ETHICAL TREACHERY: COLLAPSED CORPORATE CULTURE
Most of us endured a Junior or Senior High athletic coach who never should have been coaching kids. Coach Bob, my high school track and field coach, was such a coach. He was a great athlete, one of the world's best. He proved that in the 1960 Summer Olympics when he won a medal...
By: Russell T. Williams, PASSKEYS – inspiring ethical excellence
The FINANCIAL -- As the economic downturn continues, CEOs are playing a greater role in talent management, job restructuring, and work practices, according to two global business reports from Deloitte U.S.
The reports outline key findings from extensive one-on-one interviews and polling of top business leaders from around the world, revealing their strategies for managing today's most pressing talent issues...
By: FinChannel.com
WHO'S RESPONSIBILITY IS IT FOR ACTING ETHICALLY?
I was a fourteen-year-old high school Freshman when I learned that I was no one's Howdy Doody doll. You remember Buffalo Bob and Howdy Doody don't you? If I have dated myself, The Howdy Doody Show was America's original kid show in TV's 1950's childhood. Buffalo Bob was the ventriloquist. Howdy Doody was his dummy. Howdy Doody did not think or act. Buffalo Bob pulled all the strings!..
By: Russell T. Williams, PASSKEYS – inspiring ethical excellence
When morale suffers, so does productivity. And when productivity suffers, well, it's all to heck in a hand basket, isn't it?
OnPoint Consulting recently asked HR professionals about what steps are being employed to keep workers happy and morale on the up and up...
By: Posted by S. Caron
The American Recovery and Reinvestment Act of 2009, provides for a provisional nine month subsidy of COBRA premiums for employees and their dependents who were involuntarily terminated between September 1, 2008 and December 31, 2009. This law subjects employers to new administrative and notice requirements...
By: Dan Exceen & Patti Kunnel, Burnham Benefits
It's no secret that in a vulnerable job market, presenting oneself as something different and better is no longer desirable; it is necessary. Student-athletes need to both recognize the opportunity and respond resourcefully to this demand. Because, according to employers and recruiting specialists, it's not only in the presentation, it's in the proof. How does one utilize their experience as a student-athlete to both differentiate from and levitate above other candidates?...
By: Molly Sunderdick
The famous Supreme Court Justice, Oliver Wendell Holmes, was traveling in a railroad car at age 88. The story goes that the conductor, realizing the distinguished Jurist was on board, came by to ask Justice Holmes for his ticket. When Holmes could not put his hands on it, the conductor commented, "Oh, don't worry, Sir, the Pennsylvania RR will be happy to trust such a distinguished gentleman as yourself. Once you find your ticket, you can mail it in." "My dear man," Holmes replied, "My problem is not just my ticket. My real problem is, where am I going?"...
By: Russell T. Williams
As a way of helping our clients, we often participate with them in interviews. It is not uncommon for clients to ask us to interview candidates they have surfaced on their own. Over my 20+ years as a recruiter, I have participated in thousands of interviews. The one thing they all have in common is many of the same questions are asked over and over again. When I ask the client why they asked that question, the answers vary from "couldn't think of anything else and I need to fill time' to " that question was asked of me when I interviewed"...
By: Brad Remillard & Barry Deutsch
Do you always lead with a style that's most comfortable for you, or can you adapt your natural style to meet the need of a given situation?
Here are two ways to classify leadership styles, and 10 different styles:
The Situational Leadership model uses a 4 box grid based on the amount of direction and support an employee needs. The four styles are...
By: Dan McCarthy, Executive Coach
New Secondary Payer Reporting Requirements Take Effect January 1, 2009
The Medicare, Medicaid, and SCHIP Extension Act of 2007 requires health insurers and third party administrators to submit data to the Centers for Medicare and Medicaid Services (CMS) identifying situations where the group health plan is secondary to Medicare. Effective January 1, 2009, certain information must be reported to CMS on a quarterly basis. This information includes Social Security Number (SSN) for eligible employees and their dependents, active/inactive employee statuses, the total number of employees, including full and part-time employees, Employer Identification Number (EIN) or Tax Identification Number (TIN), and the employer's mailing address...
By: Dan Exceen & Patti Kunnel, Burnham Benefits
The financial seismic tremors surrounding the $50 billion ponzi scheme perpetrated on institutions and individuals nationally and globally by Bernard Madoff is a story that will not be forgotten in executive board rooms on Wall Street and living rooms on Main Street...
By: Russell T. Williams
Downturns place companies' talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it's easy to lose valuable contributors inadvertently, damage morale or the company's external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way...
By: Matthew Guthridge, John R. McPherson and William J. Wolf
Plato had Socrates. Tom Peters had Peter Drucker. Luke Skywalker had Obi-Wan. Here's how to find yours...
Gary G. Hegna, CEO of AirWave Wireless in San Mateo, Calif., has told Tim Kruse that he needs to change his unrealistic revenue projections, rethink how he will bring his product to market, and adjust the timing of its launch. Kruse takes it all in stride. In fact, the 33-year-old keeps coming back for more. Although it's not always easy on his ego...
By: Amy Barrett
If it's true that time is money, then it's small wonder business owners find they can never truly clock out. Wherever they go and whomever they meet, entrepreneurs are walking billboards for their companies.
In a tough economy, where advertising budgets are cut to the bone, that kind of person-to-person marketing is more important than ever. But if you're a billboard, how can you be sure you're communicating the right message? How do you get people to notice you without offending, boring or confusing them?...
By: Robert Jones
In my 20-plus years in coaching managers on working with employees, the most frequent questions that I get begin with: "Can I say..." or "Do I have the right to ask...". Companies, and particularly their HR departments, often spend considerable time spelling out employee rights, yet they spend little time defining the "rights" of managers.
Experienced and rookie managers alike tend to err on the side of caution, to avoid offending an employee or getting into legal trouble. Years of training on how to avoid claims of harassment have led to managerial paralysis. Here are five "rights" that will help managers get the best from their staff...
By: Barbara Kurka
A recent survey by Robert Half International says that nearly one out of every two business executives is concerned about the upcoming exodus of baby boomers from the workforce. Want to lose a little less sleep? Here's something you can do now...
By: Andrew Tilin, BNET.com
Generation X employees and managers grew up in a different world from the rest of us -- not better or worse, just different.
This Generation X (employees ranging from their early 20s to late 30s or even early 40s) was the first generation raised to come home from school to an empty household. They independently unlocked the door, prepared their own snacks, started on their chores or homework. Close to 40 percent of all Generation Xers were touched by divorce and almost as many were uprooted or disrupted due to a family member being laid off of a job...
By: Michale Muetzel, Vistage Speaker, President of MX Marketing Management Solutions
Do you have employees who appear bored, or who always seem to be surfing the Internet when you walk by? Studies show that as much as one-third of workers in the United States don't have enough to do, and that underchallenged employees spend more than two hours a day on personal matters...
By: Paul Diamond, Web Editor, Vistage
Attracting Top Talent
You can't hire great employees unless you first attract great candidates.
The problem, says Vistage speaker Barry Deutsch, is that the recruiting methods used by most companies tend to attract the bottom third of the candidate pool....
By: Barry Deutsch, Impact Hiring Solutions and Co-Author of the book "You're Not the Person I Hired"
Benefits of Executive Compensation
Why invest the time, money and effort in creating a separate executive compensation plan for your senior managers?
One answer seems obvious -- to keep your key players from departing for greener and more financially lucrative pastures....
By: Joe Few, ERI Advisors, Tom Miller, VisionLink Advisory Group and Steve Prince, TGB Consulting
Has this ever happened to you? You run a successful, growing company. A critical vacancy opens up on your organizational chart. You hire an executive search firm for that general manager, VP of sales, production superintendent, or whatever the slot is. You conduct a lengthy, costly search. You interview the finalists carefully, but there is great chemistry between one of them (let’s call him "Bob") and you. Bob's expensive, but on paper he's perfect, his references are outstanding, and everyone is confident that he can quickly ramp up and become a superior performer. You hire Bob, he comes aboard, and the first couple of weeks are great. But, a month later, he comes into your office to tell you he's quitting...
By: Dr. Doug Tuggle, Partner with Insight Consulting Partners and Professor at Chapman University
President Abraham Lincoln appointed the best and brightest to his Cabinet, individuals who were also some of his greatest political rivals. He demonstrated his leadership by pulling this group together into a unique team that represented the greatest minds of his time, according to historian Doris Kearns Goodwin.
Lincoln demonstrated an ability to withstand adversity and to move forward in the face of frustration, said Kearns Goodwin, a keynote speaker at SHRM's 2008 Annual Conference in Chicago. She identified 10 qualities that made Lincoln a great leader. Ten qualities Kearns Goodwin believes we should look for in our present day leaders.
By: Catherine L. Moreton, J.D., Managing Editor, Business & Legal Resources
THE IDEA
Who's most critical to your company's success, especially during a weak economy? Who supplies the stability, knowledge, and long-term view your firm needs to survive? B players - competent, steady performers far from the limelight.
These supporting actors of the corporate world determine your company's future performance far more than A players - volatile stars who may score the biggest revenues or clients, but who are also the most likely to commit missteps. B players, by contrast, prize stability in their work and home lives...
By: Thomas J. DeLong and Vineeta Vijayaraghavan, The Harvard Business Review
Tough times often define leaders. There is a big difference between managing and leading. Leaders provide direction, the road map for change and inspiration for even the most difficult journeys. The most effective leaders are good at influencing others -- often with their contagious passion.
They motivate us to do our best by engaging our minds and hearts in their vision of a preferred future. Difficult times tend to distinguish great leaders from the mediocre ones. When the going gets tough, the best leaders rely on clear, deliberate and inspiring communication rather than a "command and control" management style...
By: Maureen Moriarty, Management Consultant and Founder of Pathways to Change
When a small business launches, there’s little need for a full-scale human resources department. But as employees are added, the workload mounts for C-level officers. They find it hard to stay on top of orientation and training; keep track of hours worked, vacations and sick days; procure and manage health insurance programs and other benefits such as flexible spending and 401(k) programs; terminate employees; and keep up with general employment.
Additionally, government regulations begin to affect small business as they grow. Among the laws that may affect businesses are the Americans with Disabilities Act (which kicks in at 15 employees), Title VII (15 employees), Age Discrimination in Employment Act (20 employees), the Family Leave and Medical Leave Act (50 employees), and the Employee Retirement Income Securities Act.
By: Peter Cappelli, George W. Taylor Professor of Management and the director of the Center for Human Resources at the University of Pennsylvania’s Wharton School in Philadelphia
When a small business launches, there’s little need for a full-scale human resources department. But as employees are added, the workload mounts for C-level officers. They find it hard to stay on top of orientation and training; keep track of hours worked, vacations and sick days; procure and manage health insurance programs and other benefits such as flexible spending and 401(k) programs; terminate employees; and keep up with general employment.
Additionally, government regulations begin to affect small business as they grow. Among the laws that may affect businesses are the Americans with Disabilities Act (which kicks in at 15 employees), Title VII (15 employees), Age Discrimination in Employment Act (20 employees), the Family Leave and Medical Leave Act (50 employees), and the Employee Retirement Income Securities Act.
By: Layne Davlin, Vistage Member and the Founder & CEO of NetPEO
Enough with management theory already! If the success of your business is to any degree labor-dependent, here are seven actions you can take right now to make your people more productive, and enrich your bottom line.
1. Test their focus. Do the people who work in your company know what's really important to your business's success? Are they pooling their collective energy in pursuit of those things? Here's a way to find out. First, write down what you believe to be your company's top three business priorities, right now. Put the piece of paper in your desk drawer. Then ask the next five employees you happen to bump into the same question: "What do you believe are our company's top three business priorities, right now?" Use those exact words. Make sure they understand this is not a test. Whatever they tell you is correct, and there are no punishments or rewards connected. Check for consistency among themselves, and with your answers. If the answers are all exactly the same, let me know; I'd love to congratulate you. If they aren't, you'd better get busy. As former NFL coach Jimmy Johnson once said, "Confused players aren't very aggressive."
2. Do someone else's job for a day. On a recent Southwest Airlines flight, I noticed a flight attendant slightly older than his colleagues. Turns out he was a pilot in disguise. That day, from coast to coast, he cheerfully went up and down the aisle dispensing peanuts, smiles, and a great attitude about the lessons learned from those he called "the people who really keep this plane in the air."
3. Give them a challenge to beat. Identify a major business challenge or opportunity in your company (declining sales, changing customer demands, new government regulations, emerging markets, excessive employee turnover, etc.), and invite non-management people to form a focus team to help you tackle the issue. Make sure the team takes ownership for finding solutions, and that they don't waste time meeting for the sake of meeting. Emphasize that results, not activity, will be rewarded. Then reward them, with real money, in relation to the bottom line value of the results they produced.
By: Richard Hadden, Principal
Contended Cow Partners / Vistage Speaker
Have a comment on this issue? Tell us what you think.
Recently, Deutsch and Remillard conducted an in-depth study of hiring practices in 134 different companies in the manufacturing, high-tech, distribution, retail and service industries. The study examined 225 executive-level hires to determine what worked well, what didn't work well, and where most companies tend to stumble.
Among its many findings, the study identified 10 common hiring mistakes that plague companies of all sizes.
To read the rest of this article, please click the link below.
To post an opening, email job description and position success factors to GArbues@ClientAdvocateNetwork.com.
To view openings, click on the link below.
070920 - Contract Administration Manager, Aerospace, Anaheim
Rapidly growing aerospace company located in San Diego and Anaheim CA, specializing in the design and fabrication of engineered composite structures for the aerospace industry.
The Contract Administration Manager (CAM) reports to the Vice President Business Administration, administering all aspects of major aerospace/military contracts, including: communicating all the contract requirements throughout the organization (PM’s & Management Team), providing status to the customer, managing changes, ensuring the customer’s needs are met and handling all aspects of the related customer communication. Download file
070920 - Production Project Manager, Santa Ana
The ideal candidate for this position would have a documented history of architectural sign manufacturing accomplishments. The history should demonstrate the candidate’s abilities to mentor and build effective teams that accomplish strategic and tactical goals under the direct supervision of the candidate. Download file
070815 - Engineering Job, Cerritos
Fast growing worldwide manufacturer of hydraulic liftgates; the latest in liftgate technology with innovative quality products and opportunity for growth.
Job description: 3 D Modelling Engineer, Commercial Applications
Minimum Required Skills: 3D CAD structural design, Lean Manufacturing experience steel and aluminium
Desired person should have work experience in designing and engineering commercial applications. Related industries would be agricultural, forklifts, automotive, trucks, heavy machinery, valve and fitting manufacturing, engines, pumps and motors. Download file
The problem with most interviews is that they never get to the core issue: Can this candidate succeed in the open position?
Instead, most interviews skip along the surface of a candidate’s resume at 40,000 feet, pausing here or there for an anecdote, or for a brief “Tell me more.”
Alternatively, they turn into interrogations—hostile encounters where the interviewer sprays the candidate with rapid-fire accusatory questions, seemingly convinced at the outset that every line on the resume is an embellishment or an outright lie.
Neither interview style is likely to result in hiring the best candidate for the job. Fact is, most common interview questions ask for the same generic information, over and over and over. Interviewers hope some of them will help to uncover critical “culture” and “fit” issues, but they don’t.
To read the full article, please click on the link below.
Article contributed by:
Brad Remillard & Barry Deutsch
IMPACT Hiring Solutions
To view confidential resumes of the various professionals seeking ideal employers, click on the links below.
ACCOUNTING & FINANCE PROFESSIONALS
FE AB 0708
Operationally focused senior finance executive. Accomplishments in organization restructuring, financial and strategic planning, treasury/cash management, and operational improvements in both domestic and international markets for public and private companies. Download file
FIN GM 0706
Senior Financial Professional with over twenty years of success as a Chief Financial Officer. Extensive experience in providing business, financial and operational leadership in fast growing and dynamic entrepreneurial companies that value skills, flexibility, big picture thinking and a non-bureaucratic style. A demonstrated success track includes raising capital, supporting significant profit increases, growth management, costs containment and building unparalleled business cultures. Leadership approach is based on a strong blend of strategic thinking, generating enthusiasm in others and instilling accountability in all stakeholders. Download file
FIN Controller LJ 070912
Seeking a challenging position in the accounting department that will provide opportunity for growth professional development. Download file
BANKING PROFESSIONALS
BANKER BB 070422
Six years of Commercial and Retail Banking experience with emphasis in Small Business Banking Commercial Real Estate, Construction Lending, Business Line of Credit, Letter Of Credit and Managing Banking Office, Sales and Service Manager in accordance with Commercial Banking, Retail Banking Sales; Mortgage Sales and Services / Top Ten Small Business Sales performer US Bank. Demonstrated experience and skills in analyzing business operating cash flow and personal cash flow with high degree of accuracy. Ability to prioritize, handle a high volume of work and make decisions. Excellent written and verbal communication skills. Have ambition, commitment , dedication and drive to achieve aggressive objectives and standards. Download file
BANKER WB 070724
A regional sales and lending management opportunity with a strong commercial financial institution that offers continued professional development and career growth. Download file
BANKER AF 070723
Broad experience and background provide excellent qualifications in BANKING BUSINESS DEVELOPMENT, TELEMARKETING MANAGEMENT and BUSINESS DEVELOPMENT MANAGEMENT. Command excellent interpersonal and communication skills. Interface effectively with all levels of management and clientele. Resourceful and adaptable. Function well in high-pressure situations and changing environments. Aware of the need for quality customer service with the ability to meet or exceed client expectations. Company oriented and customer focused. Download file
TECHNOLOGY PROFESSIONALS
TECH Systems Admin RRP 0709
I’m an experienced IT professional that desires to become the best network administrator you company has ever hired. I am seeking an employer with matching honesty, integrity and who is willing to reward loyalty, great performance with growth opportunities. I have “hands-on” experience in many skills. Download file
Many athletes, singers and actors have coaches.
Now, many chief executives do too. The coaching experience can be helpful, but as with other performers, the outcome still depends on how the executive works.
"Effective coaching requires more than talent," says David Rohlander, a business coach in Orange. "It requires trust, respect, understanding, empathy and resolution."
It's more art than science. And not everyone gets good results from having a coach.
Bill Bancroft, chief executive of Patrol One, a security company in Santa Ana, has benefited from coaching.
"I built two businesses up and at some point I hit a wall; I couldn't get beyond a certain point," he says.
To read more about the benefits of business coaches, click on the link below.
By: Jan Norman, Writer
Small Business section, Orange County Register
This section addresses issues and topics related to the people side of the business; compliance, compensation, hiring, performance, development, retention, etc.
This page contains an archive of all entries posted to Client Advocate Network in the People (Workforce) category. They are listed from oldest to newest.
Knowledge (Advice) is the previous category.
Many more can be found on the main index page or by looking through the archives.