It's good to be in the Prairie's right now as Saskatoon, Calgary, Edmonton and Regina are poised to lead in growth and prosperity over the next couple of years, according to The Conference Board of Canada posted in The Canadian Press yesterday.
As a recruiter in the hospitality industry, I have seen an influx of applications from the mid and eastcoast for positions in the West in the last couple of years. This is really a significant change considering that heading to Ontario has long been the rallying call to highschool grads in many provinces, including Nova Scotia where my roots lead back. It's been a bit of an identity shock to Ontarians adjusting to a tough labour market and looking West. The Outlook suggest Toronto's growth and prosperity will be tied in 5th place with Regina! But, are job seekers ready to look to Saskatchewan as the booming province? It's another adjustment.
In this volatile economy, adjusting to change is a must. So, many will be getting out their dusty globes to discover where Saskatoon and Regina are located and struggling over the spelling of Sa-skatch-e-wan.
The Conference Board says western cities are benefitting from resource riches and attracting migrants, boding well for housing and consumer spending.
Edmonton created almost 40,000 new jobs last year alone, the think-tank says.
"In spite of global economic turmoil, high prices for agricultural products, minerals and oil are likely to continue," said Mario Lefebvre, director of municipal studies for the Conference Board.
"Canada's Prairie cities will reap the benefits of this global demand for commodities."
Central Canadian cities won't do nearly as well with manufacturing continuing to struggle amid the global slowdown, and government cutbacks weighing on growth domestically.
The top 10 cities in terms of expected growth for 2012 are:
Saskatoon, 4.0 per cent
Calgary, 3.6 per cent
Edmonton, 3.4 per cent
Regina, 2.9 per cent
Oshawa, Ont., 2.7 per cent
Toronto, Trois-Rivieres, Vancouver, 2.6 per cent
Kitchener-Cambridge-Waterloo, Windsor, 2.5 per cent
Showing posts with label restaurant jobs. Show all posts
Showing posts with label restaurant jobs. Show all posts
Thursday, January 12, 2012
Thursday, June 09, 2011
Hospitality Staff Turn-Over and Finger Pointing
If you're particular hotel, restaurant, or region is having high turn-over, you might want to think twice before blaming your in-house HR team or friendly neighbourhood recruiter! According to workplace management expert; Tony Wilson, 90% of staff leave because of poor managers, not their jobs.
“When an employee resigns, many managers point their finger at the reasons beyond their immediate control. In most cases they should point it straight at themselves”, he said. According to Wilson, the single biggest issue which drives an employee to resign is not the job, salary, workplace environment or the company. Instead it is the quality of their relationship between employees and their direct managers.
In Wilson's book, "Jack and the Team that Couldn’t See", he suggests that most mangers spend too much time on operations, systems, strategy, products and services. “While these are important pieces in the performance puzzle, they spend relatively little time developing their people - their greatest competitive advantage”, he said.
In the largest survey of its kind, global research organization Gallup surveyed over a million employees and 80,000 managers to examine why employees stay or leave. The research found the immediate boss is the primary reason people stay and thrive in an organization, and is also the main reason people leave. Recent research from Indian University also examined employees across different work sectors and found that a worker’s relationship with their boss is nearly equal in importance to their relationship with their spouse when it comes to overall well-being.
How workers feel about their managers even affects physical health. A study of hospital workers conducted by Chilterns University College in the UK found that nurses working for hospital supervisors with poor management styles had significantly higher blood pressure than nurses working for bosses judged as understanding and considerate. As a result, the nurses with bad bosses had a roughly 20% higher risk of heart disease.
Being a good manager may seem a simple concept, but it poses a challenge when we recognize that most managers are promoted according to their ability to do a job well, not on how well they can build a team and get the best out of people.
“This probably wasn’t a consideration in any job prior to being a leader. Almost always, a manager is expected to easily transition without the necessary support and skill development”, said Wilson. “Despite the challenges, every manager needs to face the truth about how vital their relationship with their staff is. They must spend time developing their ability to lead and engage people. Get it wrong and staff will walk”, he added.
To avoid staff walking, better to drop the finger pointing game and tap into all your resources; HR, recruiter, managers, to face the challenge of proactively managing staff.
[Source: article by Lesley Horsburg, Recruitment Extra, October 2010]
“When an employee resigns, many managers point their finger at the reasons beyond their immediate control. In most cases they should point it straight at themselves”, he said. According to Wilson, the single biggest issue which drives an employee to resign is not the job, salary, workplace environment or the company. Instead it is the quality of their relationship between employees and their direct managers.
In Wilson's book, "Jack and the Team that Couldn’t See", he suggests that most mangers spend too much time on operations, systems, strategy, products and services. “While these are important pieces in the performance puzzle, they spend relatively little time developing their people - their greatest competitive advantage”, he said.
In the largest survey of its kind, global research organization Gallup surveyed over a million employees and 80,000 managers to examine why employees stay or leave. The research found the immediate boss is the primary reason people stay and thrive in an organization, and is also the main reason people leave. Recent research from Indian University also examined employees across different work sectors and found that a worker’s relationship with their boss is nearly equal in importance to their relationship with their spouse when it comes to overall well-being.
How workers feel about their managers even affects physical health. A study of hospital workers conducted by Chilterns University College in the UK found that nurses working for hospital supervisors with poor management styles had significantly higher blood pressure than nurses working for bosses judged as understanding and considerate. As a result, the nurses with bad bosses had a roughly 20% higher risk of heart disease.
Being a good manager may seem a simple concept, but it poses a challenge when we recognize that most managers are promoted according to their ability to do a job well, not on how well they can build a team and get the best out of people.
“This probably wasn’t a consideration in any job prior to being a leader. Almost always, a manager is expected to easily transition without the necessary support and skill development”, said Wilson. “Despite the challenges, every manager needs to face the truth about how vital their relationship with their staff is. They must spend time developing their ability to lead and engage people. Get it wrong and staff will walk”, he added.
To avoid staff walking, better to drop the finger pointing game and tap into all your resources; HR, recruiter, managers, to face the challenge of proactively managing staff.
[Source: article by Lesley Horsburg, Recruitment Extra, October 2010]
Thursday, May 12, 2011
Proof Restaurants Hit Hard by BC's HST
I came across this news release by the Canadian Restaurant and Foodservices Association(CRFA) and felt it warranted reprinting here for your information:
FOR IMMEDIATE RELEASE
May 4, 2011
VANCOUVER – Nearly nine in 10 restaurateurs have seen a drop in sales since the introduction of the HST and new drinking-and-driving penalties in British Columbia, according to a province-wide survey by the Canadian Restaurant and Foodservices Association (CRFA).
Overall restaurant sales dropped by an average of 15% in the seven months following the July 2010 introduction of the HST, according to survey respondents. Liquor sales in particular fell by 21% in the four months following the introduction of new blood alcohol content (BAC) regulations in late Sept. 2010.
In the same survey, 68% of B.C. restaurateurs said they will vote against HST as it is currently structured in the upcoming HST referendum.
“For several months these two public policies have stalled any post-recession recovery in British Columbia’s restaurant industry – a recovery that has already taken hold in other provinces,” says Mark von Schellwitz, CRFA Vice President, Western Canada. “The restaurant industry is the fourth-largest private-sector employer in B.C. and contributes to communities all across the province. We urge the government to stop giving British Columbians more reasons to stay home, and work with us to create a better business climate for our members and their customers.”
The CRFA survey finds that:
Nearly nine in 10 (87%) of respondents reported a drop in sales since HST took effect;
The average decrease in sales was 15% between July 2010 and Jan. 2011 compared to the same period a year earlier;
68% of respondents say they will vote against HST as it is currently structured;
88% of licensed restaurant and bar operators said the new .05 drinking and driving penalties resulted in a drop in liquor sales;
Licensees reported an average 21% loss in liquor sales between Oct. 2010 and Jan. 2011 compared to the same period a year earlier;
As a result of the declining sales caused by HST and the new drinking and driving penalties, 72% of respondents said they have cut back on staff hours, 54% are offering more deals and promotions to keep customers, 31% are doing more advertising and marketing, and 20% have reduced their hours of operation.
The CRFA online survey of restaurant owners and operators was conducted between March 23 and March 31, 2011. The findings represent 1,909 B.C. businesses.
FOR IMMEDIATE RELEASE
May 4, 2011
VANCOUVER – Nearly nine in 10 restaurateurs have seen a drop in sales since the introduction of the HST and new drinking-and-driving penalties in British Columbia, according to a province-wide survey by the Canadian Restaurant and Foodservices Association (CRFA).
Overall restaurant sales dropped by an average of 15% in the seven months following the July 2010 introduction of the HST, according to survey respondents. Liquor sales in particular fell by 21% in the four months following the introduction of new blood alcohol content (BAC) regulations in late Sept. 2010.
In the same survey, 68% of B.C. restaurateurs said they will vote against HST as it is currently structured in the upcoming HST referendum.
“For several months these two public policies have stalled any post-recession recovery in British Columbia’s restaurant industry – a recovery that has already taken hold in other provinces,” says Mark von Schellwitz, CRFA Vice President, Western Canada. “The restaurant industry is the fourth-largest private-sector employer in B.C. and contributes to communities all across the province. We urge the government to stop giving British Columbians more reasons to stay home, and work with us to create a better business climate for our members and their customers.”
The CRFA survey finds that:
Nearly nine in 10 (87%) of respondents reported a drop in sales since HST took effect;
The average decrease in sales was 15% between July 2010 and Jan. 2011 compared to the same period a year earlier;
68% of respondents say they will vote against HST as it is currently structured;
88% of licensed restaurant and bar operators said the new .05 drinking and driving penalties resulted in a drop in liquor sales;
Licensees reported an average 21% loss in liquor sales between Oct. 2010 and Jan. 2011 compared to the same period a year earlier;
As a result of the declining sales caused by HST and the new drinking and driving penalties, 72% of respondents said they have cut back on staff hours, 54% are offering more deals and promotions to keep customers, 31% are doing more advertising and marketing, and 20% have reduced their hours of operation.
The CRFA online survey of restaurant owners and operators was conducted between March 23 and March 31, 2011. The findings represent 1,909 B.C. businesses.
Monday, April 11, 2011
Want to Reduce Labour Costs? Series Part 2/3
Reducing Labour Costs: Series: Part 2/3
Our second issue focus is on skills development.
Did you know that a 1% gain in the average literacy/numeracy skill level in Canada would create a permanent increase of 18.4 billion per year in our GDP according to Stats Canada? How could that affect your bottom line?
Of low literacy workers in Canada, 64% are employed in industries such as hotel and restaurants.
+ Apprentice Hiring Incentive
+ SkillsPlus
Both the SkillsPlus and the Apprenticeship programs can support your financial goals if they involve improvinng staff productivity, reducing errors, reducing absenteeism and turnover, improve succession planning, and much more.
The Apprentice Program is 85% work-based training and 15% technical training and your successful staff will earn their certificate or ticket, typically in a 4-year period. A win-win all around.
The SkillsPlus program has been expanded from a focus on small business (under 50 employees) to include medium-sized businesses (under 500 employees). There is a customized program for tourism/hospitality.
Target Professionals Hospitality Recruiting sources management and executive level candidates within Western Canada. Visit us online or call at 604.552.2377 for service information.
Our second issue focus is on skills development.
Did you know that a 1% gain in the average literacy/numeracy skill level in Canada would create a permanent increase of 18.4 billion per year in our GDP according to Stats Canada? How could that affect your bottom line?
Of low literacy workers in Canada, 64% are employed in industries such as hotel and restaurants.
+ Apprentice Hiring Incentive
+ SkillsPlus
Both the SkillsPlus and the Apprenticeship programs can support your financial goals if they involve improvinng staff productivity, reducing errors, reducing absenteeism and turnover, improve succession planning, and much more.
The Apprentice Program is 85% work-based training and 15% technical training and your successful staff will earn their certificate or ticket, typically in a 4-year period. A win-win all around.
The SkillsPlus program has been expanded from a focus on small business (under 50 employees) to include medium-sized businesses (under 500 employees). There is a customized program for tourism/hospitality.
Target Professionals Hospitality Recruiting sources management and executive level candidates within Western Canada. Visit us online or call at 604.552.2377 for service information.
Friday, March 25, 2011
Want to Reduce Labour Costs?
Series: Part 1/3
This is the one cost variable that can be a challenge, and typically a good reason clients seek my help as an hospitality recruiter. The need to carefully monitor and reduce labour costs is especially important in the current economic situation, with increased energy costs, and for BC, we must consider the imminent increase in minimum wage.
This series' focus is youth incentive programs although not exclusively:
+ Youth Skills BC(YSBC) Hiring Incentives or the Skills Link Program
+ Targeted Wage Subsidies for Employers (Nationwide)
The YSBC is a pilot project offering BC employers a $2000 hiring incentive (up to 3 employees at $2000 each) to hire eligible youth between the ages of 15 and 29 and goes further to offer a training allowance of up to $1000 for this new employee.
Skills Link provides funding to hire youth between the ages of 15 and 30 inclusive who are not on Employment Insurance and experiencing barriers to employment; ie: single parents or living in rural locations.
The Targeted Wage Subsidy program provides employers with temporary financial assistance towards wages of eligible individuals whom they hire. The incentive is for employers to hire candidates they may not have hired otherwise without the subsidy.
Target Professionals Hospitality Recruiting sources management and executive level candidates within Western Canada. Visit us online or call at 604.552.2377 for service information.
This is the one cost variable that can be a challenge, and typically a good reason clients seek my help as an hospitality recruiter. The need to carefully monitor and reduce labour costs is especially important in the current economic situation, with increased energy costs, and for BC, we must consider the imminent increase in minimum wage.
This series' focus is youth incentive programs although not exclusively:
+ Youth Skills BC(YSBC) Hiring Incentives or the Skills Link Program
+ Targeted Wage Subsidies for Employers (Nationwide)
The YSBC is a pilot project offering BC employers a $2000 hiring incentive (up to 3 employees at $2000 each) to hire eligible youth between the ages of 15 and 29 and goes further to offer a training allowance of up to $1000 for this new employee.
Skills Link provides funding to hire youth between the ages of 15 and 30 inclusive who are not on Employment Insurance and experiencing barriers to employment; ie: single parents or living in rural locations.
The Targeted Wage Subsidy program provides employers with temporary financial assistance towards wages of eligible individuals whom they hire. The incentive is for employers to hire candidates they may not have hired otherwise without the subsidy.
Target Professionals Hospitality Recruiting sources management and executive level candidates within Western Canada. Visit us online or call at 604.552.2377 for service information.
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.
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.
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!
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]
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.
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]
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, 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.
Saturday, December 05, 2009
Performance Management - The 12 Steps
Implementing a performance management system? Avoid these mistakes!
Companies are adopting performance management systems to help optimise their workforces in this tough economy. Here are some tips on how to do it well - and the traps to avoid ...
Mistake #1: Keeping managers in the dark - communication and training that focuses on the benefits to the manager can help turn resistance and fear into acceptance and excitement.
Mistake #2: Introducing too much change too quickly - focus efforts on a few key outcomes and show success in those areas.
Mistake #3: Creating complex performance review forms - Keep it simple! Approach system configuration with the specific end-user in mind.
Mistake #4: Underestimating change management - dialogue is critical to understanding what could be sabotaging the project, and offers and opportunity for users to take ownership of the process and avoid feeling as though this new way of doing things has been thrust upon them.
Mistake #5: Failing to adequately plan - Get together with peers who have gone through an implementation. Have contingency plans in place for delays, technical issues and end-user resistance.
Mistake #6: Keeping end-users out of the configuration process - allow a representative team of managers and employees to participate in the configuration of the system.
Mistake #7: Failing to ask questions and uncover issues - create a feedback survey and establish a regular forum for suggestions for improvement.
Mistake #8: Not establishing links to business objectives - consistently strive to communicate how the performance management system supports the success of the business.
Mistake #9: Unclear roles and responsibilities - identify everyone in the business who will be needed or affected by the new system.
Mistake #10: Lack of buy-in from senior executives - create a set of reports that show trend data relating to important business metrics.
Mistake #11: Ambiguity about what to measure - Examine your existing job descriptions. Every employee needs to understand the duties and responsibilities of their job and on what basis their performance will be measured.
Mistake #12: Failure to establish a culture of performance - Creating a culture of performance often requires a dramatic shift in the attitude of an organisation towards its employees from one of a 'workforce' to on that values unique contributions, recognises strengths and invests in developing weaknesses, and understanding the value of each individual.
[Source: Human Capital Magazine, Issue 7.9]
Companies are adopting performance management systems to help optimise their workforces in this tough economy. Here are some tips on how to do it well - and the traps to avoid ...
Mistake #1: Keeping managers in the dark - communication and training that focuses on the benefits to the manager can help turn resistance and fear into acceptance and excitement.
Mistake #2: Introducing too much change too quickly - focus efforts on a few key outcomes and show success in those areas.
Mistake #3: Creating complex performance review forms - Keep it simple! Approach system configuration with the specific end-user in mind.
Mistake #4: Underestimating change management - dialogue is critical to understanding what could be sabotaging the project, and offers and opportunity for users to take ownership of the process and avoid feeling as though this new way of doing things has been thrust upon them.
Mistake #5: Failing to adequately plan - Get together with peers who have gone through an implementation. Have contingency plans in place for delays, technical issues and end-user resistance.
Mistake #6: Keeping end-users out of the configuration process - allow a representative team of managers and employees to participate in the configuration of the system.
Mistake #7: Failing to ask questions and uncover issues - create a feedback survey and establish a regular forum for suggestions for improvement.
Mistake #8: Not establishing links to business objectives - consistently strive to communicate how the performance management system supports the success of the business.
Mistake #9: Unclear roles and responsibilities - identify everyone in the business who will be needed or affected by the new system.
Mistake #10: Lack of buy-in from senior executives - create a set of reports that show trend data relating to important business metrics.
Mistake #11: Ambiguity about what to measure - Examine your existing job descriptions. Every employee needs to understand the duties and responsibilities of their job and on what basis their performance will be measured.
Mistake #12: Failure to establish a culture of performance - Creating a culture of performance often requires a dramatic shift in the attitude of an organisation towards its employees from one of a 'workforce' to on that values unique contributions, recognises strengths and invests in developing weaknesses, and understanding the value of each individual.
[Source: Human Capital Magazine, Issue 7.9]
Wednesday, December 02, 2009
Identify Employees' Hidden Talents
When you find an excellent employee, retention is of the upmost importance. Here are a few top tips to keep in mind to reduce turn-over and develop a succession plan to create positive company morale and a positive bottom line.
1. Turn a compliment into an interview. When an employee does an excellent job, don't merely praise her. Pinpoint the strengths of her accomplishment and ask her how she did it - in other words, to share her process. The interview will bring to consciousness - both yours and hers - insights that can be transferred to new tasks.
2. Analyse how people think, not just what they do. Performance assessments rightly focus on the achievement of goals and other measurable markers of success. However, what's often behind such accomplishments is a way of thinking, particular to an individual that made success possible. Describe those habits of mind in the employee's next evaluation.
3. Ask for the reasons behind preferences. Good managers know what their individual employees like to do (what tasks they enjoy, which projects motivate them). Great managers find out why someone has those preferences - i.e., which project characteristics are the root sources of fulfilment.
4. Inquire about people's dreams. "David, if you could be in an entirely different career, what would it be?" If David says he always wanted to be a translator, ask him if he'd like to give working with international clients a whirl. By getting a little taste of his dream in his current position, David is more likely to feel fulfilled than if he keeps treading water - and less likely to get restless and head out to sea.
Treating each employee as an ocean of talent allows you to find troves of precious gems. What hidden treasures have you discovered in your employees? And what jewels of your own have you brought to the surface because a manager cared enough to look for them?
1. Turn a compliment into an interview. When an employee does an excellent job, don't merely praise her. Pinpoint the strengths of her accomplishment and ask her how she did it - in other words, to share her process. The interview will bring to consciousness - both yours and hers - insights that can be transferred to new tasks.
2. Analyse how people think, not just what they do. Performance assessments rightly focus on the achievement of goals and other measurable markers of success. However, what's often behind such accomplishments is a way of thinking, particular to an individual that made success possible. Describe those habits of mind in the employee's next evaluation.
3. Ask for the reasons behind preferences. Good managers know what their individual employees like to do (what tasks they enjoy, which projects motivate them). Great managers find out why someone has those preferences - i.e., which project characteristics are the root sources of fulfilment.
4. Inquire about people's dreams. "David, if you could be in an entirely different career, what would it be?" If David says he always wanted to be a translator, ask him if he'd like to give working with international clients a whirl. By getting a little taste of his dream in his current position, David is more likely to feel fulfilled than if he keeps treading water - and less likely to get restless and head out to sea.
Treating each employee as an ocean of talent allows you to find troves of precious gems. What hidden treasures have you discovered in your employees? And what jewels of your own have you brought to the surface because a manager cared enough to look for them?
Thursday, October 22, 2009
BC Hospitality Tradeshow Invitation
Invite For Associated Clients:
Sponsorship Opportunity and Complimentary Tickets
The BC Hospitality and Industry Exposition will be held November 23rd and 24th at the Vancouver Convention and Exhibition Centre. This is the largest hospitality event for BC, drawing thousands of industry leaders.
As an exhibitor, Target Professionals is offering sponsorship opportunities to our associated clients. With a donation, your company logo and name will be displayed prominently at our "Bean Toss" event. Successful participants will receive donated prizes, such as a complimentary hotel stay, dining certificates, event passes or other promotional items of your choice.
This is an ideal opportunity to promote your company's brand image.
Along with this request, I'd like to extend an invitation to the Tradeshow compliments of Target Professionals! Please respond by October 30th to receive your free tickets and provide a promotional prize.
See you there!
For more information contact me directly: Colleen, Target Professionals, 604.552.2377 or colleen[at]targetprofessionals[dot]com.
Sponsorship Opportunity and Complimentary Tickets
The BC Hospitality and Industry Exposition will be held November 23rd and 24th at the Vancouver Convention and Exhibition Centre. This is the largest hospitality event for BC, drawing thousands of industry leaders.
As an exhibitor, Target Professionals is offering sponsorship opportunities to our associated clients. With a donation, your company logo and name will be displayed prominently at our "Bean Toss" event. Successful participants will receive donated prizes, such as a complimentary hotel stay, dining certificates, event passes or other promotional items of your choice.
This is an ideal opportunity to promote your company's brand image.
Along with this request, I'd like to extend an invitation to the Tradeshow compliments of Target Professionals! Please respond by October 30th to receive your free tickets and provide a promotional prize.
See you there!
For more information contact me directly: Colleen, Target Professionals, 604.552.2377 or colleen[at]targetprofessionals[dot]com.
Tuesday, August 11, 2009
Stressed Out? How it affects your Decisions
How Stress Genders Decision Making
Many people in the hospitality industry arestressed out these days - those looking for work and those holding down the fort with extra hats to wear - are beyond their normal stress levels over the past 6-8 months. I mentioned in a previous article that men in Canada are more affected than women with job loss recently and here's a tip about dealing with stress from male/female perspective.
While it's been documented for some time that men take more risks than women (and, thus, are more likely to die violently or have addictive behaviors), a recent study indicates that this gap widens even further when stress is introduced.
When stress indicators as measured by cortisol levels were higher in women, their decision making was less risky than than their control group. Men, on the other hand, made more risky decisions when stressed than their control group did.
To test decision making under stress, participants' hands were placed in ice water while they performed a gambling game involving blowing up a simulated balloon on a computer screen. Points were accumulated with each pump of the balloon, but each pump also increased the risk of the balloon popping, resulting in a loss of all points.
The lesson here? Try to be aware of your gendered inclinations when you feel stressed out, so that you make the most responsible (men!) or effective (ladies!) decision. Consider what you'd normally do, and come up with a plan of action rather than react unthinkingly.
The bottom line? Don't worry, be happy!
Many people in the hospitality industry arestressed out these days - those looking for work and those holding down the fort with extra hats to wear - are beyond their normal stress levels over the past 6-8 months. I mentioned in a previous article that men in Canada are more affected than women with job loss recently and here's a tip about dealing with stress from male/female perspective.
While it's been documented for some time that men take more risks than women (and, thus, are more likely to die violently or have addictive behaviors), a recent study indicates that this gap widens even further when stress is introduced.
When stress indicators as measured by cortisol levels were higher in women, their decision making was less risky than than their control group. Men, on the other hand, made more risky decisions when stressed than their control group did.
To test decision making under stress, participants' hands were placed in ice water while they performed a gambling game involving blowing up a simulated balloon on a computer screen. Points were accumulated with each pump of the balloon, but each pump also increased the risk of the balloon popping, resulting in a loss of all points.
The lesson here? Try to be aware of your gendered inclinations when you feel stressed out, so that you make the most responsible (men!) or effective (ladies!) decision. Consider what you'd normally do, and come up with a plan of action rather than react unthinkingly.
The bottom line? Don't worry, be happy!
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