In Search of Candidate Courtesy
Somewhere, in the midst of the economic decline and massive job eliminations, many companies have adopted a cavalier approach to dealing with both outside vendors and employment candidates. The attitude seems to be such that no response is required, even to those who the company themselves contacted to request a proposal or to attend an interview. As a consultant primarily responsible for my own company's business development, I have become somewhat hardened to this practice; but it is nonetheless frustrating to be pursued for an immediate meeting, asked for a 24 hour turnaround on a service proposal and then receive no response whatsoever, despite numerous attempts to follow up with the person who asked for the information. It's as if there is no perceived expectation to return the same level of courtesy as that which was extended to them in the exchange.
Sadly, today's job seeker experiences this frustration everyday. Many of these folks already have fragile egos and diminished self confidence from losing a position and dealing with unemployment perhaps, for the first time in their career. Each day, they work the internet job boards, network with peers, and reach out to friends and family in an effort to get a lead on a new opportunity. Many of these individuals I meet throughout the course of my work are tireless in this effort and, despite the emotional roller coaster of the job search process, they are upbeat and optimistic about their future. But I see these incidents of lost candidate courtesy slowly eroding their optimism as they continue to experience this mistreatment by company representatives responsible for recruitment and hiring.
I recently heard from my friend Larry who was wooed by a recruiter for a senior level position and asked if he would be willing to fly to Arizona for an interview with the hiring manager. Two weeks passed and Larry heard nothing more from the recruiter until 48 hours before he was to fly out. He was emailed the airline ticket, given the address of the office, and left to arrange his own transportation from the airport. Nonetheless, he arrived on time for the interview and after a 40 minute wait, was escorted to the interviewer's office. The discussion went well and Larry returned home feeling positive about the day. He sent his thank you notes to all involved and waited to hear from the recruiter who promised to contact him later that week. After 2 weeks, Larry has not been contacted nor have his follow up emails been acknowledged. Larry told me he has accepted the fact that he probably is no longer under consideration for the position, but it's the way he was treated that bothers him more than being rejected for the job. Unfortunately, Larry's experience is not unique and has become the new normal for many companies.
What many of these companies and HR practitioners who lead the recruitment process fail to realize is that as the job market continues to improve, the war for talent will be won by those organizations that recognize the importance of candidate courtesy and take the necessary steps to create a culture that values this attribute. It's not a difficult concept and is based on the age old "golden rule" theory of treating others as you would want to be treated. Clearly, those companies that embrace this philosophy will be the employers of choice for Larry and other talented candidates who know that good or bad, the treatment they receive as a candidate, is likely indicative of the same treatment they will receive as an employee.
If we can help to provide your hiring managers a "refresher" on candidate courtesy give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com.
Have a safe and happy spring!
Phil
Social Media and The NLRB
As the use of Facebook, Linkedin and Twitter becomes commonplace, companies have recognized the need to develop some policy guidelines around the use of social media by their employees. Most social media policies are designed to promote employee awareness of how the company has chosen to use social media to market its brand, recruit employees and generally reach a broader audience. Included in many of these policies are statements that guide employees on the use of social media so as not to have the company's image tarnished by a disgruntled worker or to create a forum where employees can publicly complain about the company or its management.
The National Labor Relations Board (NLRB) recently posted a report from last year, that outlined their opinion on various social media cases they recently reviewed, They included a case where an employee was released for identifying and calling a supervisor a "scumbag" on a social media site. The Board reinstated the employee under the premise that his action was within the context of protected concerted activity because it involved a protest of unlawful supervisory actions, occurred outside the workplace and during non-working time, and was not overly egregious or accompanied by threats.
Another case involved a policy prohibiting employees from using the company name, address, or information on their profile page. The NLRB considered this policy as written, to be unlawful.
This area is one currently being shaped by case law but if the NLRB's decisions are any indication of how social media cases will be viewed by the court, employers must take into account these issues when reviewing or investigating issues involving social media.
Don't go it alone. Take advantage of our free consultation and HR audit to see if your company is at risk. Call us today at 610-287-1162 or email me at phil@hrsolutionsonline.com.
Tuesday, March 20, 2012
February Newsletter-2012
The Self Destruction of a High Potential Leader
I'm always saddened to see bright, dedicated leaders fail due to their own emotional immaturity; yet the longer I work in the HR field the more frequently I witness these events occur. There has been much written about the need for effective and successful leaders to have both a combination of emotional intelligence and technical expertise. Despite being a subject matter expert, a leader without emotional maturity will ultimately fail. Never was such an issue more evident than in my recent involvement with a leader, who, I'll call Charlie, self-destructed over a period of a few short weeks.
Years ago I read a policy statement on Company Communication that stated, "Information is power; shared information is awesome power." While most leaders would embrace that statement as true, the leader who lacks self- confidence and emotional maturity believes in the guiding principal that holding on to information secures his or her role in the organization. Charlie believed that as the leader of his department, all information needed to filter through him including valuable knowledge about the products and services offered by his staff. Charlie had an abundance of legacy knowledge that he would selectively share with his direct reports thereby denying them the opportunity to learn and grow. His staff was conditioned to go to him with any and all problems rather than attempt to personally resolve the issue. Charlie became so enamored with his power that he came to believe he was more important than the Company itself and that the inherent obligations of being a senior leader did not pertain to him. Ultimately, Charlie decided that he was so gifted that he would start his own competing company and he began to openly discuss his intentions among his staff. Needless to say the staff became very anxious and upset and ultimately shared their concerns about Charlie's actions with the President. Charlie's ego must have clouded his memory in that he forgot he had signed an employment agreement that prohibited such actions and in doing so, subjected him to termination of employment. As a result, Charlie found himself on the outside without a team to lead.
As in most cases, employee terminations are more about the impact on those that remain versus those that are let go. Unfortunately, Charlie's departure has left his team struggling to keep the department operating at a high level of service since the knowledge they needed was never shared. His failure to help his staff learn and grow has forced them to scramble to find answers to problems and issues that Charlie always handled himself. Ultimately, they are all committed to providing great service to their clients and are driven to see things through but not without incurring some short term pain.
It's vitally important to the health of an organization to avoid elevating the best technical employee to a leadership position that they are ill equipped to hold. It's a common practice to take the best forklift operator and designate him as the manager of the other forklift operators assuming his technical proficiency is all that's needed for him to be an effective leader. Sure, sometimes it works out but many times that person doesn't want to lead. He or she simply wants to be the best forklift operator and doesn't want to seem ungrateful by telling you just that. That's why it's imperative that leaders be carefully selected using a variety of criteria versus" putting a body in the seat." Business owners and executives that take the time to select the best candidates for leadership positions will be rewarded with never having to deal with a Charlie of their own.
If we can help to keep you "Charlie free" give us a call at 610-287-1162. We'd love the opportunity to help.
The 2012 Employment Landscape
HR Issues That Will Affect Business Owners This Year
In an election year there is typically some reluctance to effect large scale changes in employment related laws and practices until the future political party and administration is better defined. Nonetheless, we believe there are a few HR issues that business owners should be mindful of in 2012
Wage and Hour Compliance Issues- There continues to be an increased focus on monitoring employer compliance with wage and hour requirements from recordkeeping to employee classification. The size of the employer does not matter in that the government has put "more feet on the street" in an effort to audit a broader group of employers.
Union Avoidance- The National Labor Relations Board has been extremely active in proposing changes to the union election process, development of mandatory postings and challenges to policy statements that could be considered in violation of the concerted protected activity provisions of the National Labor Relations Act.
Recruitment and Retention- Hiring statistics are reflecting a gradual increase in the creation of new positions along with a growing concern about retaining high performers now that the job market is improving. For the first time in over 2 years business owners will see a renewed war for talent and increasing employee turnover. Managing this changing employment dynamic along with a workforce comprised of as many as four different generations of workers will be a daunting task.
The good news is you don't have to go it alone. Give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com
for a free consultation and some friendly advice. I look forward to hearing from you.
I'm always saddened to see bright, dedicated leaders fail due to their own emotional immaturity; yet the longer I work in the HR field the more frequently I witness these events occur. There has been much written about the need for effective and successful leaders to have both a combination of emotional intelligence and technical expertise. Despite being a subject matter expert, a leader without emotional maturity will ultimately fail. Never was such an issue more evident than in my recent involvement with a leader, who, I'll call Charlie, self-destructed over a period of a few short weeks.
Years ago I read a policy statement on Company Communication that stated, "Information is power; shared information is awesome power." While most leaders would embrace that statement as true, the leader who lacks self- confidence and emotional maturity believes in the guiding principal that holding on to information secures his or her role in the organization. Charlie believed that as the leader of his department, all information needed to filter through him including valuable knowledge about the products and services offered by his staff. Charlie had an abundance of legacy knowledge that he would selectively share with his direct reports thereby denying them the opportunity to learn and grow. His staff was conditioned to go to him with any and all problems rather than attempt to personally resolve the issue. Charlie became so enamored with his power that he came to believe he was more important than the Company itself and that the inherent obligations of being a senior leader did not pertain to him. Ultimately, Charlie decided that he was so gifted that he would start his own competing company and he began to openly discuss his intentions among his staff. Needless to say the staff became very anxious and upset and ultimately shared their concerns about Charlie's actions with the President. Charlie's ego must have clouded his memory in that he forgot he had signed an employment agreement that prohibited such actions and in doing so, subjected him to termination of employment. As a result, Charlie found himself on the outside without a team to lead.
As in most cases, employee terminations are more about the impact on those that remain versus those that are let go. Unfortunately, Charlie's departure has left his team struggling to keep the department operating at a high level of service since the knowledge they needed was never shared. His failure to help his staff learn and grow has forced them to scramble to find answers to problems and issues that Charlie always handled himself. Ultimately, they are all committed to providing great service to their clients and are driven to see things through but not without incurring some short term pain.
It's vitally important to the health of an organization to avoid elevating the best technical employee to a leadership position that they are ill equipped to hold. It's a common practice to take the best forklift operator and designate him as the manager of the other forklift operators assuming his technical proficiency is all that's needed for him to be an effective leader. Sure, sometimes it works out but many times that person doesn't want to lead. He or she simply wants to be the best forklift operator and doesn't want to seem ungrateful by telling you just that. That's why it's imperative that leaders be carefully selected using a variety of criteria versus" putting a body in the seat." Business owners and executives that take the time to select the best candidates for leadership positions will be rewarded with never having to deal with a Charlie of their own.
If we can help to keep you "Charlie free" give us a call at 610-287-1162. We'd love the opportunity to help.
The 2012 Employment Landscape
HR Issues That Will Affect Business Owners This Year
In an election year there is typically some reluctance to effect large scale changes in employment related laws and practices until the future political party and administration is better defined. Nonetheless, we believe there are a few HR issues that business owners should be mindful of in 2012
Wage and Hour Compliance Issues- There continues to be an increased focus on monitoring employer compliance with wage and hour requirements from recordkeeping to employee classification. The size of the employer does not matter in that the government has put "more feet on the street" in an effort to audit a broader group of employers.
Union Avoidance- The National Labor Relations Board has been extremely active in proposing changes to the union election process, development of mandatory postings and challenges to policy statements that could be considered in violation of the concerted protected activity provisions of the National Labor Relations Act.
Recruitment and Retention- Hiring statistics are reflecting a gradual increase in the creation of new positions along with a growing concern about retaining high performers now that the job market is improving. For the first time in over 2 years business owners will see a renewed war for talent and increasing employee turnover. Managing this changing employment dynamic along with a workforce comprised of as many as four different generations of workers will be a daunting task.
The good news is you don't have to go it alone. Give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com
for a free consultation and some friendly advice. I look forward to hearing from you.
Tuesday, December 27, 2011
Singing the Holiday Blues
For many years I worked as a part time musician. At this special time of year I often think of Whitey, one of my band mates who passed away a few years ago. Whitey was a terrific musician and singer who was quick to laugh and always had a positive disposition. He once told me that as a child and teenager, he would lapse into a short but intense period of depression at holiday time each year. He would look out his bedroom window and feel sad and alone, even though he was surrounded by a loving and supportive family. This came as a surprise to me since I only knew Whitey as a happy and outgoing guy who loved his music and his family and friends. I couldn't envision him being in this emotional state, despite having an illness where a simple act like bumping his hand or walking into a table leg could have serious implications to his physical well-being.
Whitey suffered from hemophilia and ultimately succumbed to the illness after receiving a liver transplant. I can recall several tense moments during our time performing together when an inadvertent cut or bruise would require Whitey to seek immediate medical attention to get the clotting factor he needed. No one would have blamed him for being depressed and feeling sorry for himself, but like so many others who battle adversity on a personal level, he had an innate ability to suppress the negative aspects of his life and relish the good things he had. I remember asking Whitey what changed him from the depressed child to the upbeat guy I came to know. While he couldn't think of a single event that changed his outlook, he did credit his love of music and the birth of his kids as key contributors to his happiness. Years after his death the band held a reunion benefit in his honor and his kids, both fine musicians in their own right, played on stage with us old guys. Needless to say it was an emotional moment for us all.
Everyone has those "why is this happening to me" moments where we feel victimized and misfortunate due to life's regular ups and downs. It's easy to self- perpetuate this negative outlook particularly during times of high stress like the holidays where the demands of work and family obligations seem overwhelming. During those times I often think of Whitey and others like him and find myself smiling. Their spirit and vigor help me realize that there is much more good in my life than bad.
From our family to yours, have a safe and and healthy holiday season and prosperous New Year!
Phil
For many years I worked as a part time musician. At this special time of year I often think of Whitey, one of my band mates who passed away a few years ago. Whitey was a terrific musician and singer who was quick to laugh and always had a positive disposition. He once told me that as a child and teenager, he would lapse into a short but intense period of depression at holiday time each year. He would look out his bedroom window and feel sad and alone, even though he was surrounded by a loving and supportive family. This came as a surprise to me since I only knew Whitey as a happy and outgoing guy who loved his music and his family and friends. I couldn't envision him being in this emotional state, despite having an illness where a simple act like bumping his hand or walking into a table leg could have serious implications to his physical well-being.
Whitey suffered from hemophilia and ultimately succumbed to the illness after receiving a liver transplant. I can recall several tense moments during our time performing together when an inadvertent cut or bruise would require Whitey to seek immediate medical attention to get the clotting factor he needed. No one would have blamed him for being depressed and feeling sorry for himself, but like so many others who battle adversity on a personal level, he had an innate ability to suppress the negative aspects of his life and relish the good things he had. I remember asking Whitey what changed him from the depressed child to the upbeat guy I came to know. While he couldn't think of a single event that changed his outlook, he did credit his love of music and the birth of his kids as key contributors to his happiness. Years after his death the band held a reunion benefit in his honor and his kids, both fine musicians in their own right, played on stage with us old guys. Needless to say it was an emotional moment for us all.
Everyone has those "why is this happening to me" moments where we feel victimized and misfortunate due to life's regular ups and downs. It's easy to self- perpetuate this negative outlook particularly during times of high stress like the holidays where the demands of work and family obligations seem overwhelming. During those times I often think of Whitey and others like him and find myself smiling. Their spirit and vigor help me realize that there is much more good in my life than bad.
From our family to yours, have a safe and and healthy holiday season and prosperous New Year!
Phil
Where Do You Choose To Be
A fellow HR colleague and I were reminiscing recently about our careers and how the world of human resource management had changed over the years. He began to share his frustrations with me about things he was confronting in his current role. At the end of his rant he said, "But I choose to be here." By "choosing to be there" he was saying that despite all the difficult aspects of the job, including problems with his boss and a lack of support from his peers, the positives outweigh the negatives and "I still like working here. Therefore, it's my decision to stay."
In the course of my work I encounter employees that make the blanket statement, "Employee morale is terrible at this company." More often than not, I have found that their broad perspective that everyone is unhappy or disengaged is inaccurate and more a reflection of their own attitude. In many situations, these self- proclaimed naysayers have had past success in getting management's attention with these statements and, therefore, gain satisfaction when leadership reacts to the comment. They keep coming back in the hope that they can gain some notoriety as the self- proclaimed voice of the people.
In the book "Who Moved My Cheese?" by Dr. Spencer Johnson the story centers around two mice named Hem and Haw. The morale of the story is essentially "if you are unhappy with your current situation take action to change things. Don't wait for things around you to change on their own."
I believe every company has a Hem and Haw in their workforce and that no matter how many employee perks and niceties the company offers their outlook will not change. They "choose to be there" because deep down they know that their unhappiness is not attributable to the work environment but by a host of other issues in their personal and professional life. So what is a concerned business owner and leader to do?
We know that happy and contented employees are generally more productive, loyal and dedicated to the success of the company. But how do those companies protect the spirit and enthusiasm of the best employees from being polluted by the Hems and Haws? Quite simply, you don't have to react at all. I've found that our high potential leaders of the future have too much self- assurance in their own skills and abilities to let a few chronic complainers change their attitude. They ignore the Hems and Haws and concentrate their efforts of making things better rather than sitting back and waiting for someone else to change things. They "choose to be there" to make a difference. Hopefully you will too.
Have a safe and happy Thanksgiving!
Phil
A fellow HR colleague and I were reminiscing recently about our careers and how the world of human resource management had changed over the years. He began to share his frustrations with me about things he was confronting in his current role. At the end of his rant he said, "But I choose to be here." By "choosing to be there" he was saying that despite all the difficult aspects of the job, including problems with his boss and a lack of support from his peers, the positives outweigh the negatives and "I still like working here. Therefore, it's my decision to stay."
In the course of my work I encounter employees that make the blanket statement, "Employee morale is terrible at this company." More often than not, I have found that their broad perspective that everyone is unhappy or disengaged is inaccurate and more a reflection of their own attitude. In many situations, these self- proclaimed naysayers have had past success in getting management's attention with these statements and, therefore, gain satisfaction when leadership reacts to the comment. They keep coming back in the hope that they can gain some notoriety as the self- proclaimed voice of the people.
In the book "Who Moved My Cheese?" by Dr. Spencer Johnson the story centers around two mice named Hem and Haw. The morale of the story is essentially "if you are unhappy with your current situation take action to change things. Don't wait for things around you to change on their own."
I believe every company has a Hem and Haw in their workforce and that no matter how many employee perks and niceties the company offers their outlook will not change. They "choose to be there" because deep down they know that their unhappiness is not attributable to the work environment but by a host of other issues in their personal and professional life. So what is a concerned business owner and leader to do?
We know that happy and contented employees are generally more productive, loyal and dedicated to the success of the company. But how do those companies protect the spirit and enthusiasm of the best employees from being polluted by the Hems and Haws? Quite simply, you don't have to react at all. I've found that our high potential leaders of the future have too much self- assurance in their own skills and abilities to let a few chronic complainers change their attitude. They ignore the Hems and Haws and concentrate their efforts of making things better rather than sitting back and waiting for someone else to change things. They "choose to be there" to make a difference. Hopefully you will too.
Have a safe and happy Thanksgiving!
Phil
One Dimensional Leadership
I have had the good fortune of working with some strong leaders, both in the corporate world and through my consulting practice. that I have found is that the best leaders have the ability to lead in a multi- dimensional fashion, maintaining a clear focus on their business objectives but adjusting to other changing aspects of the environment around them. When business conditions weaken their positive attitude, vision and risk taking abilities come to the forefront, creating confidence and vigor in those around them. Conversely, the one dimensional leader tends to focus primarily on expense reductions, the one aspect that creates the most fear and insecurity. The natural tendency for the one dimensional leader is to hunker down, under communicate, cut payroll and reduce expenses until business improves. This approach may enable the company to survive in the short term but typically fails to address the real problem issues that resulted in the business downturn. Unfortunately, managers and employees in organizations led by the one dimensional leader tend to harbor the feelings of insecurity caused by these events even if and when conditions improve.
I was recently involved in such a scenario where the erosion of business conditions prompted the one dimensional leader to abandon many of the organizational and strategic initiatives put in place over a 3-year period. These initiatives were designed to posture the Company for future growth and expansion as part of a long term plan. During that 3-year period the leader hired strong subject matter experts, promoted the values of the organization and conducted a personal campaign to inform and energize workers on the vision for the future. Employee engagement was high, creativity was encouraged and employee turnover was almost non-existent. Sadly, the insecurity caused by an erosion of business compelled the leader to revert to his one dimensional style and go into "survival mode." As a result, the entrepreneurial spirit has been severely dampened and, despite the leader's efforts to reassure employees that the actions were necessary, the company is already incurring a further business decline and loss of key talent. The actions were internally marketed as a "back to basics" approach which was perceived by the majority of the workforce as a regression to a time when confusion reigned and no strategic direction was evident. While the company is likely to recover to some degree the vision of growth that once existed creating collective excitement among its employees is all but gone.
There is no doubt that it's extremely difficult to lead in difficult times. Staying the course and believing in the strategy you have executed is a test of a leader's courage and self-confidence. Those qualities are contagious in the same way that insecurity and doubt can infect an otherwise healthy organization. No one will ever know if given another few months of dedication to the strategic initiatives tremendous improvement may have been gained, along with a soaring esprit de corps that would have allowed the company to thrive and reinvent itself for the future. The one dimensional leader would tell you no, but the multi-dimensional leader knows differently!
Here's wishing you a safe and healthy fall season.
Phil
I have had the good fortune of working with some strong leaders, both in the corporate world and through my consulting practice. that I have found is that the best leaders have the ability to lead in a multi- dimensional fashion, maintaining a clear focus on their business objectives but adjusting to other changing aspects of the environment around them. When business conditions weaken their positive attitude, vision and risk taking abilities come to the forefront, creating confidence and vigor in those around them. Conversely, the one dimensional leader tends to focus primarily on expense reductions, the one aspect that creates the most fear and insecurity. The natural tendency for the one dimensional leader is to hunker down, under communicate, cut payroll and reduce expenses until business improves. This approach may enable the company to survive in the short term but typically fails to address the real problem issues that resulted in the business downturn. Unfortunately, managers and employees in organizations led by the one dimensional leader tend to harbor the feelings of insecurity caused by these events even if and when conditions improve.
I was recently involved in such a scenario where the erosion of business conditions prompted the one dimensional leader to abandon many of the organizational and strategic initiatives put in place over a 3-year period. These initiatives were designed to posture the Company for future growth and expansion as part of a long term plan. During that 3-year period the leader hired strong subject matter experts, promoted the values of the organization and conducted a personal campaign to inform and energize workers on the vision for the future. Employee engagement was high, creativity was encouraged and employee turnover was almost non-existent. Sadly, the insecurity caused by an erosion of business compelled the leader to revert to his one dimensional style and go into "survival mode." As a result, the entrepreneurial spirit has been severely dampened and, despite the leader's efforts to reassure employees that the actions were necessary, the company is already incurring a further business decline and loss of key talent. The actions were internally marketed as a "back to basics" approach which was perceived by the majority of the workforce as a regression to a time when confusion reigned and no strategic direction was evident. While the company is likely to recover to some degree the vision of growth that once existed creating collective excitement among its employees is all but gone.
There is no doubt that it's extremely difficult to lead in difficult times. Staying the course and believing in the strategy you have executed is a test of a leader's courage and self-confidence. Those qualities are contagious in the same way that insecurity and doubt can infect an otherwise healthy organization. No one will ever know if given another few months of dedication to the strategic initiatives tremendous improvement may have been gained, along with a soaring esprit de corps that would have allowed the company to thrive and reinvent itself for the future. The one dimensional leader would tell you no, but the multi-dimensional leader knows differently!
Here's wishing you a safe and healthy fall season.
Phil
As we begin our 15th year of service, my sincere thanks to our valued clients and all who have supported HR Solutions, LLC with your advice, guidance and good will. Without your generous support our continued success would not be possible.
Customer Service-The New Oxymoron
A friend and I were recently commiserating over lunch about the demise of customer service in the work place. Clearly, "customer service" has become an oxymoron like, "jumbo shrimp" and "vegetarian meatballs". Having worked with retail industry clients for many years, I empathize with the HR folks who must find people that have the ability to effectively interact with a customer and create a positive experience. Finding workers with an outgoing personality and who enjoy helping people is a daunting task particularly when paying a minimum wage salary. In most cases the business owner is more concerned with having the necessary staff coverage and minimizing payroll than providing superior customer service. It is even more challenging for those businesses that are seasonal in nature and rely on a few months of revenue to carry them through the year. But those friendly people are out there and when an employer is successful in finding that individual with personality and a service orientation, customer satisfaction and ultimately revenue can increase substantially.
Here's what I mean. I stopped to get gas the other morning and approached the cashier to pre-pay. I said "Good morning" and her response was "What do you need?" My first inclination was to say, I need you to drop the attitude but I responded by asking for $50 on pump number 8. She took my money and gave me my change, at which time I said "Thank you". Her response was "Yup." Silly me, I was unaware that the rules of etiquette had changed and "Yup" is now the recommended response to "thank you." Later that day I stopped to buy a birthday card. This time, I received no verbal response at all to my "hello" or my "thank you". To satisfy myself that this person could actually speak, I lingered a bit longer in the store until I witnessed her talking on her cell phone, confirming my belief that her lack of service was intentional and not due to some form of mutism.
I was convinced that customer service was indeed dead, until my faith in the workforce of the future was partially restored. That weekend, a group of us were in Ocean City, NJ and we went to dinner at one of the restaurants on the Boardwalk. We were a party of eight, and based on the fact that it was a tourist destination, I was anticipating the worst in customer service. Surprisingly, the college student who waited on our table was pleasant, helpful and engaging. She exceeded our expectations just by being friendly and service oriented. Mind you, we're not talking about over the top, Disney experience service but rather, someone who welcomes you, says thank you and tells you to have a nice day. The bar has been set so low that just by doing her job, our waitress received a generous gratuity and our sincere thanks.
So why the distinct difference in these levels of service? One could make the argument that there may be some socio-economic difference or personal issues that separate the pleasant from the miserable. It could also be argued that training may have been provided in one environment and not in the other. While both arguments have some merit, I believe that the hiring and selection process is the key component. I have seen many examples of "hiring in haste" to simply fill a schedule slot or add staff. The interviewer tends to focus his or her questions on availability, previous experience and pay rate without ever asking the situational or behavioral questions that provide valuable insight into the candidate's proficiency in dealing with customers. What they get is a candidate willing to accept $8 per hour to work weekends with no customer service skills. In the end, things can get "pretty ugly."
Here's hoping you get super service at your next outing and not just a "Yup." If we can help your business in hiring and selecting the best and the brightest please give us a call at 610-287-1162.
Enjoy the rest of the summer.
Phil
Customer Service-The New Oxymoron
A friend and I were recently commiserating over lunch about the demise of customer service in the work place. Clearly, "customer service" has become an oxymoron like, "jumbo shrimp" and "vegetarian meatballs". Having worked with retail industry clients for many years, I empathize with the HR folks who must find people that have the ability to effectively interact with a customer and create a positive experience. Finding workers with an outgoing personality and who enjoy helping people is a daunting task particularly when paying a minimum wage salary. In most cases the business owner is more concerned with having the necessary staff coverage and minimizing payroll than providing superior customer service. It is even more challenging for those businesses that are seasonal in nature and rely on a few months of revenue to carry them through the year. But those friendly people are out there and when an employer is successful in finding that individual with personality and a service orientation, customer satisfaction and ultimately revenue can increase substantially.
Here's what I mean. I stopped to get gas the other morning and approached the cashier to pre-pay. I said "Good morning" and her response was "What do you need?" My first inclination was to say, I need you to drop the attitude but I responded by asking for $50 on pump number 8. She took my money and gave me my change, at which time I said "Thank you". Her response was "Yup." Silly me, I was unaware that the rules of etiquette had changed and "Yup" is now the recommended response to "thank you." Later that day I stopped to buy a birthday card. This time, I received no verbal response at all to my "hello" or my "thank you". To satisfy myself that this person could actually speak, I lingered a bit longer in the store until I witnessed her talking on her cell phone, confirming my belief that her lack of service was intentional and not due to some form of mutism.
I was convinced that customer service was indeed dead, until my faith in the workforce of the future was partially restored. That weekend, a group of us were in Ocean City, NJ and we went to dinner at one of the restaurants on the Boardwalk. We were a party of eight, and based on the fact that it was a tourist destination, I was anticipating the worst in customer service. Surprisingly, the college student who waited on our table was pleasant, helpful and engaging. She exceeded our expectations just by being friendly and service oriented. Mind you, we're not talking about over the top, Disney experience service but rather, someone who welcomes you, says thank you and tells you to have a nice day. The bar has been set so low that just by doing her job, our waitress received a generous gratuity and our sincere thanks.
So why the distinct difference in these levels of service? One could make the argument that there may be some socio-economic difference or personal issues that separate the pleasant from the miserable. It could also be argued that training may have been provided in one environment and not in the other. While both arguments have some merit, I believe that the hiring and selection process is the key component. I have seen many examples of "hiring in haste" to simply fill a schedule slot or add staff. The interviewer tends to focus his or her questions on availability, previous experience and pay rate without ever asking the situational or behavioral questions that provide valuable insight into the candidate's proficiency in dealing with customers. What they get is a candidate willing to accept $8 per hour to work weekends with no customer service skills. In the end, things can get "pretty ugly."
Here's hoping you get super service at your next outing and not just a "Yup." If we can help your business in hiring and selecting the best and the brightest please give us a call at 610-287-1162.
Enjoy the rest of the summer.
Phil
Tuesday, June 21, 2011
June 2011
What's Your Value Proposition?
Our family made its annual pilgrimage to New York City Mother's Day weekend to see a show and spend an inordinate amount of money on things that cost significantly less around here. It's typically a holiday event for us, but this past year's December snowstorm resulted in our rescheduling the trip. It's always fun having my grown daughters come home and the whole family being together again for a short time. Before the show we stopped for lunch at one of the many tourist destinations, and as I ordered my $17.95 cheeseburger I couldn't help but think of the concept of "value proposition." One random thought led to another, and as I sat awaiting the start of Mary Poppins I questioned my own value proposition both as business owner and a husband and father. Was I really bringing value to my family and clients? If so, what were the things that did and didn't?
According to Wikipedia, the value proposition is derived using a formula of
Value equals Benefits minus Cost.
Even though I was hungry, the cost of the cheeseburger far outweighed its benefit and therefore, one would say that the value proposition associated with lunch was minimal. But listening to my kids giggle, tell stories and cut each other up provided fond memories of past times and an appreciation that we were able to do this one more year before job requirements and other obligations made it impossible. Therefore, even when they brought the check for $93.00 I thought the value proposition of that lunch event was pretty darn good.
So where I ended up after this internal philosophical debate was that determining the value proposition is much broader than just a numerical calculation. The true value that any of us bring to our clients, employees and family has to include those intrinsic things like trust, loyalty, caring and empathy. As a consultant I'm expected to be responsive, provide sound advice, solve problems and keep my clients in compliance with the law but I believe my value proposition to them and my family has to include an investment in their emotional well being as well. I want them to feel that the $17.95 cheeseburger I provide them is worth it!
My best wishes for a great summer.
Phil
Union Organizing Increases as the Economy Improves
According to a recent study released by the Labor Relations Institute, our slowly improving economy is having a direct impact on union organizing activity. Unions have begun a campaign of both targeting industries that typically have not been unionized and actively recruiting new representatives at colleges and universities. Many of the college recruits are being hired as potential "salters" where union members hire on at non-union businesses to internally assess workplace satisfaction and interest in organizing a union. Once it is determined that worker interest in organizing is sufficient, workers are contacted at home and a meeting will be scheduled to form an Organizing Committee. So what can employer do to prevent "salting?"
While the practice of "salting" is legal under federal labor laws, employers maintain the right to hire the candidate most qualified for the position and to conduct thorough background and reference checks before hiring. Employers should periodically review their hiring practices to insure that pre-employment screening and new hire processing practices are in place and consistently administered.
Let us assist in giving your employment practices a check up. Give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com for a free consultation.
Our family made its annual pilgrimage to New York City Mother's Day weekend to see a show and spend an inordinate amount of money on things that cost significantly less around here. It's typically a holiday event for us, but this past year's December snowstorm resulted in our rescheduling the trip. It's always fun having my grown daughters come home and the whole family being together again for a short time. Before the show we stopped for lunch at one of the many tourist destinations, and as I ordered my $17.95 cheeseburger I couldn't help but think of the concept of "value proposition." One random thought led to another, and as I sat awaiting the start of Mary Poppins I questioned my own value proposition both as business owner and a husband and father. Was I really bringing value to my family and clients? If so, what were the things that did and didn't?
According to Wikipedia, the value proposition is derived using a formula of
Value equals Benefits minus Cost.
Even though I was hungry, the cost of the cheeseburger far outweighed its benefit and therefore, one would say that the value proposition associated with lunch was minimal. But listening to my kids giggle, tell stories and cut each other up provided fond memories of past times and an appreciation that we were able to do this one more year before job requirements and other obligations made it impossible. Therefore, even when they brought the check for $93.00 I thought the value proposition of that lunch event was pretty darn good.
So where I ended up after this internal philosophical debate was that determining the value proposition is much broader than just a numerical calculation. The true value that any of us bring to our clients, employees and family has to include those intrinsic things like trust, loyalty, caring and empathy. As a consultant I'm expected to be responsive, provide sound advice, solve problems and keep my clients in compliance with the law but I believe my value proposition to them and my family has to include an investment in their emotional well being as well. I want them to feel that the $17.95 cheeseburger I provide them is worth it!
My best wishes for a great summer.
Phil
Union Organizing Increases as the Economy Improves
According to a recent study released by the Labor Relations Institute, our slowly improving economy is having a direct impact on union organizing activity. Unions have begun a campaign of both targeting industries that typically have not been unionized and actively recruiting new representatives at colleges and universities. Many of the college recruits are being hired as potential "salters" where union members hire on at non-union businesses to internally assess workplace satisfaction and interest in organizing a union. Once it is determined that worker interest in organizing is sufficient, workers are contacted at home and a meeting will be scheduled to form an Organizing Committee. So what can employer do to prevent "salting?"
While the practice of "salting" is legal under federal labor laws, employers maintain the right to hire the candidate most qualified for the position and to conduct thorough background and reference checks before hiring. Employers should periodically review their hiring practices to insure that pre-employment screening and new hire processing practices are in place and consistently administered.
Let us assist in giving your employment practices a check up. Give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com for a free consultation.
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