Human Resources – Slow Motion Gets You There Faster
Strategies for Hiring Seasoned Employees
Hoagy Carmichael is credited with coining the phrase, “Slow motion gets you there faster.” He, of course, was a famous American composer, pianist, and actor.
Born in Indiana in 1899, he composed hundreds of songs and is best known for his songs “Stardust,” “Georgia on My Mind,” and “Heart and Soul” – some of the most highly regarded American pop standards.
When his career took off in the 1940s, he had a hit radio show on CBS, movie parts and recording contracts. He won the Academy Award in 1951 for best original song in co-writing “In the cool, cool, cool of the evening” with famed lyricist Johnny Mercer.
From what I gather, he was rather intense. After earning a law degree and practicing law, he decided music was his preference as a career. He loved jazz and worked in New York, but he decided to move to Hollywood to accelerate his music career. His strategy worked for four decades. He passed away in 1981.
His quote about slow motion is relevant in this digital age with the Internet and its constant blasts of minutiae leading us to distraction and a state of impatience. That’s sad. Patience is indeed a virtue. We add to our difficulties when we address them in a hurried frame of mind.
Our frenzied behavior has led to multi-tasking, which carries a heavy price for us to pay. It’s costing us the ability to focus, engage in deep thought and plan strategically.
If you’re feeling distracted and unable to accomplish your goals, stop wrestling with these issues. It’s time to slow down and learn the art of uni-tasking. That’s the only way to focus and to achieve your goals. Another way to put it, compartmentalizing, which is an effective way to solve business problems.
Two key questions
So ask yourself, “Is this productive? Is what I’m doing now going to help me achieve my goal?”
Chances are, if you have to ask this question, your answer is a resounding “no.” Set aside your multi-tasking.
If you’re in management or a business owner, the same is true when hiring employees. Many harried bosses have the tendency to hire younger faces. They want to save costs in salaries and benefits. They think it helps their business image.
They also see older workers, even over-qualified applicants, as slow and stodgy. To them, over-qualified is a code term for old.
On the contrary, hiring older, over-qualified employees will propel you to victory. They’re often more methodical and they think things through. This means less margin for errors and better odds for high performance. So if you’re recruiting for a position, keep an open mind.
Here are four strategies to succeed with over-qualified applicants:
- Don’t ignore an applicants’ accomplishments –recognize them. If you have a concern about the applicants’ background, discuss it with the persons. If the persons’ successes keep you from hiring them consider whether this means you have a self-esteem issue. Find out how the persons’ attributes in past successes can help you now and for the long term.
- Dig deeper into why the persons want to work for you. Learn more about the applicants’ motives and reasons for applying. Yes, the economy can be a factor. The person might be desperate. Maybe so. But what about other possible motives? Was the person burned out? Do the persons want to revert to a job that was more enjoyable earlier in their career? You’ll learn some important information about the persons’ philosophy.
- Examine whether the applicants require less job training. Heavily experienced applicants often better understand how to be flexible and are skilled at adapting to your rapidly changing marketplace. Such persons might be valuable in mentoring your less-experienced workers. All of this means you’ll have a better chance to sleep at night.
- Your hires should also be focused on attitude. Instead of focusing on the wrong issue of over-qualification, look to see if the persons fit in your culture. Or, are they likely to enhance your culture. Can you give them responsibility or autonomy? If so, they will make your organization stronger and you’ll have a happier work environment.
The next time you recruit for a position, think about Hoagy Carmichael’s philosophy. Listen to some of his 1940’s compositions. It won’t hurt. Slow motion will get you there faster.
From the Coach’s Corner, here are the 12 errors to avoid in evaluations and strategies to avoid EEOC discrimination suits.
“I’m not the manager because I’m always right, but I’m always right because I’m the manager.”
-Gene Mauch
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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.
How to avoid EEOC Discrimination Suits
If you’re an out-of-work attorney, the good news is that the Equal Employment Opportunity Commission (EEOC) is on a hiring binge. The EEOC’s Web site also indicates the agency is recruiting for investigators to handle employment discrimination complaints. Of course, mediators, administrative support, managers, and IT personnel are also in demand.
That means employment discrimination complaints are sky-high. — a sad commentary for businesses and public agencies that are large enough for a human resources department.
This portal has received complaints that HR departments appear to be supporting and implementing such retaliation. As a Biz Coach, I’ve heard from employees seeking tips from abusive employers in both the private and public sectors.
And that’s just the federal cases. State courts across the nation are filled with discrimination cases, too, because complainants want to avoid the federal caps on monetary damages.
Historically, high-profile harassment cases are a catalyst for additional complaints by other workers. EEOC cases also lead to declining morale, retention problems and poor productivity, which are also costly.
While a federal-agency investigation doesn’t indicate a company is guilty of discrimination, there are several measures that will insure success. The first step in fighting lawsuit abuse is risk management.
Veteran managers are guilty and so are new managers. Here are strategies to succeed as a new manager.
Here are the six basics for micro-companies to remember:
1. Get a mentor and join your local chamber of commerce.
2. Consider outsourcing your payroll.
3. Implement benefits and retirement plans.
4. Create a policy and procedures handbook (job descriptions, hiring, appraisals, compensation, firing and operations).
5. Stay aware of all employment laws.
6. Document everything.
For larger companies, every company’s situation is different, but in general there are 13 basics to avoid EEOC headaches. In my experience, it’s important to learn how and why complaints are filed, and to treat employees with respect and confidentiality.
Law firms have asked my company to help their clients after U.S. District Court actions. In one case, I was asked to implement a wage and compensation plan after a trucking firm inadvertently violated federal laws. A well-meaning technology employer was fined for comments in an inappropriate interview-process and I was asked to conduct sexual harassment training.
Both companies were heavily fined and their lawyers cost even more. One company is no longer in business. So, it’s vital to know the proactive steps to eliminate workplace discrimination and harassment, and the practical benefits to you of equal opportunities for employees.
The key is to start where the proverbial tire meets the road – when employees are hired.
Here are 13 strategies:
Fully understand the required skillsets. Naturally, first decide what each job requires. When a person leaves, decide what additional qualities you want in the job description. While experience and skills are an important consideration for meeting your requirements, there are several other considerations including hiring for attitude and professional appearance and aptitude for teamwork and customer service.
Review your application process. The appearance of discrimination can be unfortunate opportunities for applicants or the EEOC to file complaints regarding your hiring decisions. Review your interview checklist questions and employment applications so that you only inquire about applicants’ talent for the job and availability for attendance according to your required work hours.
When anyone requests an application stay safe by providing it, but don’t do it selectively to avoid the appearance of discrimination. Don’t set deadlines for applicants to apply unless you strictly adhere to them.
Interviewing. When you interview, ask open-ended questions to get the applicant to talk about any issues related to the job. Closed-ended answers in which an applicant answers with a “yes” or “no” won’t be productive. You’ll want to know about the person’s attitudes, expectations and values. A skilled interviewer is careful about commenting on an applicant’s answers.
Background checks. A background check is critical. If you ask questions of a reference or former employer, make certain to take the same precautions as you do with the applicant. If you utilize credit reports, adhere to the provisos in the Fair Credit Reporting Act.
Making an offer. Put your offer in writing to successful applicants, but stipulate that you’re an at-will employer. State the salary in weekly or monthly amounts – so that longtime employment tenure is not implied – and whether there are any contingencies, such pre-employment medical exams. Hopefully, you have highly trained interviewers, but make clear that the letter is your company’s last word in employment and that it supersedes any other representations by interviewers.
Drug testing is often valuable for screening purposes. Applicants with a drug history will sometimes withdraw their applications, but the test is effective for those who don’t. In my experience, drug users are the most dishonest employees – at a much higher rate than even alcoholics.
Insuring success. Make full use of your probationary period. Assuming an employee adequately demonstrates technical skills, remember the No. 1 employer-complaint about new hires is their lack of soft skills – a poor attitude and inability to communicate effectively with coworkers and customers. Appraise them accordingly.
Employee handbook. For legal and productivity reasons, the employee handbook should be utilized to inform employees of your expectations. But clearly state a disclaimer – it’s not an employment contract – employment is conditional. Either party may terminate without cause or notice. Preferably, employees will be given an acknowledgment form regarding their at-will employment status.
The handbook should include policies such as attendance, benefits, vacation, employee-monitoring systems, probationary periods, sick leave, and FMLA (family and medical leave, if you employ 50 or more workers).
Make clear the company will not tolerate harassment and the procedures for reporting it. Remember, employers are liable for behavior of their employees. Should harassment allegations be raised by an employee, be sure to follow through with an immediate investigation and discipline, if proven, and don’t tolerate retaliation. Sexual harassment training, in particular, should be regularly given.
Avoid favoritism. Be consistent make sure of adherence to policies.
Be proactive about workplace complaints. Do not avoid taking action. Make sure you are actively listening.
Safety counts. Be empathetic and show respect. Be safety conscious.
Wage and hour practices. Stay current with all state and federal wage and hour laws and regulations. Some companies have run into trouble because their hourly employees are working longer hours as exempt managers and not paid for overtime. Carefully document your records.
Of course, try to be competitive in pay and benefits.
Continuous policy training. To insure success, make certain managers, human resource interviewers and workers are knowledgeable about your business policies. You’ll be in a better position to prevent harassment, hire correctly and appraise employees accurately. You’ll also be in a stronger position, if you do encounter the threat of litigation. Stay on top of all details, but also be mindful of the protected classes of workers to avoid federal intervention.
Evaluations and terminations. Supervisors and managers must be schooled in worker behavior, performance and if necessary, terminations. Not to oversimplify, but remember every employee is entitled to know three things: What’s expected; what’s in it for them; and how they’re doing.
Make certain that terminated employees can’t conclude they’re being let go for reasons of discrimination. Again, that means documentation and thorough footwork.
These minimal reminders will help you to avoid employment and EEOC traps. However, if you do find yourself in the EEOC crosshairs, be careful how you respond in crafting your position.
From the Coach’s Corner, here are informative federal-government Web sites:
- U.S. Department of Labor, www.dol.gov
- U.S. Equal Employment Opportunity Commission, www.eeoc.gov
“Discrimination is a disease.”
-Roger Staubach
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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.
9 Image-Building Steps that Will Attract the Best Workers
Why it’s hard to get great workers and 9 ways to attract the best workers.
Some things never change.
In 2006, I wrote a Biz Coach column about an exhaustive study that showed 69,000 employers in Washington state were frustrated over their inability to find the right workers – 51 percent of companies complained workers were unfit. As I recall, employers were concerned about a lack of workers’ skills, poor education and weak soft skills.
Since then, most U.S. companies have enjoyed a boom time, only to suffer in a downturn and so-called recovery.
But one human resources problem remains – a shortage of skilled labor. That’s right, published reports indicate businesses have problems recruiting good employees.
But employees complain about a lack of jobs. Labor unions would have us believe companies are not paying enough in salary and benefits to attract workers. Not true.
There are countless unfilled jobs in the U.S. because of the economic climate and the structural gap between job requirements and worker abilities. Taxes are too high exacerbating a tepid economic climate and jobs are outsourced abroad. Meanwhile, too many American workers are not flexible enough in developing the right skills, getting the right training, and studying the right courses.
Why do many laid-off workers fail to have the right skillsets?
The high-school graduation rate is too low. Only a quarter of high-school students graduate from college. Technology needs math and science-educated workers. There will always be a need for good accountants. And there will always be a shortage of great salespeople and managers. But too many parents are not paying attention. Their children should be strongly encouraged to study and develop strong work ethics. The same is true for adults.
Most government agencies are bemoaning their revenue problems. But it is not a revenue problem. It is a spending and payroll problem that’s hurting the private sector. Not to mention the government infringement of the private employers’ economic and political freedoms. And the cost of labor is the single biggest expense of any enterprise – public or private.
Not to bore you with countless statistics, but the public sector is unrealistic. It used to be a problem for the public sector to compete with private enterprise in hiring productive people. But no more. Many government salaries and pension plans are much higher than the private sector. And the pension plans are grossly under-funded – in the aggregate – by billions of dollars.
So, how can a business compete?
True, the short-term solution is to offshore your needed services and products. You’ll temporarily solve your HR needs. It’s also an economical approach. And sad to say, employers say work ethics abroad are often stronger than in the U.S.
Meantime, it will be necessary to analyze your company’s strengths and weaknesses, anticipate your needs for talent, focus on training of your staff, recruit effectively, and develop and implement a strategic plan.
Here are the nine quick fixes to attract the best workers:
- Strengthen your brand. Differentiate from your competitors by enhancing your company image, innovate your product and service utility, become convenient as possible for your customers, and operate more efficiently. You will also learn that such steps will help attract the best employees.
- Performance management. Invest in training, mentoring and education – tools and resources to help your employees succeed.
- Succession planning. Retain and attract leaders for your firm, and develop a strategy to help your most talented employees ascend to senior levels.
- Talent development. Help your managers to evaluate your company’s HR strengths and weaknesses. Eliminate any gaps in your workforce and establish a harmonious environment for company growth.
- Promote diversity. It’s good business to consider and implement policies to recruit workers who are from other cultures. Add disabled applicants, and part-timers – such as stay-at-home parents and retirement-age workers.
- Recruitment. Target employees with the three A’s of hiring – attitude, appearance, and ability. (Note the priority of attributes. Both you and your customers will be pleased.)
- Compensation and benefits. No boss wants to over-pay employees, but if you do your best to provide for employees, they’ll deliver stronger performances and take better care of your company’s assets. Costco is a great example.
- Productivity. Reduce your skills gap by investing in technology.
- Adapt. Anticipate and respond to dynamic marketplace changes.
If properly implemented, you’ll see strong results. As they say in Hollywood, break a leg!
From the Coach’s Corner, remember you can increase profits with a strong focus on your employees.
My research shows about 52 percent of a customer’s buying motivation depends on what perceive about you and your employees.
What are the so-called soft skills of your spokespersons, customer service, finance and salespeople? Your customers want value, good service and to be treated well.
So fine-tune management of your staff.
“At the end of the day you bet on people, not on strategies.”
-Larry Bossidy
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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.