Systemize Growing the Staff and Become Great

For a business to grow and flourish, the people in the business need to grow their capabilities to grow with the company. While some people delight in personal growth and are always looking for new challenges, many will linger back and resist efforts to increase their skills. Having a system in place to help staffers become better at their jobs helps the company increase its capabilities for higher levels of performance, higher levels of customer satisfaction, and increased job satisfaction which usually results in better staff retention. Lots of good reasons to work towards having a more capable, happier staff. But you can't do it by wishing.

It takes a system to help people grow and be able to take on new challenges and responsibilities. This system has a number of different components including written policies, manuals, job descriptions, training, mentoring, compensation structure, career path, and performance reviews. Each component supports the others.

Policies and Manuals describe how the work is to be accomplished. Job descriptions outline the responsibilities of the position and the limits of those responsibilities as well as personal goals, quality and time levels, workflow, and how one's work will be evaluated. Training and Mentoring help the jobholder become proficient at carrying out job duties as quickly and expertly as possible. The compensation structure must be competitive and, if extra effort or expertise is to be rewarded, a bonus or commission structure should be included. A Career Path for those who excel will help retain outstanding staff because it holds out the promise of a greater future with the company. Performance Reviews give a structured evaluation of progress being made and sets future expectations for continued growth. Take away any element of this system and there is a gap in understanding the job and speed of learning which becomes a gap in performance that impacts the whole company's performance in terms of customer satisfaction and service.

Work on creating the system. Build it piece by piece. Before long, the system will be rewarding you for the effort by building a better staff which transforms into a better company and then a great company!

By Larry Galler

Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, "Front Lines with Larry Galler" For a free coaching session, email Larry for an appointment - [mailto:Larry@larrygaller.com]Larry@larrygaller.com. Sign up for his free newsletter at http://www.larrygaller.com

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Learn to Embrace Change

There is something about seasons that we must remember: they change. Many of us have already stored away our summer attire and pulled out the light jackets and sweaters. As it is with the seasons so it is in our lives. There's no way around it. We can either resist change and forfeit the newness that life offers or we can embrace change and experience greater blessings and fruitfulness.

Perhaps you're in transition either in your career, family, spiritual life, etc. and you're feeling somewhat fretful. It's important that you understand that fear is a normal emotion for one to experience when stepping into the unfamiliar. We are not always given the luxury of being able to see very far up the road ahead. We're usually only given enough light to take the next step. Quite frankly, in many cases, that's enough! Because sometimes, if we knew in advance the rough terrain we'd have to travel to reach our destination, many of us wouldn't even begin the journey.

I can certainly relate to the fear one can feel in stepping out of one's comfort zone, as I took the step of faith to begin presenting quarterly seminars. "What if nobody shows up?" "What if?, what if, what if?..." These were questions from my fears and doubts. But, because I knew this endeavor was in line with my calling, I forged ahead in spite of my trepidations. I became more committed to my dream than my fears in order to help enrich the lives of others. The fruit was worth the temporary discomfort!

Change is a gift. As uncomfortable as transition may be, change is a necessary cycle for growth in our lives. Without change we'd remain stuck in a state of complacency and frustration. If you're going to live your dreams and become all you were created to be, you're going to have to accept change as the bridge between your present and pre-destined state. When you can't see your way, you must have the inner assurance that your circumstances are being divinely orchestrated.

I haven't always handled the transitions in my life very well. I often found myself stumbling in the direction in which I was being led. I tended to hold on to the familiar longer than I should. At times I've hesitated and need to be "nudged" into the next assignment in my life. Yet, inevitably, it was a peaceful place--a contented state of mind.

With every new challenge there is fear--just know that. Once you conquer your fear in one area and get ready to face a new challenge, you're going to face fear. We should use fear to energize us rather than make us shrink back. You'd be surprised to know that the people you most admire for their great accomplishments, also face fear. But the difference between them and the majority is that they use fear as an adrenaline to push them forward.

Although you might not be able to see very far up the road ahead, your part is to step into the light that has been revealed to you rather than trying to figure out every step of the way. If you're going to get to the next level in your life, you're going to have to walk by faith. Don't allow yourself to get hooked on any one road to get you to your next divine assignment. Just relax and enjoy the journey!

By Rebecca McClain

Rebecca McClain is a certified life and business. She is the founder and president of Life Treasures, LLC. As an entrepreneur, author, speaker and coach she is recognized as an expert in personal and professional success and fulfillment. Visit her website to receive a complimentary download of, "Top Ten Secrets to Having the Life You've Dreamed About" at http://www.rebecca-mcclain.com

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Your Potential is in Your Own Hands

You may have heard of the so-called Law of Attraction - where this phrase was coined I'm not quite sure. Unfortunately, however, the "Law of Attraction" as popularized by books and videos like "The Secret" is viewed by most of the people that I meet 'logical, successful people if a variety of walls of life - as an old-wives' tale, one-step removed from crystal ball gazing. It's an awful shame that its entry into pop culture has trivialized something that is not just fundamentally true but one that is, as we speak, having a profound influence on your life, whether you know it or not.

Essentially, we're talking about what quantum physicists call the Law of Potentiality. Unlike it's pop psychology or self-help counterpart, this is actually a scientific law from the world of quantum physics, originally postulated as a mathematical theory and then proved experimentally within the last decade. Basically, this law states that particles - of energy, of matter - can potentially be anything or anywhere until we observe them to be as they are. Consequently, it might be useful to consider the question as to whether the universe (including your little bit of it) is as your perceive it or does you perceiving it make it appear so. This is not some form of Zen conundrum, rather it begs the question - is your life, your world, and the lives and worlds of those whom you affect, no more than the consequence of your own expectations? Let's read on.

Quantum physics proves that energy responds to expectation - energy does and is what we expect it to do and be. But, here's the bad news. Psychology has proved conclusively (there are literally decades of research from pretty much every continent) that the normal person only perceives what he or she expects to perceive. Normal people's expectations rarely rise above the normal. In fact, as we will see in a moment, normal people actually expect nothing other than a mundane life. Add to this the fact that US research provides us with evidence that the normal adult default state of mind is negative and we're all in real trouble. You see, this has massive consequences for you, me, our friends, family and children. About 96% of people on this planet believe that, if their lives are mundane, they're doing well! This expectation results in universal energy giving us precious little in return.

Quantum physics proves that energy responds to energy - in other words, the energy of the universe responds to whatever energy input into it - in simple terms, energy in: energy out. Decades of psychological research prove that the normal person puts about 1% of their energy into the only place and time the universe exists - the here and now. The rest of the normal person's mind is wandering - distracted by random useless thoughts or, more seriously, obsessed with the darker voices of the subconscious mind - as my clients say, "the little voice that whispers 'No, you can't!'" So between our negative predisposition and the fact that we're quite literally not all here, it's little wonder that the normal life turns out to be exactly what the normal person expects - at very best, not too bad.

These proven scientific facts - from the twin disciplines of psychology and physics - point the way to how you can change your life. No old wives' tales or crystal balls, hard science tells you that if you expect something different, something different will happen, as sure as night follows day. But what does "expect" mean?

I prefer to use the word "belief" - belief is kind of a subconscious expectation - and it is your subconscious mind's beliefs that suck your energy away from being more present. That being the case, for starters, you need to give your subconscious mind some new beliefs - not just ones that are positive (a little positive thinking can be a dangerous thing) but ones that actually excite and energize you. You've got to "picture" the exciting things that your heart desires out of life - exciting means beyond the norm, beyond the mundane, something that really turns you on. Once you have a feeling of what would really excite you - what would get you leaping out of bed each morning - write it down, as if you have it already. Hand write it, using only the present tense - it's the language of the subconscious. This then means that you expect something different - and, sooner or later, something different will happen.

Sooner or later? Yes, it depends on just how much energy you put in - not into focusing on your goals, put on what you're doing in the here and now. Otherwise, your mind will wander back to the default position - otherwise, you're as good as dead if you are, like all normal people, only 1% present in the here and now. So, you need to learn how to pay attention to the here and now - you need to fine tune your innate ability to experience the present moment as if it is the only moment that you have. Of course, in reality it is - life is lived moment to moment, success is achieved in what we do and how we behave moment to moment - the universe responds to our input, moment to moment.

By Willie Horton

Copyright (c) 2009 Willie Horton

Willie Horton's acclaimed two-day personal development seminars have been running for thirteen years. He teaches that a clear and present state of mind creates extra-ordinary personal and business success. His vast expertise is now available in his Online Workshop at Gurdy.Net. His website also offers daily free personal development video seminars, articles and a Free Personal Development Ezine published every Monday morning.

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Speed and Flexibility - Required to Hire the Best

Regardless of what you are reading in the business tabloids, when it comes to the talent that your company wants to hire...you know, the "A" level candidates who make the biggest impact on your company's bottom-line, NOTHING HAS CHANGED. High unemployment or low unemployment, these game-changers are always in demand, and the swiftest to the finish line wins the prize.

Case in point-I've just witnessed one organization take nearly two months to go through a hiring process with an "A" level candidate who, through a re-organization, was downsized. Another company who had actually JUST LET SEVERAL HUNDRED PEOPLE GO, decided they needed someone of his caliber, and within 10 days had conducted two interview sessions and made an offer. Company Two Months made their offer in the same week, but alas, our star went to company 10 Days. Moral of the story- If you have someone who is perfect for the job, you don't have forever to make the call-someone somewhere will also see the value in "your" candidate, and will move mountains to bring them on board.

If you are in a position to do so and you have a great candidate, change your schedule to speed-up the interview process, make a quick decision even if you don't have everyone's buy-in (seriously, do you EVER have everyone's buy-in?), stop interviewing the "B" candidates that you think you should just because maybe they might be good, and MAKE THE OFFER. If you don't, believe me, someone will have an opening pop up and will swoop in and snag your prize before you even know what happened.

By John Mallon

John Mallon is a Principal and co-founder of Eagle Bentley Group, a boutique search firm specializing in recruiting insurance, employee benefits, and finance professionals. For the past eleven years he has worked closely with Fortune 500 organizations as well as start-ups in attracting top level talent to their organization. Please visit us at http://www.eaglebentley.com
where you'll find our blog and more information on Eagle Bentley's recruiting services.

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Pay For Performance in This Economy?

These are the three potential mistakes organizations can make when there is an economic downturn;

Freeze Salaries: Give up everything but that which contributes (economically) to getting the sale and paying your top performers. I don't care whether it is a for profit or not-for-profit organization, you need to think a little differently in order to keep up morale and productivity and retain your key people. Identify the folks that are working hard and staying committed and give them a salary increase. Top performers tend to be the smallest group in any organization. Identify them and pay them. Here's the formula, [2% of payroll = 0% to 4% in pay adjustments] as long as you identify the poor or marginal employees and give them nothing. Average performers get 2% and people exceeding expectations get 4%.

Give "Across the Board" pay adjustments: Give everyone the same increase. This will only serve to make your top performers question their sanity. Why are they working hard when they get the same amount as the slackers? And they know who they are. Too much of this will drop your productivity across the organization or key people will go where they will be recognized.

Assume other organizations pay the same: Pay is more than an hourly rate. It's important to know all the factors in your competitors pay plans and practices. You need to know so that you can feel confident people will not get a lot more money for changing jobs. Turnover costs a lot of money (2 to 3 times the leaving persons' salary). If an administrative assistant feels he/she has not been treated fairly and leaves that can equal between 40 and 60K, and that is just one person. The cost in time and dollars to participate in a survey and know? Relatively speaking, priceless.

The PartnerFirm's Human Resources Consulting Group has a unique business perspective, which combines leading edge HR concepts and bottom line business requirements.

We believe leadership has the single largest impact on the success of any company. The unique programs and tools designed or delivered by The PartnerFirm, are always focused on strengthening leadership and organization capabilities. We support small organizations without HR and in larger organizations we partner with the Executive and HR Teams to develop and deliver programs. From policy development to strategic planning and leadership development - we have the experience.

By Gay Miller

For more information, visit our website at http://www.thepartnerfirm.com

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What Are the Total Costs of a Bad Hire?

Business guru Peter Drucker has said, "Of all the decisions an executive makes, none are as important as the decision about people because they ultimately determine the performance capacity of the organization." Warren Bennis, professor of business at the University of Southern California and author of Managing the Dream, calls the search for top talent "the most significant problem facing all organizations."

According to a study by the Corporate Leadership Council, hiring the wrong executive can cost an organization as much as three times their annual salary. The Gallup Organization has noted that the cost of poor hiring decisions may even be much higher than previously estimated. Some researchers have calculated the cost of a bad hire can be as high as twenty four times the position's base salary.

Presidents, CEOs, Boards of Directors, and Hiring Managers should never underestimate the ramifications of a bad hire. The fallout can affect an entire organization, doing far more damage than leaving the position empty would have.

While reasonable experts may disagree about specific salary-to-cost ratios, the fact remains that the cost of new executive failure is much higher than merely search costs and salary. Those are just two of the direct costs.

Indirect costs typically add up to much more.

Some of the direct and indirect costs noted in various studies we reviewed include:

• wasted salary, benefits, and severance
  
• lost recruitment fees and training costs
  
• lower personal productivity among dissatisfied employees
  
• disruptions caused by dissatisfied employees
  
• higher turnover rates among productive employees
  
• damages to reputation and market share
  
• lost management time
  
• increased stress and anxiety from people problems
  

The person hurt most just might be the executive who was set up for failure. This person accepted a position based generally on a vague job description, and then found reality did not match up to their or the hiring manager's perceptions.

Having a structured, formal, and sophisticated hiring process, with well trained people in the process will ensure that these bad hires are significantly reduced and often eliminated.

We encourage your thoughts, comments and feedback.

By Brad Remillard

Download a free Cost Of A Bad Hire Calculator. http://www.impacthiringsolutions.com/index.php/cost-of-hire

Download our free chapter on "Sourcing Top Talent" from our best selling book, "You're NOT The Person I Hired." Go to http://impacthiringsolutions.com and click the FREE tap on the menu bar at the top of the homepage.

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Do You Know the Best Questions to Ask the Interviewer?

If you are searching for a job, you can find tons of information on the questions that interviewers will typically ask and the best answers you should provide. But do you know the best questions that you should ask the interviewer?

Toward the end of the interview, you may be asked by the interviewer, "Do you have any questions for me?" You will have some or all of these questions prepared in advance. If you say, "No questions. you have told me everything I need to know," you may give the impression you are not really interested in the job. If the information is not supplied, do not ask questions relating to salary and benefits. You can do that at a second interview.

Based on my 34-year career as an executive coach and career consultant, here are the most meaningful questions for you to ask the interviewer:

1 - What do you enjoy the most about working here?

Interviewers, just like the rest of us, enjoy talking about themselves and you may learn some information, positive or negative, that could influence your decision if offered a job.

2 - Where did the person go who had this job before?

"To an institution," is not an encouraging answer. "Promoted within the organization" is very positive.

3 - Is there anything I have mentioned that makes you think I am not the best candidate for this job?

If you hear something relating to lack of specific experience, you now have an excellent chance to further your cause and change the interviewer's opinion. For example, "I know I have limited experience in this field, but I make up for it in enthusiasm and a passion to succeed. You will find I am a fast learner and I am not afraid of hard work."

4 - When do you expect to make your final decision?

If you are interested in the job, then like the salesman asking for the order, be sure to ask this question.

5 - How would you like me to follow-up - by phone or email?

Get the interviewer's card.

Now that you know the best questions to ask, why not take a look at the best, most dynamic answers to use for 38 common and tricky interview questions.

By B. J. Rakow, Ph.D.

Please visit: http://interview-doctor.blogspot.com

B. J. Rakow, Ph.D., Author, "Much of What You Know about Job Search just Ain't So" - a serious book about job search written with a light-hearted approach because He who laughs, lasts! Read the first chapter free at Barnes & Noble: http://bn.com

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What Your Body Language Says in Your Interviews

Did you know that the way you sit, smile and shake hands can speak volumes during a job interview? It's true. There is no manual to read to determine how you should manage your body language; however, if you make certain gestures, you're definitely sending a certain message.

So how can you know what message you're sending with the body language you're using? Here is a quick guide to give you some ideas of what you're saying with your gestures.

Crossing Your Legs

While crossing your legs during an interview seems to be a polite and professional gesture, some experts beg to differ. In fact, this action actually sends a message of complacency, which is not what you want to communicate to your interviewer. This is why it is advised that you instead plant both feet firmly on the floor. It demonstrates confidence in who you are.

Cracking Your Knuckles

If you have body tics, like cracking the joints in your neck or fingers, it may betray your nerves. While you want to show humility in your interview, you never want to let them see you sweat. However, if you're busy nurturing nervous tics like twirling your hair or fiddling with your cuff links, you may show more nervousness than intended.

If you know that this is a potential issue for you, it's good to practice sitting in the interview without making nervous gestures. You can make sure to clasp your hands so you don't allow them to move around. This may help you keep your nervous tendency under control.

Folding Your Arms

Did you know that folding your arms in any situation sends a message that you're closing yourself off from the person you're communicating with? This means, if you fold your arms in an interview, you're sending the interviewer the message that you're not inviting him or her in. In other words, you can appear to be an unfriendly person, which could potentially X you out of the job.

Leaning Back in Your Chair

When in an interview, it's not a good idea to lean back in your chair. This gives the impression that you're overly relaxed and disinterested in the job. It can also make you appear untidy. To remedy this, sit a little bit forward in your chair. This helps you present yourself as alert and eager to answer any questions thrown your way.

Invading the Interviewer's Space

If you're the friendly type, you may be unaware if you ever invade an interviewer's space; however, doing so should be avoided. An example would be if you are sitting on the other side of the interviewer's desk then stretch your hands or body over the desk. Since this desk is a personal space for the interviewer, you don't want to invade this space. If you do, you could come across as unprofessional and disrespectful.

There are many other gestures that you may subconsciously make that create a strong message. If you're not sure of your own mannerisms, you can set up a mock interview and either have a friend tell you about your body language, or videotape it and play it back. The more you're aware of the message you're sending, the more you can improve your interviewing skills.

By Heather Eagar

Heather Eagar is a former professional resume writer and is passionate about providing working professionals with current, reliable and effective job search tools and information. Compare the top resume services in the industry at http://www.resumelines.com.

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Recruit to Improve Relationships in the Workplace

It is becoming more and more evident that one of the most important skills is the ability to get on with other people in the workplace. The skill and desire to build sound relationships, demonstrate respect for the individual and being able to apply one's emotional intelligence are highly sought-after attributes.

This means that we must carefully consider the level of interpersonal skills required in critical positions. Before we interview we must consider the importance of these skills in the vacancy and work out a way of measuring them. In addition to interpersonal skills we need to identify the candidate's ability to know themselves and their effect on other people.

There is a movement towards recruiting people who clearly demonstrate high levels of emotional intelligence rather than technical skills or knowledge.

It is a sure bet that if you put a person in a job which requires technical skills and interpersonal skills and he or she only possesses the technical skills, problems will be inevitable.

Experience shows that people employed in positions which require high "people" skills cause untold heartache and problems if they are deficient in this area. For too long we have insisted on lots of qualifications and knowledge, when we should have been seeking out those people with high levels of emotional intelligence.

Changes which have taken place in business over the last 5 to 10 years have put a considerable amount of pressure on people in leadership positions. The demands on these people have increased to the point where teamwork, communication, the ability to listen, leadership, and the ability to admit mistakes are not an option they are a necessity. These can be regarded as essential skills for the supervisor, manager and executive. No longer can we afford to appoint people based on their knowledge alone.

Given this situation and our ability to interview and select the right candidates is also under pressure.The blunt fact is, we have to be better at this difficult task. We need to lift our performance as interviewers and use every single tactic and strategy so that we can identify the candidates with a high emotional intelligence and social skills to contribute to the workplace.

If there is the choice of two candidates for a job and one is a person lacking some knowledge but with good people skills. The other is a person with all the knowledge and some people skills. Wise interviewers will always prefer the former.

It seems that we must put the development of people skills first, well before technical knowledge.

Any person who needs to gain the co-operation of others at work should be able to create an environment where people are motivated to work together.

Alas, we seem to think that these skills are natural and people are born with them. We all may have them to a greater or lesser degree. However, we need is to be reminded about them, to develop and practice them on a regular basis. Regrettably, this is not something which is included in the training budget.

Based on the development of demands in the workplace it is highly unlikely that this emphasis on the need for emotional intelligence will stop. It is reasonable to suppose that that the requirement for these skills is going to increase.

The "people skills" or emotional intelligence shows up constantly as a much more valuable attribute than just knowledge. We have become seduced by knowledge in this so called "knowledge economy" to the detriment of hiring people because of their pure people skills.

As a result, everybody in the work place is worse off.

High performing workplaces seem to contain people with two strong attributes. Firstly, they have effective leadership skills. Secondly, they possess high levels of emotional intelligence. These workplaces operate with high-quality, high accuracy, high attendance, innovative methods, high productivity, low waste, low rework and low turnover. Generally speaking, they create high levels of profit as well.

Anyone can develop their interviewing skills. You can do this by learning how to discover more about the art of interviewing no matter whether you are a business owner or an HR manager. It also contains many innovative ideas about how to discover the truth about candidates. There are systems, strategies, tactics, hints and tips to ensure that each successive hire is an improvement. Your business is only as good as the quality of staff. This is a comprehensive step by step guide for business owners and managers. It is in an easy to read format and can be obtained from http://www.thekeytointerviewing.com.

By Peter L Mitchell

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Job Search Tips - Are Your References Ready? Make Sure..... Before You Need Them For Your Job Search

Are your professional references ready for your big job search? You may be thinking, "Yeah, I got them all typed up and ready to go to the interview." While having a reference sheet is an important aspect of looking for a job, that's not the only way to prepare your references. You also need to let the people know what you're up to.

Of course the people should know they are on your reference sheet. The last thing you want is to have someone caught by surprise when they get a call. The hesitation your potential employer hears on the phone while someone scrambles to think of something to say would not sound good. So you should get everyone on the same page when it comes to your job search.

One way to do that is keep them informed. This is especially important if a person you list as a reference is not someone you talk to on a regular basis. At the beginning of your search it's a good idea to touch base with each of your references. Send them an email, give them a call, or, even better, you can take them to lunch. You want them to be up to date on your career, so let them know what you're working on and what you have accomplished.

Whichever method you choose, keep it short and to the point. You don't want to bore them and maybe make them regret their decision to help you. On the phone or at a face to face meeting you should be professional and get to the point. Have what you are going to say planned. If they want to know more, they'll ask.

Help your references by keeping them informed. That will give them something to talk about when that phone call comes. Make sure they are prepared when they are called into action.

Do you send out bad cover letters and resumes over and over again? That action will get you nowhere. A bad resume will keep you in the unemployment line or in a bad job. You need a great resume and cover letter to get a job interview. Do you have a great resume? Do you need one? You can write a resume and cover letter that will make the phone ring. Watch my video Let's Talk About Resumes at http://www.yourresumehelper.com and find out what I think when I read resumes from people looking for a job. Or visit http://www.fastresumetips.info to find out how to quickly create a winning resume.

By Elton Lowe

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How to Articulate Your Career Achievements in 7 Steps

It's amazing how many people can't describe their achievements in order to maximize its impact. Whether its in a resume or in a job interview, your ability to describe your achievements is a critical factor for success.

So many people underplay their achievements! Question is, do YOU?

Are you submitting your resume for that job you want, or even need? Or perhaps you're preparing for an interview?

When you finally get the opportunity to talk about what you have achieved, it's an opportunity you won't want to waste. I've pulled together 7 keys to guide you on describing your achievements for maximum impact.

1. Clarify Your Involvement in the Achievement: Use powerful words that describe your contribution. For example, 'created', 'reorganized' or 'established'. Passive statements like 'did', 'performed' or 'was involved in' don't indicate your level of involvement - they're worthless, so don't use them.

2. Describe a Start, Middle and End: mention the starting conditions, such as 'poor performance', 'high costs', 'unpalatable risk', and follow with a statement on what you made happen (the project, change initiative, etc), and cap it off with the result - was the desired outcome achieved?

3. Quantify the Achievement: use numbers and hard measures where you can. For example, say 'saved $50,000' rather than 'saved operating costs'. The more specific you are, the greater the value of your statement of achievement. In almost all cases, a percentage value has a higher-impact than an absolute number. In some cases, what might look like a minor achievement, when quantified, it could be a major achievement as perceived by others.

4. Don't Forget Over-Achievement!: If you set out to save $50,000, but instead saved $60,000, then make sure this is known. So many people forget to do this.

5. Indicate Your Personal Award: Some achievements warrant special reward, so mention them. If you were promoted, or awarded a bonus, then add it into your statement of achievement.

6. Include details of challenging circumstances: If the achievement was tough due to business events or conditions, then make sure you say what they were. It's important to describe any challenges you faced. For example, if there were many layoffs in your organization whilst you were tasked with improving team morale, then make these conditions clear.

7. State the Effect of the Achievement, 360-degree style: Describe the achievement not just from your own perspective; also describe what it meant for your colleagues, subordinates, management and customers (where appropriate.) Don't forget to quantify the effect for each of these groups of people too.

By Simon Stapleton

The author of this article Simon Stapleton is a coach helping Information Technology professionals with their Career Development, Commercial Development and Personal Development. He has 15 years in the IT Industry and shares his knowledge and tips through his website http://www.simonstapleton.com You can sign up for his free newsletter to enjoy Development too.

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Communicating With Gen Y Employees

Gen Y (often described as those born after 1980) are typically technologically savvy and creative, with lots of energy, strong informal networks and a fresh perspective. They can be great employees for any organization; however, Gen Y employees have a different set of needs to the generations of employees preceding them.

Communicating with Gen Y From a communications perspective, Gen Y employees tend to prefer technology over face-to-face communication and are good at multi tasking. Other characteristics and preferences include:

Information in very small chunks. Gen Ys prefer to absorb information in small chunks. Concise updates with further information available via hyperlink suit this generation well. Consider scrolling news feeds, short articles in electronic magazines (even better if content is user generated) and short video updates.

Communicate through photos and video. Gen Y's, as the biggest users of sites like YouTube and Flickr, engage well with images and video. Turn screensavers into interactive bill boards and bring internal communications messages to life by communicating visually. Stock photography sites provide a wide range of images to convey any type of message for as little as $1.

Screensaver messaging tools allow you to embed hyperlinks into screensaver billboards allowing staff to interact with messages and follow links to more information.

Video delivery tools allow you to deliver short video updates directly to targeted staff groups.

Humor and irony. Use Staff Quizzes to support internal communications messages or to reinforce learning. Include a humorous option to ensure that Gen Y employees enjoy participating.

Instant rewards. The Gen Y worker typically wants instant gratification. Staff quizzes can also reinforce key corporate messages and to build knowledge and capability.

Cynical of corporate spin. The unethical behavior of corporate organizations has become more visible online due to the rise of social media. Everything from a single instance of poor customer service to massive corporate scandals are under the social media microscope. Gen Y's tend to be idealistic and judgmental and, as a result, corporate mouth pieces and top down formal communications can be viewed with cynicism.

Avoid polished formal communications with little interaction and provide a more 'unvarnished' message with lots of opportunities for questions, discussion and interaction. Sometimes, not having all the answers ready but saying, "we'll get back to you on this" can make communications seem more genuine (as long as you actually follow up).

Employee discussion forums can be used to back up more traditional communications and provide the means to allow staff to provide feedback, ask questions and have their say around a particular initiative or formal communication.

Need to be consulted and involved. Gen Y employees want to add value from day one. They like to be consulted and involved. Two way communication is critical for Gen Y staff who will be turned off by top down, one way communications. Provide opportunities for dialog, for example a CEO blog needs to have a tone that is genuine and open, where questions and comments are welcomed and responded to.

Alternatively an electronic staff magazine that utilizes user generated content can be a good way for staff to have a voice in a more structured, readable and manageable format than an employee discussion forum.

Value ideas. Create an open environment where young employees feel like their ideas are valued. Involve staff by running quizzes around the naming of new initiatives, projects, products etc.

Regular feedback. It is pointless to gather ideas and feedback unless staff see how the information is being used and making a difference. Keep staff up to speed on progress using tools like staff magazines and scrolling news feeds.

Engaging Gen Y

Many Gen Y employees aren't as willing to sacrifice as much as the Baby Boomers for their work so engaging them is particularly important.

It's more than money. Gen Ys think like entrepreneurs but value relationships over money. Find ways to capture ideas and innovation in formats that allow staff with similar interests to connect. Use staff discussion forums to allow this process to happen.

Gen Y work hardest for a cause or an end result where they can see how they have made a difference. Provide staff with regular updates on the progress of projects and initiatives. Staff magazines that support user generated content can allow teams or individuals to submit their own updates about their own team's results. News feeds offer a way to provide status updates as a scrolling news tickers that deliver content onto targeted employee computer screens.

Environmentally conscious. Of all the generations Gen Ys are the most environmentally conscious. Sustainability messages can often become buried due to information overload. Raise the profile of sustainability initiatives by promoting them visually using interactive screensaver messages and back them up with appropriate articles in staff magazines.

Benchmark awareness and behaviors around sustainability both before and after an internal communications campaign. Promote and celebrate the shift in behaviors visually using digital signage on screensavers and by getting staff to submit appropriate articles into staff magazines.

The risks of Gen Y:

Gen Y employees bring a great many benefits to employers prepared to take the necessary steps to engage them. However, there are some risks:

Generation 'Why Not?' Gen Y staff are more likely than others to see unethical behavior as justifiable in pursuit of their goals. They may believe it is sometimes necessary to cheat, plagiarize or lie in order to succeed.

Use communications channels which are hard to forward on and offer a means to 'burn after reading'. I.e. once sensitive content is read, it can be automatically deleted from employee's computers.

Difficult to manage. Middle managers are often ill equipped to manage Gen Y employees. It is important to train managers in this skill, to gather feedback from their teams and to measure their effectiveness.

Not loyal to their employers. Gen Y are the least loyal generation and it is common for them to leave or change jobs after 2 to 3 years. This has an impact from recruitment, training and knowledge management perspective as well as increasing the risk of intellectual property leakage.

Tools like staff quizzes can help manage and build capability, and the interactive web 2.0 helpdesks and Q&A channels can help newer staff come up to speed quickly.

Very idealistic. It's easy to disillusion Gen Y staff with behaviors that other generations are more willing to dismiss as 'typical and normal' for corporates. For example; poor change management, politicking and silo behaviors. Plus Gen Y's tendency to have unrealistic expectations about career advancement and salary can mean that a Gen Y employee is more likely to leave an organization disenchanted.

Highly connected and vocal online. Once a Gen Y becomes disenchanted, the risk to an organization's brand is higher due to the fact that Gen Ys tend to be highly connected and vocal online. Negative messages can spread quickly and be hard to clean up. One blogger can trigger a news cycle which stays in Google's listings for years. It is therefore important to gather regular feedback from staff and keep lines of communication open. It is no longer acceptable to avoid using social media internally with the excuse that "it turns into an online complaints department". It is important to provide channels such as secure employee discussion forums where people can voice issues and concerns securely (and anonymously if necessary). This way an organization can address and manage issues internally before they become an external PR nightmare.

Communicating with and engaging Gen Y employees can be a daunting task, but with the right internal communications channels and approach in place, Gen Y employees can offer organizations an innovative, energetic and tech savvy addition to the workforce.

By Sarah Perry

Sarah Perry is a Director of SnapComms, a company which provides specialist Internal Communications Solutions. Her specific area of expertise is the use of new technologies in the field of Employee Communications.

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Emotional Intelligence - Paving The Way to Success

Let me begin with a small story...

Brian and Martha were classmates in their high school. While Brian was voted the most popular student for his friendliness and charm, Martha was not so popular but she was an intellectually brilliant student with high hopes for her future. She found it difficult to mingle with most of the students as they were not as smart as she was. Years later, Martha is a lawyer; however she still has the same problem of forming relationships. On the other hand, Brian is a happily married man and running his own business. He did not go to a college but is happy and contented in his life. Ironically, they lived in the same neighborhood where Brian is the most talked about person and President of the neighborhood whereas Martha still chooses to live aloof. Though she is professionally sound, yet not many of her clients do like her as she cannot empathize with them.

Thus, Martha though intelligent but lack of EI is a hindrance to her being a popular lawyer where as Brian with average IQ becomes happy and successful in life with his excellent EI skills.

But, what is EI and why is it so important for success?

Emotional Intelligence (EI), often measured as an Emotional Intelligence Quotient (EQ), is a term that describes the ability to identify, assess and manage the emotions of one's self and appropriately respond to others and motivate them.

Hiring the right person with right skill is of main concern for the head hunters. With the advent of technology, hiring process has become increasingly complex; companies not only focus on the hard skills (e.g., technical expertise, work experience and education) but also the assessment of personality traits. Competencies like stress management, assertiveness skills and empathy are critical success factor which should not be overlooked.

Competences
Emotional Intelligence consists of several, well-defined basic competencies that absolutely anyone can learn. Some of the competences which an emotionally intelligent individual should have are as follows:

• Self-Awareness - the ability to know one's internal states, preferences, resources and intuitions. This includes:
  • Emotional Awareness: recognizing one's emotions and their impacts
  • Self-Assessment: knowing own strengths and limits
  • Self-Confidence: believing in one's self-worth and capabilities

• Self-Regulation - managing one's internal states, impulses and resources. This includes:
  • Self-Control: keeping disruptive emotions and impulses in check
  • Trustworthiness: maintaining standards of honesty and integrity
  • Conscientiousness: taking responsibility for personal performance
  • Adaptability: flexibility in handling change
  • Innovation: being comfortable with new ideas, novel approaches and new information

• Self-Expectations and Motivation - the emotional tendencies that guide or facilitate the reaching of goals. This includes:
  • Achievement Drive: striving to improve or meet a standard of excellence
  • Commitment: aligning with the goals of the group or organization
  • Initiative: readiness to act on opportunities
  • Optimism: pursuing goals despite obstacles and setbacks

• Empathy - awareness of others' feelings needs and concerns. This includes:
  • Understanding Others: sensing the feelings and perspectives of others and taking an active interest in their concerns
  • Developing Others: sensing the development needs of others and bolstering their abilities
  • Service Orientation: anticipating, recognizing and meeting customer needs
  • Leveraging Diversity: cultivating opportunities through different kinds of people

• Social Skills - adeptness at inducing desirable responses in others. This includes:
  • Influence: employing effective tactics for persuasion
  • Communicate: listening actively and sending convincing messages
  • Manage Conflict: negotiating and resolving disagreements
  • Leadership: inspiring and guiding individuals and groups
  • Change Catalyst: initiating or managing change
  • Build Bonds: nurturing instrumental relationships
  • Collaboration and Cooperation: working with others towards shared goals
  • Team Spirit: creating group synergy in pursuing collective goals
  • Political Awareness: reading a group's emotional currents and power relationships
  • Emotional Sensitivity : ability and capacity to effectively understanding intensity of emotional arousal, managing the immediate environment and controlling negative emotions like anger, irritation, excessive anxiety etc.

Impact in Workplace
Ever since the researchers found out that individuals with high EQ are more productive that others, importance of EI in workplace has been acknowledged. Since, workplace includes groups of people with varying ideas and opinions, effective EI or EQ is necessary to achieve target. We are emotional beings and all our actions and reactions are determined by our emotions. EQ is not about being nice neither about unleashing our emotions. It is about being aware of our emotions and able to express feelings appropriately and effectively. Effective management of emotions improves the quality of our decisions thus making us more productive.Studies show that people with high EQ are the best performers and have high levels of interpersonal skills and thus are more satisfied at work. Emotionally balanced employees are empathetic, adaptable, self-aware, self-confident, transparent, optimistic, inspirational leaders and good at managing disagreements and stress. With strong EI one can control, direct, lead and manage his or her own moods and impulses, and communicate with others much effectively. Individual with high EI are good problem solvers and decision makers. They can skillfully prioritize their task and quickly realize their goals.

An exciting fact about EQ is that unlike our IQ which does not change after our teens, EQ can continue to grow and develop as it largely is a learned area of expertise.

Pat J. is a contributing writer to Jobsbridge. Jobsbridge is a fast growing I.T Job & Career Portal. Thousands of jobs are posted by technology staffing companies, recruiters and direct employers on a regular basis. Employers & Jobseekers will find this site very uncluttered and has some great feature set.

Jobseekers, give this site a spin! May be your next job is on us. Visit us at http://www.jobsbridge.com.

By Pat J.

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Job Hunting in Today's Erratic Economy

It is no surprise many people are experiencing difficult times in this economy. If you are in the current job pool seeking employment you probably have noticed that it is an employer's market. What do I mean? Well, with unemployment rising the number of job seekers out there are increasing. There are job openings, but companies can be selective, and depending on the need, they can take their time in finding the best-fit candidate.

So what can you do? Here are some tips and suggestions in finding employment:

1. First, make sure your resume is up-to-date, and clearly outlines your skills and experience. (Getting some professional assistance in crafting a well-written resume may not be such a bad idea)

2. Be proactive by generating a list of companies. Go to their website and see if they have posted job openings. Not all companies post on job boards. If there are specific companies you are targeting you may want to contact their HR department or hiring authority, depending on the size of the organization, and contact directly. This can take some time and practice. I know people who've taken this assertive approach and landed a job.

3. Create a blog to market yourself or find and participate in other people's blog.

4. If you are in the IT (Information Technology) field you can search online, and attend local user groups. I know personally, there are several local user groups for various skill sets like .NET developers, Java developers, Oracle, and graphics/multimedia to name a few.

5. Network, market yourself. Join one or two social networking sites. As a recruiter, I like LinkedIn.

6. Organize and keep track of where you have posted your resume, and also what companies you've applied to. Create a spreadsheet and basic info of company name, position, contact or any other useful info.

7. In addition to the previous tip, I would take an extra step and for any contact names and info you have gathered, I would follow up by calling the person listed in the job description. This could show initiative and set yourself above the competition.

8. Contact a recruiter, especially if they specialize in your field or industry.

By Robert Bertino

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Fifteen Sure-Fire Ways & the Top 10 Questions to Ask For a Successful Job Interview

Here are some tips for a job interview that will help you come out of the process on top. When you walk into a job interview, the product you are selling is YOU. In order to successfully sell yourself, you must market your personal brand. That is, you must build a reputation that qualifies you, and only you, to successfully fulfill the job requirements. The job interview is your time to shine - your time to sell yourself and your abilities. In order to do that, you must have faith in your personal brand. That's what separates you from the rest of the candidates for your desired position. If you can do so successfully, you will be well on your way to landing the job of your dreams.

The successful job interview process begins when you accept the interview, and ends when the employer decides to hire you. The more you are able to communicate professionalism with personality, distinction and skill, the better your chance of getting the job.

15 Sure-fire Ways to a Successful Job Interview:

Before the interview:

Use the 3 P's - Plan, Prepare, and Practice.

1. Prepare for the interview; research the company and prepare questions based on your research.

2. Do mock interviews in order to prepare for all questions, especially uncomfortable ones.

3. Dress professionally even if the company dress code is business casual.

4. Arrive early! (12 - 15 minutes before the interview)

At the interview:

5. Give your interviewer a firm handshake. A powerful handshake and a genuine smile will get you off to a good start.

6. Beware of your Body Language; sit erect, stand and walk with confidence, lean forward toward the interviewer.

7. Build rapport - use powerful, effective communication techniques. Take charge of the encounter without being overbearing.

8. Be a good listener. Answer only what's asked, in a brief but effective manner.

9. Show enthusiasm and sincere interest. Don't act desperate.

10. Take notes. You may need to refer to them later in the interview.

11. Communicate your skills, qualifications, credentials and the benefits you offer.

12. Demonstrate your accomplishments; how you improve sales, reduce cost, improve productivity, solve organizational problems. In short, demonstrate why you're good for the organization's bottom line.

13. Make eye contact. It demonstrates confidence, trust, and power.

14. If you want the position, ask for it - directly.

After the interview:

15. Send a follow-up thank you letter. The letter should state what interests you about the position, why you are suitable for the job, and your appreciation for the interviewer's time.

The Top 10 Interview Questions

According to a recent survey by ResumeDoctor.com, the following are the 10 most frequently asked questions in interviews:

1. Describe your ideal job/boss

2. Why are you looking for a job? or Why are you leaving your current position?

3. What unique experiences or qualifications separate you from other candidates?

4. Tell me about yourself.

5. What are your strengths and weaknesses?

6. Describe a time when you were faced with a challenging situation and how you handled it. It's almost guaranteed that you will be asked this question.

7. What are your short-term/long-term goals?

8. What are some of your strengths in dealing with people?

9. What are your salary requirements?

10. Why are you interested in this position? Our company?

By Cecile Peterkin

Copyright: Copyright 2009, Cecile Peterkin. All rights reserved.

Cecile Peterkin is a Certified Career Coach, Corporate Mentor, author and speaker. In a world where the old definition of job security no longer applies, managing your career, just like managing your life, requires preparation and planning. Cecile's Elite Career Success Guide gives you tips, advice and strategies to achieve amazing results in your career. Find out more at secrets to career success.

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Remote Workers - 4 Crucial Management Skills For a Virtual Workforce

In today's modern business world, the workforce extends far beyond the office walls. Particularly with specialty fields such as consulting, Web development, customer service and marketing, thousands of jobs are being filled by virtual employees. Just in America, there are more than 44 million professionals working offsite (International Telework Association and Council, 2004).

For companies of all shapes and sizes, a virtual workforce has become an essential and efficient part of business. In order to overcome the geographical challenges, these four steps are vital to managing remote workers.

Clearly Define Your Expectations

As soon as you start telecommuting arrangements with any employee, make sure that communicate the parameters of the job. You may want to set assignment deadlines, or require teleworkers to work a set number of hours per week. How quickly do you expect offsite members to respond to requests? Do they need to be available during specific hours by e-mail, IM or phone? You may want to put these expectations in writing, so that you and your employee can refer to it in the future.

Set Small Goals within a Big Project

Trust is a key ingredient between the HR manager and offsite employee. Along with relaying expectations to manage telecommuters, you may want to set small, frequent goals to keep them on track. This is vital for projects that span over months, especially when a client requires timelines and end results. There are also online systems available to help remote workers post work logs and share documents, which could be helpful for you to assess their progress on a project.

Make the Effort to Touch Base Regularly

Often, projects may miss the mark because of a lack of regular communication. While you don't want to micromanage, you need to keep a solid connection with the telecommuter. Also make sure to keep offsite employees in touch with the whole team, so everyone is on the same page. When you schedule team meetings, you can ask remote workers to call into the discussion. This way, any questions can be addressed and the whole group can better collaborate.

Use Technology to Your Advantage

There are many low-cost tools you can use to connect remote workers with the rest of the company. For instance, you can make use of e-mail, instant messaging and similar communication tools to keep in touch frequently. For meetings, you can take advantage of phone, Web or video conferencing systems. As mentioned earlier, you should consider using an online system to share files, work logs and other important data with remote employees.

The Information Age enables businesses to accomplish even more. With these crucial management skills, you can ensure that you get the most from managing remote workers. By understanding the essential steps of managing telecommuters, you can quickly grow the company in more ways than before.

The Center for Competitive Management (CCM) provides you, today's business professional, with the information you need to stay on top of your career. CCM is dedicated to bringing you the information you need to succeed. Our products include audio conferences, training resources, research papers and more.

Want more information on this topic? http://c4cm.com/hr/telecommuting_flexible.htm

We understand your worklife is busier than ever, with less time available for training and education. That's why it's our goal to help you gain the knowledge you need in the most convenient methods available.

We're the one resource that gives you an insider's advantage for staying on top of the issues in your industry. CCM's content is designed to help busy professionals like you with your critical responsibilities and improve the performance of your company. With over 10 years of experience in providing up-to-the minute, high-impact information, you can count on CCM for authoritative and practical guidance - and save time and money getting it.

Center for Competitive Management

http://c4cm.com/hr/index.htm

By Tina Nacrelli

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How to Impress in an Interview

Here are few tips to impress in an interview and get the job:

1) You should always reach 5-10 minutes before the scheduled time. Be polite and co-cordial to every person you meet at the office.

2) Always be properly dressed for an interview. Do not wear flashy accessories or clothes for an interview. Clothes should be clean, well pressed and need to be paired with appropriate shoes.

3) You should treat the interviewer with respect and gratitude. Your manners will help you in impressing an image of a well mannered person.

4) Spend some time in doing some research about the company and the job profile. Gather information about the educational and professional needs of the job profile for which you will be interviewed. The interviewer will be impressed by the efforts you have put in for the preparation prior to the interview.

5) Exhibit a body language which displays self confidence. Maintain an eye contact during the interview and represent a calm and relaxed posture. Your attitude and confidence is likely to impress the interviewer.

6) Listen carefully to the questions asked. Be attentive towards the interviewer.

7) Collect your thoughts and answer the questions precisely and to the point.

8) Make sure you have documents in place to support the achievements made in your job application. You can impress the interviewer by mentioning the achievements and accolades you have received as examples to demonstrate your strengths.

9) Ask relevant doubts and get them cleared. It will create an impression that you do not hesitate in approaching people in difficulties. Don't forget to thank the interviewer for the opportunity and the time. It will leave a good impression about the professionalism you have.

By Giora M Magal

For additional information, you may visit the website http://www.business-floor.com

The Author is the owner of http://www.business-floor.com A USA Business Catalogue, List and Articles directed to North America.

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Is Quality Ever Cheap? The Danger of Trying to Get Deals on Employee Labor During a Recession

I don't know if you have heard or not, but there's a recession going on outside, and it's been pretty bad. While most analyst are predicting that the recession should end sometime in September of this year, there has been a growing demand from a number of companies to reduce how much they are paying for their people in an effort to curb cost and save money. While it is agreed that during these difficult times, saving money has to be a major priority of any company looking to survive, companies who make the decision to focus on doing this at the cost of what they pay to hire new quality talent are making an immensely poor decision that could lead to more of their demise than their salvation.

But there are so many people looking for jobs now! Why would I want to pay MORE, when I can get more for LESS? This is the natural order of thinking and initially seems like the right thought. However, similar to most things "That which seems the most obvious is often not." - (A Ken Middleton original quote BTW) Therefore, if we look a little deeper, three things come to light to combat this statement and effectively bring to light that companies hurt themselves more than anything else when they implement this strategy.

I.TOP QUALITY EMPLOYEES STILL HAVE TO BE LURED

While the current national unemployment is 9.1% as of today, the reality is that the majority of individuals who are no longer working were all laid off for a reason. While there are always exceptions to the rule of individuals who lost their jobs because of strategic decisions made by the company to go into another direction, realistically 90-95% of individuals who were let go were done so because of one reason - there were expendable. Expendable can mean a lot of things. Simply put, however, it means they were a B player or lower. Therefore, the best quality employees are still working. To ensure that you company gets the top quality talent and is able to put the best people in the right position; one has to still pay premium rates for premium services.

On the flip side of this, some of the best employees who are still working are still open to listening to a new employment opportunity if offered the right price for which they feel their services are worth. While a number of companies are lying off employees to save money and help the "bottom line," the left-over duties that are being taken over by the remaining employees can create a heavy workload and long hours. For this reason, there are a number of A-quality employees who are open to listening to another job opportunity more openly than ever before. Especially if this person has been asked to take on more work as well as take a pay cut for the "good" of the company. Offering a lucrative pay package that demonstrates this worth could potentially land you a primetime player who would end up saving your company millions with innovativeness and brilliance.

While individuals with jobs still need to be lured with quality money, top quality employees are also very much more likely to be willing to wait on the sidelines until the market rebounds before accepting a position that is beneath their skill level. These individuals generally have accumulated enough money due to their abilities and are financially stable enough to remain on the sidelines, while others may take the first thing that comes their way. These individuals could even decide to begin their own business if they feel that there are not enough opportunities out there that pays them for their worth and skill level.

II.NEGATIVE FEELINGS AND VIEWS FROM PAST, CURRENT, AND FUTURE EMPLOYEES While many are able to underpay employees because one would think someone was "happy to have a job," it is very dangerous to think this way when it comes to the long run of retaining these employees. Paying someone what you think they will take as opposed to what they are worth could ultimately hurt more than help an employer in the long run. Think about it: How would you personally feel if someone only paid $25/hr for a job that they know is more of a $35/hr position because they know that you are desperate and would take what you could get. While we may all decide to take this job and do it happily, we would not forget this treatment and could build up a wall of resentment towards our employer. This could cause quick problems with retention down the road, as employees will have less of a sense of loyalty to an employer who they feel took advantage of a down economic situation to underpay for quality.

To add onto the past and current employees who would have major feelings of resentment and anger, this could be small in light of what kind of tales of despair could grow about your company throughout the respective industry's employee community. It is widely known throughout any particular industry when a company has a "bad wrap" for their treatment of their employees. People are typically going to believe their friends and if there are continuously telling them about how ungrateful they felt working for a certain company; they are going to inevitably believe this person and, more than likely, share it with someone else. And, as in the game of telephone, the story would probably only grow worse as it passed from person to person. Have a bad reputation may not be that big of a deal as employees are hard-pressed for some positions, but as the economy recovers and the unemployment rates begins to drop back to normal level, having such a dire reputation could consistently keep the top talent from wanting to get aboard of such a employee-unfriendly company.

III.ENSURE THAT YOU WILL GET BETTER OVERALL QUALITY

While ensuring your employees happiness if a very good reason to open up the purse strings, the most important reason is generally the most obvious: QUALITY ISN'T CHEAP. While we have heard this many times since we have been small children, it is amazing that the "intelligence" of the corporate world seems to contradict this old adage. Top companies offer quality products at quality prices. While quality doesn't mean it's the most expensive, it definitely doesn't mean it's the cheapest. Take a simple comparison between two generally recognized car brands in the US: Dodge Neon vs. Honda Accord. While the Neon was known as the car that wouldn't hurt your pockets too much and young college students and high school students loved this car since they could generally afford it, once individuals were able to pay for a little more quality, they did so. It is not a coincidence that the Dodge Neon is no longer in production, while the Honda Accord has been in the top 10 for best selling cars for the last 10 years...and doesn't seem to be going anywhere soon.

If you want a quality employee, you have to look to work with a staffing company that is charging quality prices for their people. While one may think that all staffing companies are the same, this simply isn't true. Honda and Dodge may both get you from A to B, but it is very apparent that Honda offers something that allows them to charge more for their product than Dodge, and, therefore, produce a better product that allows them to continue to be in the top 10 for the past 10 years. If they were overcharging people for the quality of their cars and service, wouldn't consumers eventually stop buying this product? The same is true from a staffing perspective. Unfortunately, there is a largely misguided opinion that large staffing companies overcharge. Do people think Honda overcharges for its Accord? Of course not, since most people recognize the quality that it provides. This is the same with staffing agencies. Higher end staffing companies are charging a premium for their services because they are giving you a premium product. It is most understood that quality is not what you see, but what you don't see that makes a difference. While "Dodge" staffing companies are willing to cut corners and lower their rates because the quality isn't there, "Honda" staffing companies understand the quality of the products they provide and will rarely reduce their prices to reduce the level of quality they present to you.

The final question that a company must ask itself is simple: how important are your people to the success of your business. If your business can still thrive and prosper by employing mediocre people in various positions, then there is nothing to worry about it. But if this isn't the case, you have to consider paying quality to get a quality person in place. Let's look at a dinner jacket analogy. If you and your buddies were going to a Halloween party and you need a dinner jacket (or dress) to complete some goofy looking costume, you would probably go to a supermarket store (i.e. general staffing company) and get the cheapest jacket (or dress) you can find that would last through the night. However, if you were shopping for a dinner jacket (or dress) to attend a major dinner function in which you are going to meet your significant other's parents for the first time, you would probably go to a specialty store like Joseph A. Banks (specialized staffing company) to make sure you would get the quality that would impress and last for a long time. You would pay more, but the importance of the situation would ease your mind, as you would know you are making an investment more than anything else.

While managers might think that they could still do fine with going with the cheapest model, the true danger in doing so could be more detrimental than you think. By deciding to go with the cheapest price over quality and trying to pay as little as possible for talent, you run the risk of hiring someone who ultimately could cost you your own job. How do I reach such a conclusion? Well, it is widely recognized that every manager who hires someone who doesn't work out is directly or indirectly hurting the rest of the overall team in some manner. Hire the wrong person more than two or three times, and you could put your job in serious jeopardy, as you co-workers would not be as understanding of your decision to go with the cheapest to make your final line look good, at the expense of your co-workers' angst. In conclusion, while saving money on employee salaries and staffing hourly rates may seem like a good result of the economic downtown, to acquire the high quality candidates that will bring quality results to your bottom line overall, one should still consider paying premium rates. The fact that most of these candidates are still working and have to be lured, will remember being "low-balled" when the economy turns around, and understand the price of the quality of service they provide, makes the old adage consistently resonate in the ears of those who are listening - "quality ALWAYS (even in a recession) comes with a price."

By Ken M. Middleton

Ken Middleton is an Account Manager for TEKsystem for the past two years and works with IT/Telecom companies to help forecast their potential needs for contract labor. He then works to help identify talent to fill these positions. If interested in discussing TEKsystems services for your company, feel free to contact him at 919.816.1470 or email him at kmiddlet@teksystems.com

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