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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