alabama, Florida, Louisiana, Mississippi, and Texas, IFPTI will reimburse attendees' travel expenses to overcome the limited funding for training and tight travel budgets that would otherwise have prevented these food protection officials from getting this vital emergency training.
To date, working in partnership with the Association of Food & Drug Officials, and in collaboration with the FDA, IFPTI has trained more than 500 food protection professionals from 37 states. Utilizing a FY2010 federal appropriation, IFPTI expects to train approximately 1,000 state and local food protection professionals in 2010 and the Institute is preparing to train up to 2,000 to 3,000 food safety officials in 2011 utilizing funding allocated for such purposes in the President's FY2011 Budget. "
Thursday, May 27, 2010
Employee Retention in Hospitality Industry
When managing in restaurants, hotels, reorts, casinos.... our number one goal is simple: attract customers and repeat customers because that drives our bottom line.
What makes it not so simple is creating the framework for this customer focus. One thing we know is that we depend heavily on the retention of management staff. Who wants to incur the loss of their management team's experience, education and indepth knowledge of the company brand?
According to Lori McInerney, hospitality employment expert with Careerbuilder.com, "hospitality organizations will need to upgrade retention strategies ...to keep their top performers, and their guests, from checking out early."
Hospitality is an industry that is prone to high employee turnover rates. Two in 10 hospitality workers have worked for 10 or more employers. In a nutshell, employees leave when the cost of staying exceeds the reward of leaving. This cost can be a broad range of compensation factors but the main pillars for candidates are challenge, responsibility and actual financial gain.
A retention program that targets financial gain, responsibility and challenge will up your employee retention rate. McInerney recommends the following hospitality employee retention tips:
* Define a clear path for upper mobility with training and development opportunities. Employees are more likely to invest in their jobs if they feel the company has invested in them.
* Communicate often. An informed employee is a connected employee who will feel a personal stake in the success of a company.
* Implement the "Three R's Rule": Recognize, Reward, Repeat. Pat your employees on the back for every job well done to continually reinforce your appreciation of their performance.
* Ask them about their day. Measure employee satisfaction with the same conviction applied to measuring guest satisfaction as the first will determine the latter.
What makes it not so simple is creating the framework for this customer focus. One thing we know is that we depend heavily on the retention of management staff. Who wants to incur the loss of their management team's experience, education and indepth knowledge of the company brand?
According to Lori McInerney, hospitality employment expert with Careerbuilder.com, "hospitality organizations will need to upgrade retention strategies ...to keep their top performers, and their guests, from checking out early."
Hospitality is an industry that is prone to high employee turnover rates. Two in 10 hospitality workers have worked for 10 or more employers. In a nutshell, employees leave when the cost of staying exceeds the reward of leaving. This cost can be a broad range of compensation factors but the main pillars for candidates are challenge, responsibility and actual financial gain.
A retention program that targets financial gain, responsibility and challenge will up your employee retention rate. McInerney recommends the following hospitality employee retention tips:
* Define a clear path for upper mobility with training and development opportunities. Employees are more likely to invest in their jobs if they feel the company has invested in them.
* Communicate often. An informed employee is a connected employee who will feel a personal stake in the success of a company.
* Implement the "Three R's Rule": Recognize, Reward, Repeat. Pat your employees on the back for every job well done to continually reinforce your appreciation of their performance.
* Ask them about their day. Measure employee satisfaction with the same conviction applied to measuring guest satisfaction as the first will determine the latter.
Tuesday, May 25, 2010
7 Action Ideas for Leadership Development
1. Determine the best leadership style for your organisation
2. Identify current and potential leaders within the company
3. Identify leadership gaps
4. Develop succession plans for critical roles
5. Develop career planning goals for potential leaders
6. Develop skills road map for future leaders
7. Develop retention programs for current and future leaders
Friday, May 14, 2010
Why Use Recruiter?
There has been a marked increase in candidates contacting me to assist them in their hospitality career search over the past year. I'm sure there are numerous factors that compel a career hunter to call a recruiter, such as industry expertise, contacts, hidden job markets, etc etc. However, an important, and often overlooked reason, is that modesty is still a virtue, even in the competitive world of business.
Try talking about your own accomplishments in any setting, even in a job interview, and you're more likely to be less liked. Speaking for yourself can hurt you, both personally and financially. So how do you assert your competence when you're trying to capture that next position? How do you overcome what social psychologists call the "self-promotion dilemma?"
"Get an agent or a recruiter," says a Stanford Graduate School of Business faculty member. In recent research, Jeffrey Pfeffer confirms what many have intuited for decades - having someone else sing your praises can take the edge off in negotiations where money, position, and status are at stake. Not only are you seen as more pleasant when flattering words on your behalf come out of a third party's mouth, but you're more likely to get a better salary or contract and get the people you're negotiating with to be more helpful to you in the long term.
"Most literature on the use of intermediaries focuses on the negative effects agents can have if they don't represent your interests adequately because of conflicts with their own agendas, or by creating communication distortions," says Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior. "What hasn't been looked at much is the positive interpersonal effect an agent can have."
Pfeffer designed three studies with several colleagues, including faculty members Christina Fong of University of Washington business school and Robert Cialdini of Arizona State University, and University of Washington doctoral student Rebecca Portnoy, to determine just how an intermediary can help lessen the negative consequences of self-promotion. In the first study, university students were told they were helping to select a new director of student affairs and were asked to read over a transcript of an interview and evaluate the candidate. One group read a transcript in which a professional recruiter hired by the job applicant answered all the questions. The other group read the identical transcript, but with the applicant speaking for himself.
Students rated the applicant as more likeable and competent when he had an intermediary, and get this, recommended a higher salary! Furthermore, they expressed greater willingness to offer extra help to him should he get the job, such as alerting him to student concerns, helping him distribute student surveys, and working in his office on a project for no pay.
In a second study, participants were asked to imagine themselves in the role of senior editor for a book publisher in dealing with an experienced and successful author. They read excerpts from a negotiation for a sizeable book advance - again with an agent or the author himself speaking identical words. Participants once again rated the author more favorably on every dimension of likeability and were willing to offer extra assistance when the agent did the talking. "In this case, the willingness to offer extra help was due purely to the perception of the author's greater likeability when he wasn't promoting himself, because it was already established that the author was highly competent," Pfeffer says.
In a third study, participants were similarly asked to imagine themselves as senior book editors but this time watched video clips of fictional presentations of information about the author. The same results held, even when the author appeared on camera with the agent. "This shows that even when it's plainly in front of people's faces that the author is complicit with the agent, they still discount the fact that the agent may be motivated to say what he does at least in part by money," explains Pfeffer.
The research confirms that having a competent third party, such as a recruiter, set up your initial presentation and promote on your behalf can really pay off. "An agent or recruiter can say things that you could never say about yourself, and can shield you from interpersonal frictions," Pfeffer says.
Have you hugged your recruiter today?
[Source: Agents, Recruiters Improve Your Likeability - and Bankability, According to Stanford Business School Research." AScribe Business & Economics News Service. AScribe. 2006]
Try talking about your own accomplishments in any setting, even in a job interview, and you're more likely to be less liked. Speaking for yourself can hurt you, both personally and financially. So how do you assert your competence when you're trying to capture that next position? How do you overcome what social psychologists call the "self-promotion dilemma?"
"Get an agent or a recruiter," says a Stanford Graduate School of Business faculty member. In recent research, Jeffrey Pfeffer confirms what many have intuited for decades - having someone else sing your praises can take the edge off in negotiations where money, position, and status are at stake. Not only are you seen as more pleasant when flattering words on your behalf come out of a third party's mouth, but you're more likely to get a better salary or contract and get the people you're negotiating with to be more helpful to you in the long term.
"Most literature on the use of intermediaries focuses on the negative effects agents can have if they don't represent your interests adequately because of conflicts with their own agendas, or by creating communication distortions," says Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior. "What hasn't been looked at much is the positive interpersonal effect an agent can have."
Pfeffer designed three studies with several colleagues, including faculty members Christina Fong of University of Washington business school and Robert Cialdini of Arizona State University, and University of Washington doctoral student Rebecca Portnoy, to determine just how an intermediary can help lessen the negative consequences of self-promotion. In the first study, university students were told they were helping to select a new director of student affairs and were asked to read over a transcript of an interview and evaluate the candidate. One group read a transcript in which a professional recruiter hired by the job applicant answered all the questions. The other group read the identical transcript, but with the applicant speaking for himself.
Students rated the applicant as more likeable and competent when he had an intermediary, and get this, recommended a higher salary! Furthermore, they expressed greater willingness to offer extra help to him should he get the job, such as alerting him to student concerns, helping him distribute student surveys, and working in his office on a project for no pay.
In a second study, participants were asked to imagine themselves in the role of senior editor for a book publisher in dealing with an experienced and successful author. They read excerpts from a negotiation for a sizeable book advance - again with an agent or the author himself speaking identical words. Participants once again rated the author more favorably on every dimension of likeability and were willing to offer extra assistance when the agent did the talking. "In this case, the willingness to offer extra help was due purely to the perception of the author's greater likeability when he wasn't promoting himself, because it was already established that the author was highly competent," Pfeffer says.
In a third study, participants were similarly asked to imagine themselves as senior book editors but this time watched video clips of fictional presentations of information about the author. The same results held, even when the author appeared on camera with the agent. "This shows that even when it's plainly in front of people's faces that the author is complicit with the agent, they still discount the fact that the agent may be motivated to say what he does at least in part by money," explains Pfeffer.
The research confirms that having a competent third party, such as a recruiter, set up your initial presentation and promote on your behalf can really pay off. "An agent or recruiter can say things that you could never say about yourself, and can shield you from interpersonal frictions," Pfeffer says.
Have you hugged your recruiter today?
[Source: Agents, Recruiters Improve Your Likeability - and Bankability, According to Stanford Business School Research." AScribe Business & Economics News Service. AScribe. 2006]
Monday, May 10, 2010
Employee Terminations
At the first sign of an employee performance issue, it is incumbent upon the corporate supervisor or manager to initiate a company disciplinary program. This includes corrective action, written records, and verbal discussions. Should the employee's performance remain outside the company's expectations, then proper follow through with a written dismissal and an exit interview is necessary for the mutual benefit of the employee and employer.
It is estimated that over 80% of all employment lawsuits arise from termination or disciplinary proceedings. Therefore, actions related to such proceedings should be undertaken carefully, responsibly, and tactfully.
Is The Termination A Surprise?
If the disciplinary program is handled properly by the manager yet not successful in changing the employee performance, then termination should not come as a surprise to the employee.
More often that not, a good predictor of a disgruntled former employee who decides to sue their employer is if the employee would be legitimately surprised with the decision to terminate his or her employment. Of course, there will always be the employee who refuses to see that he or she had ever done anything wrong, despite the employer's best efforts to place the employee on notice of its dissatisfaction with their performance. However, if the employer made every effort to notify the employee of specific performance issues through written warnings and verbal discussions, the employee should have seen "the writing on the wall" by the time the issue of his or her termination is raised. On the other hand, if the decision is "out of the blue," the employee may begin to consider whether the "real" reason behind the termination was based on unreasonable or unlawful motives.
Write It Down
The employer must maintain a written record of employee warnings and verbal discussions around employee performance and, where necessary, prepare a written separation notice stating the reason for the employee's discharge.
While virtually every manager today recognizes the need for documentation, it's lack still remains the single most common mistake in terminations. Managers must recognize that their companies may have to explain a termination decision long after it occurs. Documentation is necessary when memories are dim as to the circumstances of the termination or when the individuals involved are no longer with the employer. The absence of documentation may allow the terminated individual to create an inference that the employer’s motivation for an employment action was for reasons other than those stated.
While the need to document is clear, it is equally important that managers understand that poorly prepared documentation may well hurt an employer’s case. While there is no particular required format, the manager should ensure that all disciplinary documentation contains the following elements:
1.the date of the termination;
2.the signature of the person with proper authority to terminate the employee;
3.the signature of the employee (if presented in person to the employee);
4.the specific reason for the termination in detail;
5.notification of employee rights and the rights of any qualified beneficiaries to continue health care coverage after the termination; and
6.contact information should the employee have questions on matters contained in the termination notice.
Also, you may request that the employee
1.return employer property and/or equipment;
2.return the employer Handbook;
3.return keys, credit cards, entry cards, and/or ID cards;
4.deliver all email and computer-related passwords;
5.clean out his or her desk, office, locker, etc.;
Importantly, the employer should make certain that the reason for the employee’s termination can be substantiated. Therefore, the employer may wish to temper the reason for the termination to the actual information known to the employer at the time of the termination. For instance, if the employer desires to terminate an employee due to stealing employer funds, however, the employee has yet to be convicted of any crime, the proper termination notice would state the reason as "terminated due to suspicion of theft of employer property, " rather than "terminated due to stealing." The key word in the notice is suspicion.
The employer’s subsequent inability to prove the stated reason for the discharge understandably makes the reason suspect. Moreover, the inclusion of a reason that is not truthful may expose the employer to a defamation claim when the employer includes that reason in other documents prepared in connection with the termination.
The Termination Meeting
At the termination meeting, the manager conducting the meeting should explain as objectively and unemotionally as possible the reasons behind the employer’s decision to discharge that employee. A witness also should be present. Most importantly, the details of the termination meeting should be documented by one of the individuals present, preferably the witness who is otherwise minimally involved in the discussion. It generally is not advisable to tape-record the meeting. Instead, the employer should take notes of what occurs.
After the termination meeting, the following checklist should be considered by the employer:
1.Place the termination notice in the employee's personnel file.
2.After reviewing their accuracy, place any notations made during the termination meeting in the employee's personnel file.
3.Has the employee been compensated for hours worked and any unpaid but accrued leave that the employer agrees to pay or by law is required to pay? If not, have an appropriate cheque cut.
4.Have the pension plan administrators been contacted in order to ascertain the options available to employees, as well as the proper methods to be used in informing employees of their rights under the plan?
5.Have the appropriate Department of Labor forms regarding unemployment insurance compensation been sent to the correct agency?
6.Have the employer's property and equipment been returned?
7.Have the employee's computer and email passwords been delivered and/or deactivated?
8.Have the employee's keys, credit cards, entry cards, and/or ID cards been returned?
Beyond corrective action, one of the best ways to avoid potential future conflicts is by conducting an exit interview. This type of meeting is a highly underutilized method of learning information that may benefit the employer by finding out causes of employee turnover and also help the employer identify potential lawsuits at a very early stage and avoid them through early discussion or conciliation with the employee. An employer should take all necessary measures to insure that the discharge meeting is conducted in a sensitive and fair manner.
Given that the vast majority of employment lawsuits arise out of involuntary terminations, it is important that companies consistently assess their policies and procedures related to the discipline and, if necessary, the termination of their employees. Such policies and procedures, if created, maintained and followed by all employees, can have a substantial impact on company morale, staff performance, and the number of lawsuits a company faces.
It is estimated that over 80% of all employment lawsuits arise from termination or disciplinary proceedings. Therefore, actions related to such proceedings should be undertaken carefully, responsibly, and tactfully.
Is The Termination A Surprise?
If the disciplinary program is handled properly by the manager yet not successful in changing the employee performance, then termination should not come as a surprise to the employee.
More often that not, a good predictor of a disgruntled former employee who decides to sue their employer is if the employee would be legitimately surprised with the decision to terminate his or her employment. Of course, there will always be the employee who refuses to see that he or she had ever done anything wrong, despite the employer's best efforts to place the employee on notice of its dissatisfaction with their performance. However, if the employer made every effort to notify the employee of specific performance issues through written warnings and verbal discussions, the employee should have seen "the writing on the wall" by the time the issue of his or her termination is raised. On the other hand, if the decision is "out of the blue," the employee may begin to consider whether the "real" reason behind the termination was based on unreasonable or unlawful motives.
Write It Down
The employer must maintain a written record of employee warnings and verbal discussions around employee performance and, where necessary, prepare a written separation notice stating the reason for the employee's discharge.
While virtually every manager today recognizes the need for documentation, it's lack still remains the single most common mistake in terminations. Managers must recognize that their companies may have to explain a termination decision long after it occurs. Documentation is necessary when memories are dim as to the circumstances of the termination or when the individuals involved are no longer with the employer. The absence of documentation may allow the terminated individual to create an inference that the employer’s motivation for an employment action was for reasons other than those stated.
While the need to document is clear, it is equally important that managers understand that poorly prepared documentation may well hurt an employer’s case. While there is no particular required format, the manager should ensure that all disciplinary documentation contains the following elements:
1.the date of the termination;
2.the signature of the person with proper authority to terminate the employee;
3.the signature of the employee (if presented in person to the employee);
4.the specific reason for the termination in detail;
5.notification of employee rights and the rights of any qualified beneficiaries to continue health care coverage after the termination; and
6.contact information should the employee have questions on matters contained in the termination notice.
Also, you may request that the employee
1.return employer property and/or equipment;
2.return the employer Handbook;
3.return keys, credit cards, entry cards, and/or ID cards;
4.deliver all email and computer-related passwords;
5.clean out his or her desk, office, locker, etc.;
Importantly, the employer should make certain that the reason for the employee’s termination can be substantiated. Therefore, the employer may wish to temper the reason for the termination to the actual information known to the employer at the time of the termination. For instance, if the employer desires to terminate an employee due to stealing employer funds, however, the employee has yet to be convicted of any crime, the proper termination notice would state the reason as "terminated due to suspicion of theft of employer property, " rather than "terminated due to stealing." The key word in the notice is suspicion.
The employer’s subsequent inability to prove the stated reason for the discharge understandably makes the reason suspect. Moreover, the inclusion of a reason that is not truthful may expose the employer to a defamation claim when the employer includes that reason in other documents prepared in connection with the termination.
The Termination Meeting
At the termination meeting, the manager conducting the meeting should explain as objectively and unemotionally as possible the reasons behind the employer’s decision to discharge that employee. A witness also should be present. Most importantly, the details of the termination meeting should be documented by one of the individuals present, preferably the witness who is otherwise minimally involved in the discussion. It generally is not advisable to tape-record the meeting. Instead, the employer should take notes of what occurs.
After the termination meeting, the following checklist should be considered by the employer:
1.Place the termination notice in the employee's personnel file.
2.After reviewing their accuracy, place any notations made during the termination meeting in the employee's personnel file.
3.Has the employee been compensated for hours worked and any unpaid but accrued leave that the employer agrees to pay or by law is required to pay? If not, have an appropriate cheque cut.
4.Have the pension plan administrators been contacted in order to ascertain the options available to employees, as well as the proper methods to be used in informing employees of their rights under the plan?
5.Have the appropriate Department of Labor forms regarding unemployment insurance compensation been sent to the correct agency?
6.Have the employer's property and equipment been returned?
7.Have the employee's computer and email passwords been delivered and/or deactivated?
8.Have the employee's keys, credit cards, entry cards, and/or ID cards been returned?
Beyond corrective action, one of the best ways to avoid potential future conflicts is by conducting an exit interview. This type of meeting is a highly underutilized method of learning information that may benefit the employer by finding out causes of employee turnover and also help the employer identify potential lawsuits at a very early stage and avoid them through early discussion or conciliation with the employee. An employer should take all necessary measures to insure that the discharge meeting is conducted in a sensitive and fair manner.
Given that the vast majority of employment lawsuits arise out of involuntary terminations, it is important that companies consistently assess their policies and procedures related to the discipline and, if necessary, the termination of their employees. Such policies and procedures, if created, maintained and followed by all employees, can have a substantial impact on company morale, staff performance, and the number of lawsuits a company faces.
Friday, May 07, 2010
Counter-Offers
Let's examine the idea of counter-offers.
If you're a shinning example of the perfect employee, at some point, you're going to quietly explore your options in the hospitality market. Perhaps you'll contact a recruiter so as to ensure your interest is kept confidential - always a good choice! But what if this exploring leads to a first interview, then a working interview, and then a third? And in due time, you receive an extremely attractive job offer. Do you accept straight away and cheerily return to your current employer with a letter of resignation?
You might be surprised when your boss reads this resignation and implores you to postpone a final decision for a day or two. In a mere few hours, this executive returns and presents you with an even more attractive counter-offer. "We simply can't afford to lose you," your boss explains.
Who knew? And more importantly - what do you do now?
Before you start wishing you had such "problems", let me mention that because of marketplace demands, it's primarily highly qualified managers and executives that are more likely to face this particular conundrum.
There are many legitimate reasons to leave a position for greener pastures...perhaps the company has executed it's expansion plans a couple years ago and is now in maintenance mode, with no fresh challenges on the horizon. Or perhaps a training budget has been slashed to bits - thwartying your intention of upgrading your skills. Or perhaps you just learned the $15,000 yearly bonus you were counting on isn't likely to materialize. Bummer.
So, hence the passive career search for new positions....the terrifc offer....and impending resignation where your boss says, "Tell me what's wrong here, and I'll fix it. But you have to promise to stay. And by the way, here's more money."
Perhaps you should accept the offer, but that won't rectify all problems. Think about your reasons for wanting to leave in the first place. Let's review the situation and consider the following worst-case scenarios that might play out if you decide to stay with your employer.
You're action can change the culture of your organization.
A resignation is the business equivalent of holding your boss at gunpoint: "Give me what I want, or I'm history." The counter-offer is the equivalent of your boss handing over cash, a promotion, less travel or more time off, and putting your gun back into its holster.
But the incident isn't over. In fact, it may never be. You have upset an apple cart and provoked a panic-buy. Those apples can never be stacked the same way, and everything, including the company's pecking order, is now different. Passive aggression and veiled hostility might arise later from some unexpected sources.
If co-workers hear of your new title and/or perks, a new dynamic will develop. You won't exactly be the most popular guy or gal on campus. However minor your perks, don't underestimate how little it takes to make co-workers angry; inequality within the ranks is lethal. If you decide to stay where you are because it is familiar, you might be surprised. By accepting the counteroffer's perks, that familiar office dynamic will become foreign.
You'll raise the stakes.
Your acceptance of a counteroffer will change expectation levels - both for your boss and for yourself.
After bestowing rewards, it is human nature for your boss to expect more from you. You'll be held to a higher performance standard, which you might also hold yourself because of guilt from stirring up muddy waters. Your every misstep will be scrutinized, and every minor error in judgment will be magnified. In other words, you'll earn every penny of that increased salary and every minute of that family leave time with your blood, sweat and tears.
You won't be trusted.
You're no longer a team player, but someone who, first and foremost, looks out for No. 1. You've already stated in effect, "I don't really want to be here." Because you've broken the loyalty oath and held your employer hostage, you'll be henceforth viewed as less than committed. Your allegiance also will be compromised in your own mind; something about the job just won't feel "right."
Perceived lack of loyalty in addition to co-worker resentment and an employer's feelings of disempowerment could lead to a short-lived position. I've witnessed many workers who've happily accepted counter-offers in winter only to leave by the next summer. Unfortunately, upon leaving this upheaval, the employee no longer will receive a good solid reference. S/he more than likely will receive a two-word negative response, if any.
Accepting a counter-offer isn't always a bad decision, but as a professional recruiter, I'd be remiss if I didn't urge a very close look at the possible pitfalls. My ultimate goal is seeing candidates happy and successful in permanent placements, whatever and wherever those might be. So I'd also encourage a talk with the boss before you start shopping around, rather than after. Address your misgivings and dissatisfactions early; give him a fair chance to rectify them. It's quite possible that nothing will change - but be assured that you haven't wasted your time.
You've called the boss' attention to the situation in an honest, straightforward way. You've acted with integrity while gaining the assurance of knowing how much you're truly valued - without jeopardizing your career, your economic stability or your positive relationships with peers. And without pulling out the verbal equivalent of an Uzi.
What's more, if you ultimately decide to leave the company for a warmer climate, your boss will be able to accept this and not be suprised.
If you're a shinning example of the perfect employee, at some point, you're going to quietly explore your options in the hospitality market. Perhaps you'll contact a recruiter so as to ensure your interest is kept confidential - always a good choice! But what if this exploring leads to a first interview, then a working interview, and then a third? And in due time, you receive an extremely attractive job offer. Do you accept straight away and cheerily return to your current employer with a letter of resignation?
You might be surprised when your boss reads this resignation and implores you to postpone a final decision for a day or two. In a mere few hours, this executive returns and presents you with an even more attractive counter-offer. "We simply can't afford to lose you," your boss explains.
Who knew? And more importantly - what do you do now?
Before you start wishing you had such "problems", let me mention that because of marketplace demands, it's primarily highly qualified managers and executives that are more likely to face this particular conundrum.
There are many legitimate reasons to leave a position for greener pastures...perhaps the company has executed it's expansion plans a couple years ago and is now in maintenance mode, with no fresh challenges on the horizon. Or perhaps a training budget has been slashed to bits - thwartying your intention of upgrading your skills. Or perhaps you just learned the $15,000 yearly bonus you were counting on isn't likely to materialize. Bummer.
So, hence the passive career search for new positions....the terrifc offer....and impending resignation where your boss says, "Tell me what's wrong here, and I'll fix it. But you have to promise to stay. And by the way, here's more money."
Perhaps you should accept the offer, but that won't rectify all problems. Think about your reasons for wanting to leave in the first place. Let's review the situation and consider the following worst-case scenarios that might play out if you decide to stay with your employer.
You're action can change the culture of your organization.
A resignation is the business equivalent of holding your boss at gunpoint: "Give me what I want, or I'm history." The counter-offer is the equivalent of your boss handing over cash, a promotion, less travel or more time off, and putting your gun back into its holster.
But the incident isn't over. In fact, it may never be. You have upset an apple cart and provoked a panic-buy. Those apples can never be stacked the same way, and everything, including the company's pecking order, is now different. Passive aggression and veiled hostility might arise later from some unexpected sources.
If co-workers hear of your new title and/or perks, a new dynamic will develop. You won't exactly be the most popular guy or gal on campus. However minor your perks, don't underestimate how little it takes to make co-workers angry; inequality within the ranks is lethal. If you decide to stay where you are because it is familiar, you might be surprised. By accepting the counteroffer's perks, that familiar office dynamic will become foreign.
You'll raise the stakes.
Your acceptance of a counteroffer will change expectation levels - both for your boss and for yourself.
After bestowing rewards, it is human nature for your boss to expect more from you. You'll be held to a higher performance standard, which you might also hold yourself because of guilt from stirring up muddy waters. Your every misstep will be scrutinized, and every minor error in judgment will be magnified. In other words, you'll earn every penny of that increased salary and every minute of that family leave time with your blood, sweat and tears.
You won't be trusted.
You're no longer a team player, but someone who, first and foremost, looks out for No. 1. You've already stated in effect, "I don't really want to be here." Because you've broken the loyalty oath and held your employer hostage, you'll be henceforth viewed as less than committed. Your allegiance also will be compromised in your own mind; something about the job just won't feel "right."
Perceived lack of loyalty in addition to co-worker resentment and an employer's feelings of disempowerment could lead to a short-lived position. I've witnessed many workers who've happily accepted counter-offers in winter only to leave by the next summer. Unfortunately, upon leaving this upheaval, the employee no longer will receive a good solid reference. S/he more than likely will receive a two-word negative response, if any.
Accepting a counter-offer isn't always a bad decision, but as a professional recruiter, I'd be remiss if I didn't urge a very close look at the possible pitfalls. My ultimate goal is seeing candidates happy and successful in permanent placements, whatever and wherever those might be. So I'd also encourage a talk with the boss before you start shopping around, rather than after. Address your misgivings and dissatisfactions early; give him a fair chance to rectify them. It's quite possible that nothing will change - but be assured that you haven't wasted your time.
You've called the boss' attention to the situation in an honest, straightforward way. You've acted with integrity while gaining the assurance of knowing how much you're truly valued - without jeopardizing your career, your economic stability or your positive relationships with peers. And without pulling out the verbal equivalent of an Uzi.
What's more, if you ultimately decide to leave the company for a warmer climate, your boss will be able to accept this and not be suprised.
Tuesday, May 04, 2010
Leadership Tips brought to you by the letter, "H"
THE FOUR H's OF LEADERSHIP
HOPE
Research by Harvard Business School shows that people want to see progress rather than receive recognition; they want to see they're making a difference and get a sense that things are getting better. The good news is leaders don't have to go too far to find hope in 2010. There is no doubt that the economy and general employment conditions are getting better so there is still plenty of reason for optimism and hope.
HUMANITY
This is best reflected in a company's CSR. It's about connecting with the community -whether through charity, demonstrating conscionable corporate governance, or using influence in a positive way. The corporate world is very powerful and its leaders need to recognise they can create positive outcomes for their employees outside of work. Afer all, companies are comprised of people and we all have a desire to better the lives of those around us.
HUMILITY
Humility means not being a celebrity leader and remembering what it's like to walk alongside your staff. If you sit in boardrooms all day you'll lose touch with your employees - the key is to never stray too far away from the shop floor. Some of the best-performing and more enduring companies have self-effacing leaders who are able to look in the mirror when things go wrong. They can take a good look at themselves, their decisions and their methods, analyse the situation, and look at how they can make a difference.
HUMOUR
Never lose the ability to have a good laugh at yourself. Leaders who relax and enjoy being at work put their staff at ease. Given we spend so much time at work, we should enjoy what we're doing. Laughter is particularly important for leaders because its effects cascade through the organisation. It's well documented that a happy employee is a productive employee.
[Source: Human Capital, issue 8.4]
HOPE
Research by Harvard Business School shows that people want to see progress rather than receive recognition; they want to see they're making a difference and get a sense that things are getting better. The good news is leaders don't have to go too far to find hope in 2010. There is no doubt that the economy and general employment conditions are getting better so there is still plenty of reason for optimism and hope.
HUMANITY
This is best reflected in a company's CSR. It's about connecting with the community -whether through charity, demonstrating conscionable corporate governance, or using influence in a positive way. The corporate world is very powerful and its leaders need to recognise they can create positive outcomes for their employees outside of work. Afer all, companies are comprised of people and we all have a desire to better the lives of those around us.
HUMILITY
Humility means not being a celebrity leader and remembering what it's like to walk alongside your staff. If you sit in boardrooms all day you'll lose touch with your employees - the key is to never stray too far away from the shop floor. Some of the best-performing and more enduring companies have self-effacing leaders who are able to look in the mirror when things go wrong. They can take a good look at themselves, their decisions and their methods, analyse the situation, and look at how they can make a difference.
HUMOUR
Never lose the ability to have a good laugh at yourself. Leaders who relax and enjoy being at work put their staff at ease. Given we spend so much time at work, we should enjoy what we're doing. Laughter is particularly important for leaders because its effects cascade through the organisation. It's well documented that a happy employee is a productive employee.
[Source: Human Capital, issue 8.4]
Wednesday, March 24, 2010
The Knowledge Drain in Your Company
Each company I recruit for recognizes that knowledge is the key element in hiring a new employee. Knowledge about the company, how to perform their role, how to attract and please their customers, how to deal with staf issues - all part of what they look for in a new hire and a successful long-term employee.
It is precisely knowledge that companies pay for in valued employees, whether it be in paying top salary for someone who knows what their doing, knows the industry, knows the community and market, or in paying to train them to know the company's culture, policies, procedures that set them apart from the competition. It's all about knowledge and we entrust that knowledge in our employees - but how does the increasing mobility of the work force and impending baby boomer retirements drain your company of its most tangible asset?
"We are facing a severe and pervasive problem and almost no one seems to be doing anything about it," said Beazley, a former professor at George Washington University and now chairman of the Strategic Leadership Group in Arlington, Va.
Beazley cautions that the Information Age relies on the transfer of knowledge, which now is being done haphazardly.
"`How do I keep knowledge in my business?' should be the question every manager asks today," he said. "It's never been as important."
In the Information Age, knowledge is power. And transferring that knowledge from worker to worker is the key to success. This is an argument he spells out in his new book "Continuity Management," written with co-authors Jeremiah Boenisch and David Harden.
"You have to remember that we have switched very rapidly from the Industrial Age to the Information Age," Beazley says. "The knowledge of the company is not in its database, but in the heads of its employees. It is loaned to the company and goes home with the employees. We are just starting to grapple with that. It is not something we needed to worry about 30 years ago."
In the Industrial Age, you replaced a body with a body. The Information Age requires the hiring of one mind to replace another. The task is simply not as easy.
"Everything has shifted," he said. "It is no longer a badge of honor to stay with a company. In fact, it is held against you. These forces are occurring, but we haven't done anything to assure that knowledge is retained within our companies when people leave."
The intensity of these forces has stunned executives, Beazley said.
"I think it is so shocking that they are in denial," he said. "They want to put off dealing with it because they can't quite believe it is really happening. But it is."
If there is an alarm buzzer, executives seem to be hitting the snooze button.
"The point is that if you let employees leave today or you terminate them, it's not a cost savings," Beazley said. "It is a disposal of assets. If you can't retain knowledge, you can't be a learning organization.
"The phrase we keep hearing today is to `work smarter.' How do you work smarter? You do it with knowledge. You can't allow knowledge to escape from your organization."
Downsizing and the increasing use of temporary and contract employees should be enough to guarantee that a mobile work force is certain in the future. At the same time, flattened organizational structures mean each company has more decision-makers working for it.
The question becomes: What will executives do to ensure that what those employees know is transferred to others before the learning curve has to be repeated?
Beazley is the first to admit that his concerns should be self-evident.
"It's so obvious that we expect people to be doing it. When people hear about this, they look at me like everyone already knows this. But when I ask them what their company is doing about it, the answer is always, `Nothing.'"
That's the wrong answer.
[Source:Michael Kinsman. "Career: When employees hit exits, knowledge leaves." The Sun - Plainfield (IL). 2002.]
It is precisely knowledge that companies pay for in valued employees, whether it be in paying top salary for someone who knows what their doing, knows the industry, knows the community and market, or in paying to train them to know the company's culture, policies, procedures that set them apart from the competition. It's all about knowledge and we entrust that knowledge in our employees - but how does the increasing mobility of the work force and impending baby boomer retirements drain your company of its most tangible asset?
"We are facing a severe and pervasive problem and almost no one seems to be doing anything about it," said Beazley, a former professor at George Washington University and now chairman of the Strategic Leadership Group in Arlington, Va.
Beazley cautions that the Information Age relies on the transfer of knowledge, which now is being done haphazardly.
"`How do I keep knowledge in my business?' should be the question every manager asks today," he said. "It's never been as important."
In the Information Age, knowledge is power. And transferring that knowledge from worker to worker is the key to success. This is an argument he spells out in his new book "Continuity Management," written with co-authors Jeremiah Boenisch and David Harden.
"You have to remember that we have switched very rapidly from the Industrial Age to the Information Age," Beazley says. "The knowledge of the company is not in its database, but in the heads of its employees. It is loaned to the company and goes home with the employees. We are just starting to grapple with that. It is not something we needed to worry about 30 years ago."
In the Industrial Age, you replaced a body with a body. The Information Age requires the hiring of one mind to replace another. The task is simply not as easy.
"Everything has shifted," he said. "It is no longer a badge of honor to stay with a company. In fact, it is held against you. These forces are occurring, but we haven't done anything to assure that knowledge is retained within our companies when people leave."
The intensity of these forces has stunned executives, Beazley said.
"I think it is so shocking that they are in denial," he said. "They want to put off dealing with it because they can't quite believe it is really happening. But it is."
If there is an alarm buzzer, executives seem to be hitting the snooze button.
"The point is that if you let employees leave today or you terminate them, it's not a cost savings," Beazley said. "It is a disposal of assets. If you can't retain knowledge, you can't be a learning organization.
"The phrase we keep hearing today is to `work smarter.' How do you work smarter? You do it with knowledge. You can't allow knowledge to escape from your organization."
Downsizing and the increasing use of temporary and contract employees should be enough to guarantee that a mobile work force is certain in the future. At the same time, flattened organizational structures mean each company has more decision-makers working for it.
The question becomes: What will executives do to ensure that what those employees know is transferred to others before the learning curve has to be repeated?
Beazley is the first to admit that his concerns should be self-evident.
"It's so obvious that we expect people to be doing it. When people hear about this, they look at me like everyone already knows this. But when I ask them what their company is doing about it, the answer is always, `Nothing.'"
That's the wrong answer.
[Source:Michael Kinsman. "Career: When employees hit exits, knowledge leaves." The Sun - Plainfield (IL). 2002.]
Wednesday, March 17, 2010
Frugal Ideas to Manage in a Struggling Economy
In a difficult economy, many companies look at a wide spectrum of options to reduce labour costs. This is no different in the hospitality industry over the past year and a half where we've seen managers and front line staff laid off, hours cut for entry level workers, and increased demand on the remaining management and team that is asked to cope with less, and do more, in lieu of the struggling economy.
In order to retain these people that we rely on to manage at this time, look to some ideas provided by the Families and Work Institute(FWI). These frugal tips may help save your organization money while also creating a positive work environment that will encourage staff loyalty and peak performance:
1. Giving head office employees four Fridays off in the summer in lieu of raises the organization cannot afford.
2. Providing employees with information to better manage their own finances.
3. Allowing head office employees to work at home one to two days a week to save on commuting costs in response to fluctuating gas prices.
4. Creating funds to support their own employees or others in the community who are suffering during the recession.
5. Giving employees the option to take unlimited, unpaid personal time off during the downturn, while keeping full medical benefits and the right to return to their jobs.
6. Allowing employees greater scheduling flexibility if their spouse has lost a job or seen their hours reduced and the family needs to make changes.
7. Creating flex-year and flex-career programs.
8. Creating workflow coordinators to monitor overwork and creating wellness scorecards to promote wellness.
9. Providing a coach for new parents.
"In many ways, the recession has led increasing numbers of employers to improve their workplaces so that they work for the employer and the employees during these difficult times," said Ellen Gallinsky, president and co-founder of FWI.
[Source: Human Resources Leader, 29 September 2009]
In order to retain these people that we rely on to manage at this time, look to some ideas provided by the Families and Work Institute(FWI). These frugal tips may help save your organization money while also creating a positive work environment that will encourage staff loyalty and peak performance:
1. Giving head office employees four Fridays off in the summer in lieu of raises the organization cannot afford.
2. Providing employees with information to better manage their own finances.
3. Allowing head office employees to work at home one to two days a week to save on commuting costs in response to fluctuating gas prices.
4. Creating funds to support their own employees or others in the community who are suffering during the recession.
5. Giving employees the option to take unlimited, unpaid personal time off during the downturn, while keeping full medical benefits and the right to return to their jobs.
6. Allowing employees greater scheduling flexibility if their spouse has lost a job or seen their hours reduced and the family needs to make changes.
7. Creating flex-year and flex-career programs.
8. Creating workflow coordinators to monitor overwork and creating wellness scorecards to promote wellness.
9. Providing a coach for new parents.
"In many ways, the recession has led increasing numbers of employers to improve their workplaces so that they work for the employer and the employees during these difficult times," said Ellen Gallinsky, president and co-founder of FWI.
[Source: Human Resources Leader, 29 September 2009]
Tuesday, March 09, 2010
Boom Workers
Job Interviews for the Baby Boomer Generation
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
Saturday, February 20, 2010
All candidates registered with Target Professionals prior to 2009 and those interested in registering to source new hospitaity management careers in Canada.
Please print and complete the following 2 page hospitaity job update.
This form is intended for all hospitality management positions such as Hotel General Manager, Front Office Manager, Restaurant General Manager, QSR General Manager, Resort General Manager, Assistant Manager, Housekeeping Manager, Club Manager, etc.
Please print and complete the following 2 page hospitaity job update.
This form is intended for all hospitality management positions such as Hotel General Manager, Front Office Manager, Restaurant General Manager, QSR General Manager, Resort General Manager, Assistant Manager, Housekeeping Manager, Club Manager, etc.
Saturday, February 06, 2010
Bedroom Communites and Your Restaurant
Apparently, bedroom communities will continue to sleep well, so to speak. According to a study by research company, Mintel, the under 34 crowd rank a restaurant's proximity to their workplace, not their home, as very important/important when selecting where to dine (62 percent of 25 – 34 year olds and 55 percent of 18 – 24 year olds, versus 41 percent of all respondents).
Its new report suggests that in the current economic conditions value has become the mantra of many contemporary diners. However, convenience still resonates with the out-to-eat crowd,as well as extended hours (ie: late-night)and speed of service, especially for those under age 34.
"Though value remains important to diners in this economy, our survey reveals convenience may be equally as important," said Chris Haack, senior analyst at Mintel. "Young adults and young families, especially, are pressed for time, making restaurants an easy and often necessary solution for meals. As foodservice establishments struggle for revenue, improving convenience may help them get diners in the door."
The report also' points out these consumers' attitudes toward delivery and takeout, including:
* Forty-three percent of respondents say they've cut spending on delivery and takeout this year.
*Approximately one in six 18 – 34 year olds say they're spending more on these convenient services compared to 2008.
* In the past three months, 18 – 34 year olds were twice as likely as the general population to have ordered delivery.
* Approximately 30 percent of them picked up food from a restaurant, compared to 20 percent of all respondents.
Restaurants make mealtime easier, especially for 25 to 34 year olds, many of who work full-time or have young children. Nearly half (49 percent) say they dine at casual restaurants because they’re too tired to cook, while 40 percent do so because they have no time to prepare a meal. (This compares to 40 percent and 30 percent of all respondents, respectively.)
But special occasions, food quality and socialization remain top reasons that younger adults go to restaurants. “Restaurant usage is truly integrated into the lifestyles of adults under age 34. Many people value the fact that they can get quality food with minimal effort at a restaurant. As a bonus, they can spend that meal time with friends or family,” said Haack.
Its new report suggests that in the current economic conditions value has become the mantra of many contemporary diners. However, convenience still resonates with the out-to-eat crowd,as well as extended hours (ie: late-night)and speed of service, especially for those under age 34.
"Though value remains important to diners in this economy, our survey reveals convenience may be equally as important," said Chris Haack, senior analyst at Mintel. "Young adults and young families, especially, are pressed for time, making restaurants an easy and often necessary solution for meals. As foodservice establishments struggle for revenue, improving convenience may help them get diners in the door."
The report also' points out these consumers' attitudes toward delivery and takeout, including:
* Forty-three percent of respondents say they've cut spending on delivery and takeout this year.
*Approximately one in six 18 – 34 year olds say they're spending more on these convenient services compared to 2008.
* In the past three months, 18 – 34 year olds were twice as likely as the general population to have ordered delivery.
* Approximately 30 percent of them picked up food from a restaurant, compared to 20 percent of all respondents.
Restaurants make mealtime easier, especially for 25 to 34 year olds, many of who work full-time or have young children. Nearly half (49 percent) say they dine at casual restaurants because they’re too tired to cook, while 40 percent do so because they have no time to prepare a meal. (This compares to 40 percent and 30 percent of all respondents, respectively.)
But special occasions, food quality and socialization remain top reasons that younger adults go to restaurants. “Restaurant usage is truly integrated into the lifestyles of adults under age 34. Many people value the fact that they can get quality food with minimal effort at a restaurant. As a bonus, they can spend that meal time with friends or family,” said Haack.
Wednesday, February 03, 2010
"Food Fast" Trend - A Customer's Perspective
Although single restaurant operators and large corporate chains may have a distint definition of their business segment, from a customer's point of view, the restaurant industry is no longer divided into clear-cut segments. With the increasing growth of the fast-casual concept, and the addition of curbside service to full-service restaurants, a dual concept has emerged: food fast.
Customers now perceive the traditional fast food and "food fast," options on par and expect meals served quickly with flavor, quality and ambiance.
Consumers, who once defined "fast food" as quick-service, drive-thru restaurants and convenience stores, now include other restaurants segments in that definition. A significant percentage of consumers (41 percent) are reporting that their idea of places offering "fast food" has expanded to include fast casual restaurants such as Panera Bread and full-service restaurants offering carryout and curbside service, according to Technomic Inc.
Keep these findings in mind:
* Nearly half of consumers (49 percent) say they eat at fast food restaurants at least once a week; about one fifth of consumers said the same for fast casual (16 percent) and full-service (20 percent) restaurants.
* One out of four consumers (24 percent) say they’ve increased their visits to fast food restaurants in the past year, higher than for any other restaurant segment
* Roughly half of consumers (52 percent) say that a fast food meal should be delivered within five minutes; consumers are willing to wait somewhat longer for items they perceive as "food fast."
* About a third of consumers say they would like to see dedicated take-out areas at fast food (32 percent) and fast casual (33 percent) restaurants.
* Efficient ordering and carryout options at full-service restaurants have strong appeal. Call-ahead ordering for pickup, separate take-out stations, and curbside service interest 40 percent, 37 percent and 31 percent of consumers, respectively.
(The Status and Future of Fast Foods: Consumer Trend Report is based on data from a November 2009 survey of 2,000 consumers. The report integrates industry data from the Top 500 U.S. restaurant chains, select secondary sources and menu analysis from Technomic's MenuMonitor database. Appendices include menu and concept profiles of 10 innovative food-fast concepts, and comprehensive demographic breakdowns for fast food and fast casual restaurant user groups and consumer clusters.)
Customers now perceive the traditional fast food and "food fast," options on par and expect meals served quickly with flavor, quality and ambiance.
Consumers, who once defined "fast food" as quick-service, drive-thru restaurants and convenience stores, now include other restaurants segments in that definition. A significant percentage of consumers (41 percent) are reporting that their idea of places offering "fast food" has expanded to include fast casual restaurants such as Panera Bread and full-service restaurants offering carryout and curbside service, according to Technomic Inc.
Keep these findings in mind:
* Nearly half of consumers (49 percent) say they eat at fast food restaurants at least once a week; about one fifth of consumers said the same for fast casual (16 percent) and full-service (20 percent) restaurants.
* One out of four consumers (24 percent) say they’ve increased their visits to fast food restaurants in the past year, higher than for any other restaurant segment
* Roughly half of consumers (52 percent) say that a fast food meal should be delivered within five minutes; consumers are willing to wait somewhat longer for items they perceive as "food fast."
* About a third of consumers say they would like to see dedicated take-out areas at fast food (32 percent) and fast casual (33 percent) restaurants.
* Efficient ordering and carryout options at full-service restaurants have strong appeal. Call-ahead ordering for pickup, separate take-out stations, and curbside service interest 40 percent, 37 percent and 31 percent of consumers, respectively.
(The Status and Future of Fast Foods: Consumer Trend Report is based on data from a November 2009 survey of 2,000 consumers. The report integrates industry data from the Top 500 U.S. restaurant chains, select secondary sources and menu analysis from Technomic's MenuMonitor database. Appendices include menu and concept profiles of 10 innovative food-fast concepts, and comprehensive demographic breakdowns for fast food and fast casual restaurant user groups and consumer clusters.)
Tuesday, February 02, 2010
Worry About Your Income No Longer......
At long last, the news we've been waiting for. Time to put in your notice and book your ticket to Sun and Fun! A new study published in the Journal of Epidemiology and Community Health shows that you needent worry about YOUR income and education.....just marry well! The study suggests that the education and income level of your spouse are very important indicators of your mortality, independent of your own education and income level.
According to this study, men married to well-educated women had longer lifespans, all else equal. The researchers suggest that the cause of this might be related to the sharing of information that occurs in close relationships. Well-educated people tend to be better able to take advantage of knowledge about healthy behaviors.
And the critical indicator for a wife's longevity? Her husband's income level or social class.
So if you want to live longer, marry a smart woman or a wealthy man!
According to this study, men married to well-educated women had longer lifespans, all else equal. The researchers suggest that the cause of this might be related to the sharing of information that occurs in close relationships. Well-educated people tend to be better able to take advantage of knowledge about healthy behaviors.
And the critical indicator for a wife's longevity? Her husband's income level or social class.
So if you want to live longer, marry a smart woman or a wealthy man!
Tuesday, January 26, 2010
Playing Fair - Employee Conflicts
For a manager, maintaining objectivity can be the hardest part of conflict resolution.
Here are some simple ways to overcome your own personal bias to assess the issue at hand and deal with it most effectively:
1. Use as many sources of data as you can gather and make sure you get all the facts. Focus on root causes rather than peripheral behaviours.
2. Don't take one person's version of the situation as fact, usually two or more perspectives will need to be taken into consideration.
3. Since the majority of workplace conflict stems from miscommunication, engage active listening skills to ensure each fact is completely understood before moving to the next.
4. Some issues have a long gestation period, so remember that the most obvious cause may not be the root cause.
5. Recognize differences between those involved, and isolate any existing prejudices or stereotypes at play.
6. Avoid getting caught up in the blame game. Your objective should be to achieve a mutually beneficial result for all involved.
7. Separate any performance issues from the conflict issue. Acknowledge any bias towards high-performing employees.
8. If you are unable to separate yourself from the issue, seek advice or assistance from a neutral third party.
Here are some simple ways to overcome your own personal bias to assess the issue at hand and deal with it most effectively:
1. Use as many sources of data as you can gather and make sure you get all the facts. Focus on root causes rather than peripheral behaviours.
2. Don't take one person's version of the situation as fact, usually two or more perspectives will need to be taken into consideration.
3. Since the majority of workplace conflict stems from miscommunication, engage active listening skills to ensure each fact is completely understood before moving to the next.
4. Some issues have a long gestation period, so remember that the most obvious cause may not be the root cause.
5. Recognize differences between those involved, and isolate any existing prejudices or stereotypes at play.
6. Avoid getting caught up in the blame game. Your objective should be to achieve a mutually beneficial result for all involved.
7. Separate any performance issues from the conflict issue. Acknowledge any bias towards high-performing employees.
8. If you are unable to separate yourself from the issue, seek advice or assistance from a neutral third party.
Tuesday, January 19, 2010
Innervate Your Team
Top Tips: Three Keys to Innervate Your Team
Q: How can I get my team to follow my lead, rather than just nod in agreement?
A: Your team wants to know why they should follow your lead? Don't tell them; show them, by focusing on the essential, not the merely important. The three keys to innovative leadership, according to G. Michael Maddock and Ralph Louis Viton in a recent BusinessWeek article, are:
1. Focus on the essentials:
Great leaders focus on the essential rather than the important. It's easy to spend your time on the important, but doing so isn't really going to inspire anyone.
2. Stay above the drama:
Recessions/transitions/restructurings are by definition temporary. Understanding that is key to your ability to focus on the desired outcome and the kind of organisation you want to build.
3. Lean into adversity and find opportunities:
Adversity isn't going to end just because the recession does. There will always be a competitor who does the unexpected, or an environmental event you couldn't anticipate. Or, for example, a situation like that financing you were absolutely certain was locked in, suddenly isn't.
Q: How can I get my team to follow my lead, rather than just nod in agreement?
A: Your team wants to know why they should follow your lead? Don't tell them; show them, by focusing on the essential, not the merely important. The three keys to innovative leadership, according to G. Michael Maddock and Ralph Louis Viton in a recent BusinessWeek article, are:
1. Focus on the essentials:
Great leaders focus on the essential rather than the important. It's easy to spend your time on the important, but doing so isn't really going to inspire anyone.
2. Stay above the drama:
Recessions/transitions/restructurings are by definition temporary. Understanding that is key to your ability to focus on the desired outcome and the kind of organisation you want to build.
3. Lean into adversity and find opportunities:
Adversity isn't going to end just because the recession does. There will always be a competitor who does the unexpected, or an environmental event you couldn't anticipate. Or, for example, a situation like that financing you were absolutely certain was locked in, suddenly isn't.
Tuesday, January 12, 2010
Resume Blunders
From screening job applications to conducting interviews, hiring practices have undergone a dramatic transformation over the past decade. Despite all the changes, common resume blunders continue to plague job search practices at all levels. This article attempts to overcome some of these errors.
#1: It's all about the number of pages
The one-page rule is probably the most common myth about a resume. Candidates, even senior executives, use microscopic fonts, leave off important information, use 0.1 inch margins, and resort to a myriad of unhealthy practices -- all in an attempt to restrict their resume to just one page.
Many well-meaning college counsellors advise their students to be concise and limit their resume to one page. That was important when you were a student with little or no experience, but why subscribe to the same wisdom after rising to the ranks of upper manaegment or a senior executive role?
There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their resumes to four or five pages, they will probably be considered for higher-paying positions. What? Will someone offer me $250,000 simply because my resume is ten pages and redundant to the point of boredom?
Content rules. The quality of experience should influence the length of the resume, not hearsay. If you have held only one job, then don’t try to create a five-page resume, but if your background merits a lengthier resume then don’t use eight point fonts in a desperate attempt to fit everything on one page.
If you are too concerned about the length of your resume, consider creating a one- or two-page resume with additional pages serving as an appendix or addendum.
#2: Make up that degree - no one will know
Lying on a resume is the worst mistake a candidate can make. Even if you pass the background check (very unlikely considering how sophisticated background checks have become), a savvy employer will discover the deception within days, if not sooner.
Apart from the legal ramifications, we live in a professional world that is influenced by social media. At the touch of a button, HR managers across the country can discuss their experiences. Maintaining a good reputation is more important than ever.
#3: Your resume must have an objective
“Seeking a position that will be beneficial and mutually rewarding … and will make use of my experience and education ....” If that is your idea of an objective, don’t bother using one. Every inch of resume space is precious. Don’t waste it on generic information that can be found on almost every other resume. Every word, every character that appears on your resume must position you as the perfect candidate for the job.
In place of objectives, use what many experts call “branding statements” or “headers”. The concept can be explained with the help of an example.
In the case of a clinical researcher, for example, a generic objective would be as follows:
“Seeking a mutually beneficial position that will make use of my 10+ years’ experience in hotel management.”
An improvement would be:
Hotel Manager with Hospitality Degree and 10+ Years’ Professional Excellence
Worked with top two global hotel chains. Leveraged hospitality expertise to manage three multi-billion dollar projects from ground 0 to financial growth.
The generic example does almost nothing to position the candidate but the refined version, in addition to serving as an objective, brings out three to four prominent strengths and an overall value proposition.
Whether you decide to use an objective or a positioning statement, refrain from presenting generic arguments.
#4: Your references must be listed on the resume itself
Normally, a separate page is used as a reference sheet. This not only protects the privacy of your references (imagine posting their contact information on every job board), but also makes the screening professional’s job a little easier.
#5: I can use the same resume for multiple job targets
If your current resume focuses on your hotel housekeeping background, please don’t send the same resume for marketing positions. It is understandable that you may qualify for multiple positions or be interested in pursuing alternate careers. If so, try to create a customized resume for each job target.
When it comes to a resume, never follow the “one size fits all” approach.
#1: It's all about the number of pages
The one-page rule is probably the most common myth about a resume. Candidates, even senior executives, use microscopic fonts, leave off important information, use 0.1 inch margins, and resort to a myriad of unhealthy practices -- all in an attempt to restrict their resume to just one page.
Many well-meaning college counsellors advise their students to be concise and limit their resume to one page. That was important when you were a student with little or no experience, but why subscribe to the same wisdom after rising to the ranks of upper manaegment or a senior executive role?
There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their resumes to four or five pages, they will probably be considered for higher-paying positions. What? Will someone offer me $250,000 simply because my resume is ten pages and redundant to the point of boredom?
Content rules. The quality of experience should influence the length of the resume, not hearsay. If you have held only one job, then don’t try to create a five-page resume, but if your background merits a lengthier resume then don’t use eight point fonts in a desperate attempt to fit everything on one page.
If you are too concerned about the length of your resume, consider creating a one- or two-page resume with additional pages serving as an appendix or addendum.
#2: Make up that degree - no one will know
Lying on a resume is the worst mistake a candidate can make. Even if you pass the background check (very unlikely considering how sophisticated background checks have become), a savvy employer will discover the deception within days, if not sooner.
Apart from the legal ramifications, we live in a professional world that is influenced by social media. At the touch of a button, HR managers across the country can discuss their experiences. Maintaining a good reputation is more important than ever.
#3: Your resume must have an objective
“Seeking a position that will be beneficial and mutually rewarding … and will make use of my experience and education ....” If that is your idea of an objective, don’t bother using one. Every inch of resume space is precious. Don’t waste it on generic information that can be found on almost every other resume. Every word, every character that appears on your resume must position you as the perfect candidate for the job.
In place of objectives, use what many experts call “branding statements” or “headers”. The concept can be explained with the help of an example.
In the case of a clinical researcher, for example, a generic objective would be as follows:
“Seeking a mutually beneficial position that will make use of my 10+ years’ experience in hotel management.”
An improvement would be:
Hotel Manager with Hospitality Degree and 10+ Years’ Professional Excellence
Worked with top two global hotel chains. Leveraged hospitality expertise to manage three multi-billion dollar projects from ground 0 to financial growth.
The generic example does almost nothing to position the candidate but the refined version, in addition to serving as an objective, brings out three to four prominent strengths and an overall value proposition.
Whether you decide to use an objective or a positioning statement, refrain from presenting generic arguments.
#4: Your references must be listed on the resume itself
Normally, a separate page is used as a reference sheet. This not only protects the privacy of your references (imagine posting their contact information on every job board), but also makes the screening professional’s job a little easier.
#5: I can use the same resume for multiple job targets
If your current resume focuses on your hotel housekeeping background, please don’t send the same resume for marketing positions. It is understandable that you may qualify for multiple positions or be interested in pursuing alternate careers. If so, try to create a customized resume for each job target.
When it comes to a resume, never follow the “one size fits all” approach.
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