NOTE: In the last 30 days, I have received 41 Emails requesting additional suggestions, ideas or conceptual designs with regards to RETENTION and CHANGE. Your questions vary through the spectrum, so I’ll do my best to address the concept again.
The commonality to most of your Emails, have to do with conflict. An example is; “One person or team wanting or attempting to implement change while another person or team is determined to derail any and all change that THEY don’t think of.”
A. When you have long term, entrenched employees who are petrified of having their little apple cart upset, you will have conflict.
B. When you have management that talks the talk but doesn’t walk the walk so that change can be embraced, you will have conflict.
C. When you have employees who don’t “sign up” for OR “buy in” to the upcoming change process, you will have conflict.
D. When change is dictated and not a team effort, you will have conflict.
E. When management or supervisors are micro-managers, you will have conflict.
F. When the dissenting employees get into their “derail” mode but justify their position (usually confidentially) to weak management, thus getting management to assist in the derailment, YOU WILL HAVE CONFLICT!
Hopefully you get the picture. If you are going to implement change, and don’t include everybody in the communication process and offer a reasonably methodology to resolve issues, your change process is destined to fail with no matter WHO you bring in to initiate change.
For additional edification, I believe that some of the pillars or foundations for a successful team include:
1. Communications
1. Keeping employees informed is paramount to success
2. The Right Leadership
1. If you have weak or worn out leaders, they don’t make good role models
3. Effective Decision Making
1. Make the best decisions you can without excessive procrastination
4. The Team is Results Focused
1. Everybody MUST agree to each other & themselves to stay focused
5. Defined Mutual Accountability
1. Team members must know what is expected of them & that they ARE accountable.
6. Proactive Demeanor of the Team
1. A team needs to be in the game at all times, not just when something goes wrong
7. Shared or Collective Accountability
1. Not only as individuals but as a team, you stand together through the rights and the wrongs
8. Dependency on Each Other
1. If you don’t feel comfortable depending on your team member, your team will have gaping holes
9. A Define Conflict Resolution Process
1. Without this process, conflict will fester and destruction is just over the hill
10. Optimism (Optimistic Teams are Positive)
1. Must possess a “can do” attitude at ALL times
11. Supporting Each Other in a Positive Manner
1. If one member is having difficulty with a process, employee or even a customer, another team member(s) will step up to assist
12. Set Common Goals and Strategies with Clear Expectations
1. Don’t set goals that are destined to fail. Be realistic
13. Trust and Reliability in the Team Members (The Right People)
1. Be certain that the team is filled with credible, honest and dedicated employees.
I hope your week will be filled with very little conflict, good decision making, prosperity and great health!
George F. Mancuso, CPC
President
Gman Business Resources, Inc.
www.GmanSearch.com
www.MyMonaVie.com/GMancuso
Nationally recognized Retained Executive Search and Employee Retention Specialist.
8/16/08
8/10/08
How Do People Perceive You
August 10, 2008
For all the efforts we make as consultants to present ourselves in as good a light as possible, sometimes we just have to step back and applaud some who turn adversity into a strength.
Many of you may remember the job wanted ad [<<
The ad generated a flurry of job offers from companies who were looking for skills, not pedigree or marquee firm history. What does this tell you about how to market your experience?
What is there about your experience (let's presume it is not criminal, but even that is not off the table), that you can repurpose as a strength?
Can you use this thought process with regards to your company, your management skills/style, you ability to deal most effectively with people? Of course you can.
P.S. Please check out our new website: www.MyMonavie.com/GMancuso Once you are there, be certain to read, “My Story.”
Regards,
George F. Mancuso
George F. Mancuso, CPC
“WHAT PEOPLE ARE SAYING ABOUT GMAN”
George F. Mancuso CPC, President
george@gmansearch.com
Gman Business Resources, Inc.
409 16th Avenue, Grinnell, IA 50112 -1065
Phone: 641.236.7910 Ext. 101~ Fax: 641.236.7912
www.gmansearch.com
www.HrServeOnline.com
We take spamming very serious. This newsletter is being sent to people in our opt-in newsletter, business contacts and associates only. If you would like to have your Email address removed, please click HERE and it will be done immediately!
For all the efforts we make as consultants to present ourselves in as good a light as possible, sometimes we just have to step back and applaud some who turn adversity into a strength.
Many of you may remember the job wanted ad [<<
The ad generated a flurry of job offers from companies who were looking for skills, not pedigree or marquee firm history. What does this tell you about how to market your experience?
What is there about your experience (let's presume it is not criminal, but even that is not off the table), that you can repurpose as a strength?
Can you use this thought process with regards to your company, your management skills/style, you ability to deal most effectively with people? Of course you can.
P.S. Please check out our new website: www.MyMonavie.com/GMancuso Once you are there, be certain to read, “My Story.”
Regards,
George F. Mancuso
George F. Mancuso, CPC
“WHAT PEOPLE ARE SAYING ABOUT GMAN”
George F. Mancuso CPC, President
george@gmansearch.com
Gman Business Resources, Inc.
409 16th Avenue, Grinnell, IA 50112 -1065
Phone: 641.236.7910 Ext. 101~ Fax: 641.236.7912
www.gmansearch.com
www.HrServeOnline.com
We take spamming very serious. This newsletter is being sent to people in our opt-in newsletter, business contacts and associates only. If you would like to have your Email address removed, please click HERE and it will be done immediately!
8/3/08
Techniques for Closing the Sale
August 3, 2008
Q: Closing sales or service engagements sometimes takes longer than expected, even when we've had lengthy discussions with the client and everything seems to have been negotiated. What is the secret to having more success with the closing the event?
Steve H., V.P. of Sales, Oklahoma City, OK
A: Closing is rarely a straight and sure path. Buying is an emotional process and if you force the buyer into a yes or no decision before they are ready, the answer will likely be, no. Think of how you react when salespeople push you, so consider how an executive, who is being asked to yield executive power to a sales professional, feels, when pressed. The alternative to the yes or no decision is to test the sales process with presumptive questions.
I personally have always practiced presumptive selling. I firmly believe the prospect is going to buy from me and I continue that belief UNTIL the prospect convinces ME otherwise. My products and services have always been the best they can be and I didn’t have to make excuses for possible inferior results. Thus all my energy is placed into learning the prospects needs and presenting the solutions.
If you can’t get a definitive YES, you could ask presumptive questions instead of asking for the sale. You do this by asking for something that would be a part of the sale. For example, you might ask if the prospect would find it more useful for you to brief the board or coach him or her to do the final briefing at the end of the engagement. Or, ask if the sales training should include developing a series of online training sessions. Continue and develop this thought process into YOUR products or services and be prepared.
A yes answer to one of these questions is likely a yes answer to the engagement, but is much easier to make for the prospect. Once they have said yes to a critical part of the entire project (usually a high value part), they are on the path to saying yes to the whole engagement. That’s where your professionalism comes into the equation.
Remember, you MUST get a commitment, NO MATTER WHAT! Now a commitment according to old George Mancuso is, “AN AGREEMENT TO DO SOMETHING!” That something might be to set a date future to finalize; or the next appointment; or “if I do this then we have a deal;” or it might even be a commitment to never come back. Don’t leave without knowing the next step and it’s time frame.
It is imperative that you know your organizations AND your limits AND your capabilities AND your ability to perform. I always try to under promise and over deliver. That makes for happy customers and great referrals in the future.
As the last five months of 2008 is now in full bloom, I certainly hope you finish this year with gusto, tremendous personal success and the achievement of all of your goals.
Regards,
George F. Mancuso, CPC
Q: Closing sales or service engagements sometimes takes longer than expected, even when we've had lengthy discussions with the client and everything seems to have been negotiated. What is the secret to having more success with the closing the event?
Steve H., V.P. of Sales, Oklahoma City, OK
A: Closing is rarely a straight and sure path. Buying is an emotional process and if you force the buyer into a yes or no decision before they are ready, the answer will likely be, no. Think of how you react when salespeople push you, so consider how an executive, who is being asked to yield executive power to a sales professional, feels, when pressed. The alternative to the yes or no decision is to test the sales process with presumptive questions.
I personally have always practiced presumptive selling. I firmly believe the prospect is going to buy from me and I continue that belief UNTIL the prospect convinces ME otherwise. My products and services have always been the best they can be and I didn’t have to make excuses for possible inferior results. Thus all my energy is placed into learning the prospects needs and presenting the solutions.
If you can’t get a definitive YES, you could ask presumptive questions instead of asking for the sale. You do this by asking for something that would be a part of the sale. For example, you might ask if the prospect would find it more useful for you to brief the board or coach him or her to do the final briefing at the end of the engagement. Or, ask if the sales training should include developing a series of online training sessions. Continue and develop this thought process into YOUR products or services and be prepared.
A yes answer to one of these questions is likely a yes answer to the engagement, but is much easier to make for the prospect. Once they have said yes to a critical part of the entire project (usually a high value part), they are on the path to saying yes to the whole engagement. That’s where your professionalism comes into the equation.
Remember, you MUST get a commitment, NO MATTER WHAT! Now a commitment according to old George Mancuso is, “AN AGREEMENT TO DO SOMETHING!” That something might be to set a date future to finalize; or the next appointment; or “if I do this then we have a deal;” or it might even be a commitment to never come back. Don’t leave without knowing the next step and it’s time frame.
It is imperative that you know your organizations AND your limits AND your capabilities AND your ability to perform. I always try to under promise and over deliver. That makes for happy customers and great referrals in the future.
As the last five months of 2008 is now in full bloom, I certainly hope you finish this year with gusto, tremendous personal success and the achievement of all of your goals.
Regards,
George F. Mancuso, CPC
7/13/08
7 Reasons Employees Sue Their Employers
July 13, 2008
Q: Why Do Employees Sue Their Employers?
A: Nothing would twist your britches into a bunch faster than having the Sheriff stop by to serve you with a lawsuit from a former employee. It immediately becomes a gut wrenching rationalization of why this event should not have taken place. There is a simple cost effective way to protect and/or prepare YOU the company and YOU the employee and I will discuss one such option at the end of this correspondence. But first let’s look at Seven Possible Reasons Employees Sue;
1. No reason given for termination; You’re an at-will employer, so you can fire at will, right? Wrong. Most employees think they’re wonderful employees, and if they get fired for a mysterious reason, they’ll make up their own reason - or their lawyer will. The reason for termination needs to be clear, succinct and legally valid.
2. Termination of an employee for bad performance, when the employee has good performance reviews; This is the big brother to “no reason given for termination.” Supervisors need to understand that they’ll need a poor-performance documentation trail if they want to fire someone. Any competent judge or jury will see the through this one.
3. Coincidental or deficient timing; (a) An employee files an internal complaint about the employer or a supervisor, and then (b) shortly after is disciplined for a supposedly unrelated event. It won’t be hard for a lawyer to connect the dots in court between (a) and (b). Employees who file complaints can be disciplined, but the supervisor better have the documentation in order before making the move.
4. Failure to respond or investigate in a timely manner; When employees file complaints, they want them thoroughly investigated and they want it done now. If an investigation is filed, communication becomes the first defense. Acknowledge the event, set a timely schedule for investigation, and keep the complainant fully informed. Communicate now or explain it in court months or years later to a relentless attorney who will want to know why you didn’t care enough about your employee to act or react in a professional and confidential manner. The jury will be all ears on this one!
5. Viewing an EEOC charge lightly; If you’re contacted by the Equal Employment Opportunity Commission regarding an employee complaint, respond promptly and courteously - and treat the complaining employee courteously, too. If you’re reluctant or procrastinate in your response or treat the employee like a leper, expect to hear about it in court and from a heavy handed authority at that.
6. Failing to follow your own policies; You can have the best policies and training in the world - and indeed some companies have used that as a defense against a complaint. But you better be able to demonstrate through UNCOMPROMISABLE documentation that your supervisors followed those policies and applied the training and documented the results with no room for error.
7. Lack of respect of their loyalty. You’ve got an employee that is first in, last out, always willing to be part of a team, has successfully achieved all challenges you have put forth. But after being rode hard and put away wet, they are dismissed and replaced with another and usually for less money, less experience and many times less years on the face of the earth. I guarantee that this one will get you in front of a non-compassionate judge and jury.
How to lose a lawsuit
Getting sued is bad enough, but after a lawsuit is filed, employers and employees can make the situation worse:
A. Being unprepared for depositions
B. An inability to locate key documents
C. Responding “I don’t remember” to questions about key events will sink you every time
D. All of that makes good record-keeping even more important
One outstanding solution; Employers don’t want to be sued, and for that matter employers really don’t want dissension in the work place. Employees want an environment that is safe for them. And I’m not just talking about safe from machinery but safe from mental abuse and other psychological or political games that can be played in the work place.
Employees want to know the rules and employers want the rules followed. In the paragraph above the two giant culprits are “unprepared” and “locate documents.” Both of these have caused both employees and employers to lose lawsuits that otherwise would have gone in their favor.
There is one online, web based software program that keeps ALL parties “in check” in the arenas of EEOC, OSHA, ADA, ADEA, Harassment, Environmental Health and Safety, Training, Workmen’s Compensation, Required Manuals, Benefits, AND most importantly, “PROOF OF COMPLIANCE” of the employer and the employee. There is not any one other online service that does it ALL and at cost of pennies a day than, www.HrServeOnline.com .
I would encourage you to visit the site, and pass it on to your owners and managers. You can read this comprehensive and educational website, in its entirety, in five minutes or less. And if you are owners and managers, request a 30 minute demo. It will be the best 30 minute demo you view this year! With over 500 companies with about 50,000+ employees nationwide on the system, this should speak volumes to you.
Accordingly to the Bar Association, attorney’s costs in 2006, for an employee generated lawsuit or EEOC claim have a median average of $160,000.00 ++. The preemptive or proactive solution for all parties is now before you.
There are all kinds of ways disgruntled employees can anonymously attack their current or former employers via the Internet. One such site is www.Glassdoor.com and there are many others that are not so gentle. Why put yourselves into that arena?
As always, I thank you for your readership and please accept my wish for a tremendous week. If I can help in anyway, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
George F. Mancuso CPC, President
george@gmansearch.com
Gman Business Resources, Inc.
409 16th Avenue, Grinnell, IA 50112 -1065
Phone: 641.236.7910 Ext. 101~ Fax: 641.236.7912
www.gmansearch.com
www.HrServeOnline.com
Q: Why Do Employees Sue Their Employers?
A: Nothing would twist your britches into a bunch faster than having the Sheriff stop by to serve you with a lawsuit from a former employee. It immediately becomes a gut wrenching rationalization of why this event should not have taken place. There is a simple cost effective way to protect and/or prepare YOU the company and YOU the employee and I will discuss one such option at the end of this correspondence. But first let’s look at Seven Possible Reasons Employees Sue;
1. No reason given for termination; You’re an at-will employer, so you can fire at will, right? Wrong. Most employees think they’re wonderful employees, and if they get fired for a mysterious reason, they’ll make up their own reason - or their lawyer will. The reason for termination needs to be clear, succinct and legally valid.
2. Termination of an employee for bad performance, when the employee has good performance reviews; This is the big brother to “no reason given for termination.” Supervisors need to understand that they’ll need a poor-performance documentation trail if they want to fire someone. Any competent judge or jury will see the through this one.
3. Coincidental or deficient timing; (a) An employee files an internal complaint about the employer or a supervisor, and then (b) shortly after is disciplined for a supposedly unrelated event. It won’t be hard for a lawyer to connect the dots in court between (a) and (b). Employees who file complaints can be disciplined, but the supervisor better have the documentation in order before making the move.
4. Failure to respond or investigate in a timely manner; When employees file complaints, they want them thoroughly investigated and they want it done now. If an investigation is filed, communication becomes the first defense. Acknowledge the event, set a timely schedule for investigation, and keep the complainant fully informed. Communicate now or explain it in court months or years later to a relentless attorney who will want to know why you didn’t care enough about your employee to act or react in a professional and confidential manner. The jury will be all ears on this one!
5. Viewing an EEOC charge lightly; If you’re contacted by the Equal Employment Opportunity Commission regarding an employee complaint, respond promptly and courteously - and treat the complaining employee courteously, too. If you’re reluctant or procrastinate in your response or treat the employee like a leper, expect to hear about it in court and from a heavy handed authority at that.
6. Failing to follow your own policies; You can have the best policies and training in the world - and indeed some companies have used that as a defense against a complaint. But you better be able to demonstrate through UNCOMPROMISABLE documentation that your supervisors followed those policies and applied the training and documented the results with no room for error.
7. Lack of respect of their loyalty. You’ve got an employee that is first in, last out, always willing to be part of a team, has successfully achieved all challenges you have put forth. But after being rode hard and put away wet, they are dismissed and replaced with another and usually for less money, less experience and many times less years on the face of the earth. I guarantee that this one will get you in front of a non-compassionate judge and jury.
How to lose a lawsuit
Getting sued is bad enough, but after a lawsuit is filed, employers and employees can make the situation worse:
A. Being unprepared for depositions
B. An inability to locate key documents
C. Responding “I don’t remember” to questions about key events will sink you every time
D. All of that makes good record-keeping even more important
One outstanding solution; Employers don’t want to be sued, and for that matter employers really don’t want dissension in the work place. Employees want an environment that is safe for them. And I’m not just talking about safe from machinery but safe from mental abuse and other psychological or political games that can be played in the work place.
Employees want to know the rules and employers want the rules followed. In the paragraph above the two giant culprits are “unprepared” and “locate documents.” Both of these have caused both employees and employers to lose lawsuits that otherwise would have gone in their favor.
There is one online, web based software program that keeps ALL parties “in check” in the arenas of EEOC, OSHA, ADA, ADEA, Harassment, Environmental Health and Safety, Training, Workmen’s Compensation, Required Manuals, Benefits, AND most importantly, “PROOF OF COMPLIANCE” of the employer and the employee. There is not any one other online service that does it ALL and at cost of pennies a day than, www.HrServeOnline.com .
I would encourage you to visit the site, and pass it on to your owners and managers. You can read this comprehensive and educational website, in its entirety, in five minutes or less. And if you are owners and managers, request a 30 minute demo. It will be the best 30 minute demo you view this year! With over 500 companies with about 50,000+ employees nationwide on the system, this should speak volumes to you.
Accordingly to the Bar Association, attorney’s costs in 2006, for an employee generated lawsuit or EEOC claim have a median average of $160,000.00 ++. The preemptive or proactive solution for all parties is now before you.
There are all kinds of ways disgruntled employees can anonymously attack their current or former employers via the Internet. One such site is www.Glassdoor.com and there are many others that are not so gentle. Why put yourselves into that arena?
As always, I thank you for your readership and please accept my wish for a tremendous week. If I can help in anyway, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
George F. Mancuso CPC, President
george@gmansearch.com
Gman Business Resources, Inc.
409 16th Avenue, Grinnell, IA 50112 -1065
Phone: 641.236.7910 Ext. 101~ Fax: 641.236.7912
www.gmansearch.com
www.HrServeOnline.com
7/6/08
How Can I get Hired Without Playing the Race, Age or Disability Card?
July 6, 2008
Q: It is my opinion that the "bait and switch" tactics used by employers and their hired employment agencies is consistently used to screen the undesirable "minority" and/or “disabled” candidates from the better "match" non-minority, non-disabled candidates. Yet, in the face of the various adversities that prevents highly qualified candidates from becoming
gainfully employed, what can a candidate do without playing the race, age or disability card?
Harold R., HR Director, Omaha, NE
A: To begin with I am NOT an expert on racism. I am however a 64 year business professional with a disability (I walk with a cane) and have experienced discrimination from both of these arenas. Even though I am consider an “expert” in retention and other people issues, I was told recently that although I am filled with energy, the President of a particular company was reluctant to hire me to facilitate a management strategy seminar for his people because he wanted somebody that “looked whole.”
Considering I fly airplanes, walk, talk, dress, swim, manage a business, have an exercise regime, play catch with my grandson, facilitate a dozen seminars a year, am happily married and have spent a lifetime learning my trade, I was a bit irritated to say the least. So irritated in fact that I canceled the recruiting contract I had with them, even though it was lucrative and they “claimed” I was one of the few recruiters that every really performed for them.
My advice to you is the same as it is to all of my potential candidates. In order for me to present you as the “most place-able candidate” or better said……in order for YOU to prepare yourself to become the most place-able candidate it all comes down to the following; SKILLS, STABILITY, EXPERIENCE AND ATTITUDE
A. All companies ask me for the “skill set” first. If you don’t match the qualifications, why would you try to force a square peg into a round hole? All it does is offer frustration and a set up for a failure
B. Job hopping is a no-no. I recently read an article that says the Generation X & Y employees will change jobs 26 times in their career path. This is an atrocious goal in life. I hear from hiring managers, “why doesn’t he/she stay any longer than 2 years at any given job?” And I rhetorically respond, “Good question, why don’t they?”
C. You must learn your trade and then relearn your trade every day. Our world moves fast and change is a common word in most growing business environments. If you don’t have the skill sets required by an employer it probably won’t be a match, no matter how hard you try. What did you do in the last 12 months to improve yourself? Remember that YOUR resume is only a job description of who you were. You must be prepared to demonstrate to a prospective hiring manager what you plan to be and how your presence can impact their company in a positive way!
D. There are no longer any “give-me’s” in this world. Having an attitude that the new employer or current employer “owes you” is a destination to nowhere. It all begins with you the employee. Why fall into an impossible stereotype? Why not demonstrate your qualifications by example? My grandmother used to tell me, “deeds not words!”
When I speak with employers about employees they have terminated I hear, “they just acted like they didn’t want to be here; or he/she stood around with his/her hands in their pockets waiting for ME to do it; or He/she never contributed to the conversation, never offer good solutions to problems; or when the five o’clock buzzer rang, they were out the door like a shot.”
All these actions demonstrate why an employer wouldn’t want to keep an employee. And if you fit into these categories, change or the results will mirror your past.
Now from the management or hiring side of these issues I suggest the following;
1. Start looking at candidates from what assets and value that they bring to the organization.
2. Look at candidates with this thought, “if he/she has only five years left to work, how can I empower them to allow me to tap into their knowledge to grow the people in this department or company?”
3. Become known as a company that is a champion of PEOPLE. This will probably include soul searching and making decisions that you have probably not made in your “job hiring” past.
4. The results will be that you will have a work place that people will WANT to work and the word will spread and it will positively affect your sales and bottom line.
5. If one of your friends or parent was noticeably older than you or walked with a disability or had a different color of skin, would you tell him/her not to come to your house because you didn’t want the neighbors to know that you associate with “those types” of HUMAN BEINGS? I think not, so why do it in your business life?
6. QUALIFIED candidates will reward you, the company and their co-workers once given the opportunity to shine.
Go forth and make this a tremendous week for you and everyone around you.!
Regards,
George F. Mancuso
George F. Mancuso, CPC
Q: It is my opinion that the "bait and switch" tactics used by employers and their hired employment agencies is consistently used to screen the undesirable "minority" and/or “disabled” candidates from the better "match" non-minority, non-disabled candidates. Yet, in the face of the various adversities that prevents highly qualified candidates from becoming
gainfully employed, what can a candidate do without playing the race, age or disability card?
Harold R., HR Director, Omaha, NE
A: To begin with I am NOT an expert on racism. I am however a 64 year business professional with a disability (I walk with a cane) and have experienced discrimination from both of these arenas. Even though I am consider an “expert” in retention and other people issues, I was told recently that although I am filled with energy, the President of a particular company was reluctant to hire me to facilitate a management strategy seminar for his people because he wanted somebody that “looked whole.”
Considering I fly airplanes, walk, talk, dress, swim, manage a business, have an exercise regime, play catch with my grandson, facilitate a dozen seminars a year, am happily married and have spent a lifetime learning my trade, I was a bit irritated to say the least. So irritated in fact that I canceled the recruiting contract I had with them, even though it was lucrative and they “claimed” I was one of the few recruiters that every really performed for them.
My advice to you is the same as it is to all of my potential candidates. In order for me to present you as the “most place-able candidate” or better said……in order for YOU to prepare yourself to become the most place-able candidate it all comes down to the following; SKILLS, STABILITY, EXPERIENCE AND ATTITUDE
A. All companies ask me for the “skill set” first. If you don’t match the qualifications, why would you try to force a square peg into a round hole? All it does is offer frustration and a set up for a failure
B. Job hopping is a no-no. I recently read an article that says the Generation X & Y employees will change jobs 26 times in their career path. This is an atrocious goal in life. I hear from hiring managers, “why doesn’t he/she stay any longer than 2 years at any given job?” And I rhetorically respond, “Good question, why don’t they?”
C. You must learn your trade and then relearn your trade every day. Our world moves fast and change is a common word in most growing business environments. If you don’t have the skill sets required by an employer it probably won’t be a match, no matter how hard you try. What did you do in the last 12 months to improve yourself? Remember that YOUR resume is only a job description of who you were. You must be prepared to demonstrate to a prospective hiring manager what you plan to be and how your presence can impact their company in a positive way!
D. There are no longer any “give-me’s” in this world. Having an attitude that the new employer or current employer “owes you” is a destination to nowhere. It all begins with you the employee. Why fall into an impossible stereotype? Why not demonstrate your qualifications by example? My grandmother used to tell me, “deeds not words!”
When I speak with employers about employees they have terminated I hear, “they just acted like they didn’t want to be here; or he/she stood around with his/her hands in their pockets waiting for ME to do it; or He/she never contributed to the conversation, never offer good solutions to problems; or when the five o’clock buzzer rang, they were out the door like a shot.”
All these actions demonstrate why an employer wouldn’t want to keep an employee. And if you fit into these categories, change or the results will mirror your past.
Now from the management or hiring side of these issues I suggest the following;
1. Start looking at candidates from what assets and value that they bring to the organization.
2. Look at candidates with this thought, “if he/she has only five years left to work, how can I empower them to allow me to tap into their knowledge to grow the people in this department or company?”
3. Become known as a company that is a champion of PEOPLE. This will probably include soul searching and making decisions that you have probably not made in your “job hiring” past.
4. The results will be that you will have a work place that people will WANT to work and the word will spread and it will positively affect your sales and bottom line.
5. If one of your friends or parent was noticeably older than you or walked with a disability or had a different color of skin, would you tell him/her not to come to your house because you didn’t want the neighbors to know that you associate with “those types” of HUMAN BEINGS? I think not, so why do it in your business life?
6. QUALIFIED candidates will reward you, the company and their co-workers once given the opportunity to shine.
Go forth and make this a tremendous week for you and everyone around you.!
Regards,
George F. Mancuso
George F. Mancuso, CPC
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