Future Labor Shortages Loom for Employers

By Barbara Bartlein

People are getting old. Not just in the US but all over the world. The elder population, 65 and older, is the largest growing sector in all developed countries. According to Census Bureau projections, the US elderly population will more than double between now and the year 2050, to 80 million.

As far back as 1960, the American economy has benefited from the huge bubble of “baby boomers,” those born between 1946 and 1964, as a primary source of labor. However, starting around 2010, an enormous demographic shift will begin, resulting in a large increase in the 65 and over age group and a decline in the 20-64 age group. This means starting in 2010, the labor force will begin growing at the same or a slower rate than the overall population.

These changes will result in labor shortages in all areas for employers. Even if baby boomers keep working past the age of 66, eventually their participation rates will decrease, affecting labor force growth. A second and less obvious force is the participation of women which has augmented the labor force with steady increases for the past few decades. This participation rate has leveled off, however, and will also decrease in the coming years.

According to the Census Bureau, 43% of the U.S. civilian labor force will be eligible to retire in the next 11 years. Yet, according to a recent survey by Manpower, 80% of American companies have no recruitment strategy and 72% have no retention plans. After consulting with dozens of companies, it is clear that many have simply put their heads in the sand hoping the forecasters are wrong.

Organizations need to investigate their own workforce’s demographics and develop an understanding of the immediacy of the baby boom exit. To help you think through strategies for your company, ask the following questions:

• What are your company’s demographics? Examine the age, gender, and years in position and anniversary dates of all employees. Exactly what talent will be needed ten years from now?
  
  
• What are your company’s retirement policies? Is early retirement encouraged or discouraged? Are their opportunities for part-time employment after retirement age?
  
  
• What programs do you have in place now to capture key competencies and critical work knowledge of employees who will be retiring? Is there a mentor program to develop employees? What is the gender breakdown?
  
  
• What programs are in place to correct gender imbalances? Are there programs that address the needs of women in the workforce? Though women make up about 48% of the workforce, many employers still have rigid schedules and expectations that are remnants of an all male workforce.
  
  
• Will your organization need to address global concerns due to off shoring or immigrant labor? As the aging trend is worldwide, there will be labor shortages for all skilled positions. The demand will be especially acute in the areas of skilled trades, technology and healthcare.
  
  
• Is your organization prepared to meet the needs of the over-65 customer segment? Smart employers are preparing for this large customer base with specialized programs and services. The boomers have discretionary money and the time to spend it.
  

There are four key recruitment and retention strategies that every business must consider to prepare for the future.

• Have a plan to address retiring boomers. Don’t let critical knowledge and experience walk out the door. Have them mentor employees and participate in training efforts.
  
  
• Offer choice, flexibility, and responsiveness to today’s lifestyles. Research by Sales Power of over 3,000 companies demonstrates that younger employees gravitate to firms who can define a career path, not just a job. They will seek jobs that have meaning for them personally often choosing employment based on recommendations of their peers.
  
  
• Utilize the Internet and technology to reach the Gen X and Gen Y employees. Corporate Web sites should include podcasts to interact with potential candidates. Online applications need to be addressed promptly; ideally within 24 hours. All applicants should be contacted personally by phone to establish a connection.
  
  
• Mentor, develop and train to grow your own. Everyone will be trying to recruit the best of the best in the coming years. Build the employee loyalty at your company by investing in training and development. Every company needs a Leadership Development Program that is personalized and customized for the employee base.
  

Companies who make investments in people talent will be rewarded with a solid employee base for the future. The goal is not to just have great employees but the best talent available.


Barbara Bartlein, is the People Pro. She offers keynotes, seminars and consultation to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: barb@ThePeoplePro.com or visit her Web site at www.ThePeoplePro.com.

Published Networking Today July 2008

How to Be a Great Boss

By Barbara Bartlein

Employees want to work for someone they perceive as fair, open, and honest. Those are the qualities most often mentioned in surveys of employees about their managers and supervisors. Workers want to feel good about the person they report to and the company they work for.

This relationship between employee and supervisor is the key to retention and engagement according to the Gallup Organization. They have done extensive surveys and research on employee engagement by the development of twelve questions (Q12).

When employees were asked to consider their workplace relationships with their managers, the survey results revealed sharp differences between how engaged and actively disengaged employees feel. In answering the statement regarding managers, “This person and I have one of the strongest personal relationships in my life,” 16% of engaged employees strongly agreed. In contrast, 80% of actively disengaged employees strongly disagreed that their relationship with their manager was important.

Great bosses aren’t born that way. There are no genetic traits for leadership; people learn the skills by seeing examples of positive managers. Here are some tips for you to become a great boss.

• Be a great communicator. Employees rely on their boss for information and want to feel a part of the day to day decisions. Information regarding performance, company plans, marketing, and hiring help employees do a better job. Communication is key to developing a positive relationship. Effective bosses listen and ask for employee opinions.
  
  
• Set clear expectations. People perform best when they know exactly what is expected. Be clear with the details of what is being requested including timeframes fo completion. Let employees know that they can come to you if they need clarification or additional resources. Make sure that you don’t set people up for failure by not providing adequate resources or equipment. I recently consulted with a company who was concerned about productivity within their support staff. I noticed that they had one centralized printer for six people. Each worker had to get up and retrieve their document from a pile whenever something needed to be printed. The company thought it was saving money by not buying $99 printers.
  
  
• Give helpful feedback. Effective bosses schedule frequent meetings with all their direct reports on a regular basis. Ideally, this should occur once per week even if the meeting is only 5 to 10 minutes.
  
  
• Manage behavior and performance. Behavior is what people do and performance is the measurable result of their behaviors. Forget trying to change attitudes or motivation. Be clear as to the behavior that is needed at work and the performance expected. If an employee falls short, make sure you meet with him or her as soon as possible. It is much easier to correct problems when they are still small.
  
  
• Show up a lot. Call it management by walking around (MBWA) or simply being available, great bosses are visible and active. Make daily contact with as many employees as possible and they will get to know and trust you. Attend meetings and eat lunch in the cafeteria, not the management lounge. Every encounter is an opportunity to share information, coach, and encourage.
  
  
• Let people know they are appreciated. Employees frequently report on surveys that the only time they hear from the boss is when there is negative feedback on their performance. Yet, encouraging positive performance is much more effective in promoting productivity. Employees want to know that their contributions are important and they are appreciated. Stop and thank folks who have done the extras. Send handwritten notes to employees that need encouragement. Publicly praise employees in front of their peers.
  
  
• Keep things interesting. Work, by definition, is still work. Even the best jobs can be monotonous and boring. Keep workers engaged by offering opportunities to learn and develop. Offer continuing education opportunities that build their résumé and increase their skills.
  
  
• Celebrate successes. Employees frequently complain that there never is a pause in the new projects or initiatives to enjoy the successes. Have a celebration when a large project is completed or financial targets are reached. Post positive comments from customers on a bulletin board so everyone can see. Promote activities outside of work such as a ball game or sporting event. This builds camaraderie among the teams.
  
  
• Have a sense of humor and admit mistakes. A little humor goes a long way in reducing stress and keeping things in perspective. After all, work is only a means to an end that for most of us means time with friends and family. Don’t be afraid to admit mistakes; this keeps you human.
  
  
• Go green. A recent poll on green employment by MonsterTRAK.com, a job Web site geared toward students and entry-level hires, found that 80% of young professionals are interested in securing a job that has a positive impact on the environment. Ninety two percent would choose a company that is environmentally friendly. According to Barbara Haig of HAIG/JACKSON Communications, “Young people have been exposed since grade school to the risk of environmental problems. When employers focus on green issues, it sends a message that they are problem solvers and forward thinkers.” For more information on going green, visit: www.haigjackson.com.

Barbara Bartlein is the PeoplePro® She offers keynotes, seminars and consultation to help you build your business. She can be reached at 888-747-9953, by email at: barb@thepeoplepro.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today April 2008

Sales Management: How to Manage Independent, Tech-Savvy New Millennial & Help Them Sell Effectively

By Gregory Stebbins

Independent, tech-savvy, social, and optimistic – why are these “kids” so hard to manage? Seasoned sales managers are facing challenges managing new Millennial’s, also known as people born after 1980. These new sales professionals have a different approach to life. This greatly impacts their ability to sell effectively.

Understanding them and some key events that took place during their youth will help you manage your Millennial sales team with shorter ramp times.

What is different about the new Millennial sales team?
Their work styles, motivations and view of the worlds, especially the corporate world. For example Millennials:

• Demonstrate loyalty to their social network and specific managers and members of the team, but not to the company.
  
  
• Grew up during a technology explosion. Their every day reality included video, cell phones, laptops, and iPods.
  
  
• Are addicted to reality television, Google, and Web sites like Myspace and Facebook. In this world, information is available for the asking. That’s why they believe in putting everything out there for all to see.
  
  
• Faced school violence and global terrorism (specifically 9-11). This made them wary about the world. It also helped them develop a global perspective.
  
  
• Have the ability to find information about anything at a rate that far exceeds expectations of management. What they lack is discernment about the accuracy of the information. If it’s on the Net they tend to believe it must be accurate. They can instantly communicate this information to their social network via Blogs, Instant Messaging (IM), personal Web pages and cell phones. Some companies have found out the hard way that their management mistakes are common knowledge within days, if not hours.
  
  
• Do not know their own strengths and weaknesses because there have not been many opportunities for self-evaluation or honest, constructive criticism. With hundreds of possible activities, from soccer to music lessons, Millennials have been over-committed and over-scheduled.
  
  
• Were smothered in praise with constant reinforcement about how great they are. That’s why they expect recognition for everything, even the most mundane activities.
  

This creates your greatest management challenges:

• How do you help them understand that there are winners and losers in the sales world?
  
  
• How do you provide constructive criticism without devastating their psyche?
  

This is new ground for both the sales manager and the new Millennial sales professional.

Here’s my simple 4-step process to managing your New Millennial sales team…

1. The first time they approach you, work with them to think through at least three options. Then make the decision for them. Having them consider options is the first step of developing your new sales team’s ability to reason.
   
   
2. When they want your input, make sure they have created three options to discuss. Help them understand the consequences of each option. Add in other options if they haven’t considered all of the consequences.
   
   
3. Guide them toward the course to action you want. Essentially they will be making the recommendation, which you are approving.
   
   
4. Cut them loose and have them handle a situation on their own. However, also have them provide a written report. The report needs to tell you what the situation was, the options they considered, and the decision they made. This step won’t last that long as their need for independence will kick in and they’ll just stop coming to you with every little situation.
   

Keep in mind that these new sales professionals are going to need much more coaching than their predecessors. Unlike other generations, they grew up protected. And they interacted with others largely through technology. This created a generation whose people savvy is very limited. So, guide them and help them understand the nuances of body language, the uniqueness of each person’s office, and what the contents of that office reveal about the customer.

And remember, when coaching Millennials your focus and approach may need to be different from others you have worked with. Here’s how…

• Provide structure and give information in bite-size pieces.
  
• Praise them for their efforts.
  
• Present mistakes as development opportunities.
• Use technology freely before and after the session.
  
• Provide the rationale behind your coaching.
  
• Sell your Millennial sales team on the idea of discretion.
  

Smart sales managers focus on developing their Millennial’s people savvy. They understand flexible work roles and create effective virtual teams. They leverage technology that will help Millennials become a valuable asset sooner rather than later. And most importantly they meet the challenges of working with, not against, the new Millennial sales team generation.

Sales psychology expert Gregory Stebbins has helped over 20,000 sales professionals better understand their customers so they can outsell their competition. Now, with his new book “People Savvy for Sales Professional” sales managers can help their NEW sales team understand a simple, yet groundbreaking plan to winning your customers’ trust and business forever. Get your free sneak preview at http://www.peoplesavvy.com/book.htm

Published in Networking Today April 2008

10.5 More Strategies to Recruit Quality Staff

By Barbara Bartlein

Wise employers know that the largest challenge for the next decade will be the recruitment and retention of quality staff. The boomers are beginning to retire and there are not enough workers in the pipeline to fill the vacancies. Start now to build your workforce by recruiting quality people to grow and develop. Here are some ideas:

1. Provide a staff application on your Web site. Make it easy for potential employees to apply by offering an interactive application right on your Web site. It should be easy to complete and submit. Additional information can be obtained at time of interview. Also offer additional information for those interested that they can download and print.

2. Respond quickly when you hear from potential applicants. Nothing is more frustrating to job applicants than a slow, stalled, hiring process. A rapid response tends to boost applicant’s esteem and make them excited for working for the company. When people are looking for a job, they are looking for answers and stability. They usually are looking at several jobs at the same time and may be considering multiple offers. Often, the first employer to make a commitment will get the staff. He who hesitates is lost.

3. Consider hiring people who are retired. There is a growing pool of retired workers who are either looking for some additional spending money or a chance to get out of the house. They are excellent employees and often very flexible with their days/hours. Advertise at the local senior citizen program or contact a community center for more information.

4. Communicate the benefits of working at the company. Outline the experiences that will promote their professional and personal growth. Detail the skills, such as communication, problem solving, critical thinking, teamwork, and leadership that can help the employee build a solid résumé.

5. Establish a mentoring program for new hires. These programs provide opportunities for existing staff and new hires to work closer together. It also takes advantage of the experience present in the organization. New recruits feel more secure in the early stages of their careers with someone to guide them a bit and serve as a resource when there are questions.

6. Survey employees who are leaving through an exit interview. Ask them specifically what they liked about the job and what they wished was different. Pay special attention to the reasons employees give for leaving. Is there a common thread in their discussion? Consider making changes in policy or personnel if it is interfering with the retention of quality staff.

7. Partner with a local high school for “work-base learning.” Many high schools are looking for work experience for their students and will assist employers in recognizing quality candidates. As the students are part-time, you do not have to pay benefits or vacation time. Because the students want to get as much experience as possible, they tend to be very flexible to working in several areas based on need. An added bonus, the students will often be interested in summer and/or vacation work after graduation.

8. Go to Job Fairs. These large meetings offer an excellent opportunity for your company to be noticed and eventually gain a reputation as an employer of choice. Actively “work the room.” Introduce yourself. Hand out employment brochures and have a few free give-a-ways. Offer to meet with interested potential employees.

9. Ask to speak to various groups/clubs at college campuses. Seek out the groups that tie with the products and services of your company. For example, contact the literary club or the school newspaper to look for potential writers. Check out the sales club for future sales personnel. Present talks within your area of expertise and tie it to the mission, values, and goals of your company. Potential employees are much more likely to go to a company where they have met some of the staff rather than respond to a blind ad.

10. Visit or contact college/university placement offices. Meet with the staff of local placement offices so that they know a bit about you and your company. Let them know of the value of employment at your organization and urge them to call with quality candidates. As the relationship becomes established, you will have a pipeline for future staff.

Contact staff that went to another job and ask, “How is it going?” They will appreciate the kind wishes and may think of you and the organization if things are not going well. Express to them how much you appreciated their contributions to the company when they worked there. Make sure that you let them know that you want them to hear from them if they decide to make a job change in the future.

Note: Click here For the first 10 Strategies to Recruit Quality Staff

Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com

What is Your Desk Personality?

After years of coaching and presenting seminars to corporations on time management and organizational skills, I now learn that people with messier offices actually make more money. According to a new survey by Adecco Group, the largest human resource service company in the world, only 11% of those earning $75,000 or more claim they are "neat freaks."

According to Bernadette Kenny, senior vice president of human resources at Adecco North American, this could be for a variety of reasons. “Perhaps this is because they are in higher positions and are inundated with more work. Or, perhaps those with smaller salaries are in more junior-level positions, where they need to comply with someone else’s standards and strive to make a good impression on managers.”

Or maybe it just takes too much time to get organized. “We don’t factor in the time it takes to be organized,” says Eric Abrahamson, co-author of A Perfect Mess: The Hidden Benefits of Disorder, and a professor of management at Columbia Business School. “Are those benefits commensurate with the time spent to get that way? That’s the downside of order. The value of time can be very high, and we don’t want to waste valuable time getting organized.”

What does your workplace say about you? Researchers claim that desks may reveal the true personality, habits, and ambitions of their owners. Hundreds of workspaces belonging to office workers were studied by Donna Dawson, a behavioral psychologist with Adecco. She examined the layout and patterns of possessions on desks and found six main types of personality.

• The Super-Organized Desk. This functional workplace is very neat with no frills or personal clutter. Likely to be a super-efficient secretary or assistant, only the essentials are prominent; a pen, notebook and stapler. They want to feel needed and can be very charming when they feel others are relying on them. This desk personality can be subject to mood swings and may disguise a chip on its owner’s shoulder from lack of appreciation.
  

• The Organized Chaos Desk. This personality has piles of paper, overflowing onto the floor and window seat. The owner will claim to have a “filing-system” where they can easily find what they are looking for. There may be multiple sticky notes wallpapering the room with reminders and to-do items. To cope with the pressures and stress, this person frequently gets up to warm up their coffee or have a cigarette break. While likely to be a workaholic, they are fun to chat with and are flexible and brilliant for brainstorming.
  

• The Creative Chaos Desk. This desk is filled with an interesting array of clutter revealing a creative and agile mind. Not focused on technology, this owner is a great source of ideas. They are always on the go and only vaguely know where everything is that they are working on. They may misplace projects or papers. Easily distracted, this person tends to be a lateral thinker.
  

• The Personality Extension Desk. Covered with dozens of personal touches, this desk displays poster, photos, holiday cards and zany mouse-mats. The owner may even keep personal items such as vitamin pills, hand cream or perfume easily accessible. This personality is very energetic, and keeps food, drink and other items readily available for quick nourishment. They are friendly and talkative but may not be discreet with confidential information.
  

• The Show Desk. This desk has been carefully scripted to present an image of the importance of its occupant. It is very large with few items visible and no personal memorabilia. Giving the impression of space and control, this individual is likely to have a double sided personality. Although friendly in a social group, they become coldly professional once behind the desk. Few people at work will ever know the real person behind the façade.
  

• The Trophy Desk. This workspace is messy and covered with items that reflect its owner’s social, professional or financial success. These “trophies” may include awards, plaques, pictures of expensive holidays, or sporting equipment. While the look may appear random, each item is strategically placed for maximum effect and visibility. Desktop accessories will be bold and brightly colored. These people tend to think big and are natural leaders, but need to be appreciated or they may sulk or have a tantrum.

No matter what your desk style is, it is important to be aware that it sends a message

to others that could be a factor in your success. Remember people will judge you by what you show them.

Barbara Bartlein, CSP, is The People Pro and president of Great Lakes Consulting Group which helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953 or by e-mail at barb@thepeoplepro.com. Visit her Web site at: http://www.thepeoplepro.com/.

By Barb Smith

From the early days in the classroom, and throughout our adult life, learning new skills and improving our education has been seen as the road to career success. “You can never learn too much,” we’ve been told. Yet, it is not uncommon for a job seeker to be told they are over-qualified.

It may seem unreasonable that an employer wouldn’t hire someone with more skills and experience than they need, especially if they are getting that person for the same salary as the less-qualified candidate. Why wouldn’t an employer take advantage of such a situation? Well, they actually have some very good reasons:

1. Equity Issues Good employers pay attention to their employees’ perceptions of fairness. It is important that employees feel fairly compensated. Employers feel (and often rightly so) that employees who are being paid less than they are worth will eventually feel unfairly treated, and this will either have a negative impact on the quality of their work, or cause them to leave the position altogether, requiring the company to repeat the hiring process – an expensive endeavour.
   
   
2. Co-worker/Manager Issues When a new hire is placed in a position, it is natural for that individual to want to prove themselves and to show what they’re capable of. When that new hire is over-qualified, their desire to “show their stuff” could end up alienating and de-motivating co-workers, and even the manager, as the new hire hits home-run after home-run. Co-workers might be left wondering if they are needed at all.
   
   
3. Could it be you? Another factor that can come into play here is confidence. It’s not unusual for job seekers who have been let go from their job or whose search has been a long one to question themselves and their abilities. In response they often apply for jobs they know they could do with their eyes closed. When they are turned away as being over-qualified, they may doubt themselves even more (“I’ve got a university degree and I can’t even get a job in a mailroom!”) This can lead to a downward spiral that can be difficult to overcome. Don’t go there!
   
   
4. The Key to avoiding the “over-qualified” problem Apply for positions that you are uniquely qualified for. There is no one else on the planet with exactly the same qualifications you possess. It’s all about understanding what the employer needs and matching your qualifications to those needs. The closer the match, the better your chances of receiving an offer. So pump up your confidence, research your target companies, and make that match.
   

Barb Smith is a professional Job Search Coach in London, Ontario who applies the employer’s perspective when helping individuals find satisfying jobs with a minimum of stress and frustration. For more information, contact Barb at 519.691.0218 or email barb@barbsmithjobsearchcoach.ca. www.BarbSmithJobSearchCoach.ca

Published in Networking Today, June 2007

The Changing World of Work

By Barb Smith

A few years ago, I had occasion to go through my father’s file cabinets and I found an old résumé. It was yellowed with age, and while neatly typed, I could tell it was created before the age of computers. In the top right corner there was a hand-drawn box containing these words: “Happily married with two healthy children.” My, how things have changed!

Dad completed university, married his high school sweetheart and shipped out with his army unit in quick succession. When he returned home a few years later (all in one piece, I’m happy to report), he joined the Hudson Bay Company and worked his way through positions in every department before landing a Personnel Manager post. Yes, he had his career and if he remained a loyal employee, he had a job for life.

Fast forward to present day. Having survived a recession and a slew of major corporate downsizings, we are well into the information age and must operate and compete within a global market. Has that changed the way we work? You bet it has. Full-time, permanent positions are on the decline and companies are contracting out many of the functions that used to take place in-house. And small business is now an economic force to be reckoned with. What does all this mean to job seekers? It means we must change the way we think about work.

If you define a “job” as a full-time, Monday to Friday, nine to five, permanent position, you might want to re-think. Those “jobs” are the scarcest they’ve been for many years. If you broaden your definition of job to include contract and even part-time work, you significantly increase your chances of success. Now more than ever, job seekers need to keep an open mind. The work still exists; it has simply taken a different form. Seek out all the opportunities you can find and see how you can make them over into a job that works for you. The key here is flexibility and a willingness to think outside the box.

If you have been out of the job market for any length of time, you will notice many changes in the search process as well. Perhaps you landed your last job by dropping off your résumé to companies in your neighbourhood. There was a time when a manager would interview a prospective employee just dropping off a résumé and offer him a job on the spot! Now job seekers network, surf Internet job boards, scan newspapers, and meet with search firms to learn about job openings. Subsequent to finding the posting, there is the application process, the interview process (which may consist of three or more interviews), the job offer and compensation negotiations. Whew!

Take heart job seekers. While it may seem daunting, job search in the new world of work does have its upside: you will meet some interesting people, you'll learn new things, and your job-to-be has the potential to be as satisfying as you care to make it. I know Dad would be up for it. How about you?

Barb Smith is a professional Job Search Coach in London, Ontario who applies the employer’s perspective when helping individuals find satisfying jobs with a minimum of stress and frustration. For more information, contact Barb at 519.691.0218 or email barb@barbsmithjobsearchcoach.ca. www.BarbSmithJobSearchCoach.ca

Published in Networking Today, March, 2007

Networking in the Job Search World

By Barb Smith

Networking has gotten a bad rap. When I introduce the topic in a workshop, most of the faces looking back at me have assumed an “I’ll listen but don’t expect me to do it” expression. To be completely honest, there was a time when I felt the same way, but not anymore. Although building and using a contact network wasn’t easy, I could no longer ignore all the experts telling me that networking was the road to career success. Guess what? They were right!

The job market is made up of two sectors – the smaller (25-30%) visible market and the larger (70-75%) invisible market. If you compare the two in terms of saturation, here’s how it plays out. The visible market is popular with job seekers (probably due to ease of accessibility) so at any one time, it is safe to assume that most job seekers are spending time applying for those visible jobs. That’s 90 to 100% of job seekers in 25 to 30% of the market making it one competitive arena!

The invisible market is a different story. Here we have approximately 30% of job seekers in the invisible market at any one time. That’s 30% of job seekers in 70 to 75% of the market, a far less competitive scenario. So, how does one access opportunities in the invisible market? You guessed it – networking.

Still not convinced? Consider this: advertising a job opening can cost an employer thousands of dollars. If you are effective in your networking and identify an interesting position before it has been advertised, you have two important factors working in your favour:

1. You have little, if any competition.
   
2. If you win the position, you will be saving the company significant money, making you a favourable candidate.
   

Give networking a try

Start by making a list of everyone you know, and I mean everyone: your past co-workers, supervisors, the people from the gym, your barber/hairdresser, your lawyer, other soccer/baseball/hockey parents, school/college/university friends; anyone you can think of.

Once you have an exhaustive list, think about what you want to say when you call. You may want information about a company or you may want to let them know you’re in the job market and the kind of job you’re looking for. If it’s the latter, be clear and specific about your goal so your contacts can be effective in helping you find appropriate leads. And don’t forget the magic phrase for building your network: “can you think of anyone else I should be talking to?”

If it feels awkward at first, don’t worry. You’ll get better with practice. If you express your appreciation and look for ways to return the favour, you’ll find that people will help if they can. Wouldn’t you?

Barb Smith is a professional Job Search Coach in London, Ontario who applies the employer’s perspective when helping individuals find satisfying jobs with a minimum of stress and frustration. For more information, contact Barb at 519.691.0218 or email barb@barbsmithjobsearchcoach.ca. www.BarbSmithJobSearchCoach.ca

Published in Networking Today, February 2007

Finding Your Career Direction

By Barb Smith

Where do I go from here? What do I really want to do for the rest of my career? Where will I find job satisfaction?

In the world of job search, there can often be more questions than answers, and finding a clear focus or direction can certainly fall into that category. Perhaps you’re considering leaving a position that is unfulfilling, or maybe you’ve been “invited to leave” a position you loved. Either way, once you are ready to start taking steps toward finding the next position, a clear understanding of where you want to go is essential. It’s difficult to move in the right direction when you don’t know where you want to end up.

While there are many tools and resources to help you decide on your direction, another way to begin answering the question is to consider exactly where fulfillment came from (or did not come from) in your previous position.

Was it:

• The industry (I just know I want to stay in manufacturing. It’s where the action is!)
• The company (The company I was in was too small. There was no opportunity for advancement.)
• The function (Marketing is exciting, but my heart is really in Human Resources.)
  

Certainly changing industries can be a challenge and for some companies, industry experience is a definite requirement. So, if changing industries is your path to job satisfaction, seek out ways in which you can gain experience (or at least exposure) in the industry of your choice.


Moving to a different company within the same industry can be done more easily. Be sure you understand what you want in a company – the right size, culture, values – so you don’t end up with another mismatch.

Changing functions is likely the most difficult. That’s not to say it can’t be done, it definitely can, as long as you are willing to do the work. If you have been a good contributor in one function, you may be able to negotiate a change with your current employer. If this is out of the question, moving to a different function may mean an investment in educating yourself to gain the appropriate credentials. It may also mean taking an entry-level position to get your foot in the door.

Finding your career direction may be challenging, even frustrating, but once the decision is made and you are committed to it, you will find the rest of your search becomes so much easier. The direction you choose will impact every other decision you will be called upon to make during your search. Take the time to make the right decision for you.

Barb Smith is a professional Job Search Coach in London, Ontario who applies the employer’s perspective when helping individuals find satisfying jobs with a minimum of stress and frustration. For more information, contact Barb at 519.691.0218 or email barb@barbsmithjobsearchcoach.ca. www.BarbSmithJobSearchCoach.ca

Published in Networking Today, January, 2007

Is Your Résumé Only Doing Half Its Job?

By Barb Smith

In the job search process, your résumé is often your only point of contact with a potential employer; your only opportunity to convince that company that you are worthy of their consideration. Therefore, your résumé deserves the time and effort it takes to get it to a point where it is capable of doing its job – getting you an interview!

Many people begin the résumé writing process with the assumption that the best way to impress a potential employer is to showcase all the responsibilities they’ve held. I can’t tell you how many résumés I’ve read that existed of line after line of “responsible for….” What does this tell the reader? That you’ve had a lot of responsibilities – that’s it. It doesn’t explain how you carried out those responsibilities – and whether or not you did them well.

When writing your résumé, a better way to impress a potential employer is to showcase all you’ve accomplished that relates to that employer’s needs. This requires two things:

1. An understanding of the employer’s needs:
   
   This means doing your research…and you have a few options:
   
   
   • Search the company on the Internet. Don’t just read the company’s Web site, search out articles and information on other sites as well.
     
     
   • Tap into your network to find someone who works or has worked or knows someone who works for that company. Talking with someone who works for the company can provide you with lots of useful information.
     
     
   • Re-introduce yourself to your local library. Tell the librarian what you are interested in learning more about and you will likely be flooded with resource materials.
   
   
2. An understanding of your own accomplishments:
   
   Bear in mind that there is a difference between a responsibility and an accomplishment. A responsibility is a duty you are charged with carrying out and are (hopefully) being held accountable for. An accomplishment is an action you have taken that yielded a positive result for the company. For example, you may be responsible for collecting past due accounts. Implementing a system of past due letters, invoice copies, and regular follow-up calls that resulted in a reduction of past due amounts by 45% would be an accomplishment.
   

A résumé that cites accomplishments is far more powerful than a résumé that simply lists responsibilities. The extra work is time well spent. When those accomplishments match with employer’s needs, you can expect an invitation to interview.

Barb Smith is a professional Job Search Coach in London, Ontario who applies the employer’s perspective when helping individuals find satisfying jobs with a minimum of stress and frustration. For more information, contact Barb at 519.691.0218 or email barb@barbsmithjobsearchcoach.ca. www.BarbSmithJobSearchCoach.ca

Published in Networking Today, December, 2006

Secrets of Successful Interviewing

By Hugh Murray & David Friedman

Hiring errors rank amongst the costliest of common business mistakes. A recent study showed the direct costs associated with a poor hiring decision of a mid-level manager approached $40,000. What strategy is in place at your organization to lower this risk and maximize your chances of hiring the right person the first time?

What is behavior-based interviewing?

Behavior-based interviewing is a technique where questions are asked about past behaviors. It is effective because past behavior is the best indicator of how a person will behave in the future. Behavior-based interviewing is different from biographical interviewing. Biographical interviewing involves asking questions about the past and is what most interviewers usually do. You will need to ask questions like "I see you worked in the engineering department for three years. What exactly did you do there?" before you can ask behavioral questions.

A behavioral question goes deeper. It focuses on one specific incident, sometimes called a critical incident, and probes to find out how the individual behaved during that incident. An example of behavioral question is: "Can you tell me about a time during your work on the T54 when you realized that you were not going to complete a drawing on time? ("Yes."). What did you do?"

Behavior-based interviewing is also different from hypothetical interviewing. An example of a hypothetical question would be: "What would you do if…?" This can be useful for understanding someone’s thought process but not a reliable indicator of what someone will actually do.

Behavior-based interviewing is also called competency-based interviewing or critical-incident interviewing.

What is behavior and why does it matter?
When psychologists talk about behavior, they refer to all the responses that a person has to a stimulus, which includes everything that goes on in and from a person in a particular situation. Examples include what they think, what they feel, and what they do.

At work, we are interested in the way people do their jobs. This is observable behavior. All sorts of things might be going on beneath the surface but the part we can see is the way they do their jobs.

When we recruit somebody, we want to know how he will approach his job and the best indicator of this is his past behavior and that’s why the behavior-based interviewer is interested in it.

Behavior is remarkably consistent. If a person is scared of heights atop the Sears Tower, he is likely to be scared on the 82nd floor of the Empire State building. We do not have to understand everything that is going on inside to make predictions about how someone will behave in a given situation.

We all have natural characteristics, which tend to assert themselves again and again. We can adjust these and in some cases, such as overcoming a fear. We can change our behavior, but past behavior remains the best, though not a perfect indicator of how we will behave in future.

The advantages of behavior-based interviewing

The advantages of behavior-based interviewing can be summed up as: · Effective: Behavior-based questions find out how people have actually behaved in the past. This gives you a much better indication of how they will behave in the future.

• Objective: By comparing the way someone has actually behaved in work situations, the interviewer is unaffected by subjective feelings that the interview may have.
  
  
• Transparent: The candidate can’t tell the interviewers "what they want to hear" because he or she will be describing actual events. The candidate would have to quickly construct a complicated lie to do this, and that story would certainly not hold up as questions proceeded.
  
  
• Legal: The competencies sought are openly described and all candidates are given an equal chance to demonstrate that they have those competencies. Provided every candidate is asked for evidence of the same competencies, and provided those competencies are genuinely necessary to the performance of the job, organizations will avoid discrimination by asking behavior-based questions.
  

David Friedman is Vice President of Telephone Doctor Customer Service Training, a twenty year old provider of products and services which improve the way organizations communicate with their customers. Visit our website at www.telephonedoctor.com for more information.

Published in Networking Today, November, 2006

How to Hire Terrific Employees Part Three:

Part Three:Build Interactive Evaluation into Probation and Training
By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.
Read Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills
Part Two: Teach Applicants About Your Business During Screening and Probation

Evaluation Starts on Day One and Continues Throughout Probation Evaluation consists of feedback and the formal hiring interview. Respectful evaluation allows you to measure your candidate’s progress, and also builds the morale and loyalty that turns a good candidate into a terrific long-term employee.

Encourage Mutual Feedback

Feedback is informal and happens frequently. For those on probation, your feedback should give clear direction toward earning a permanent position. How they respond to your feedback offers major clues about whether you want them to work for you. You hope they feel appreciated when good work is noticed and gladly learn how to correct and prevent mistakes.

Watch for ways the prospect is being terrific on every shift. Did she restock shelves without being asked? Let her know you appreciate initiative. Thank her if you overhear her say, “I don’t know, but let me find out for you.” Tell her you are delighted if she asks for advice on ways to correct or prevent errors.

Positive comments help balance the times you notice errors. When addressing a problem, ask to speak to her alone as quickly as possible. Introduce your comment with a neutral phrase, such as “I need you to handle something differently.” For repeated mistakes, ask her to describe exactly how the error occurs and provide training if needed. Have her write down corrective actions on her task list to reinforce the lesson.

To measure progress, initiate conversations during lulls. Invite her to offer her opinion before you comment by asking:

How do you think you are doing so far? Is there anything you would like to be doing more or less of?

Caution Answers:

• “I can’t do everything you want me to.”
• “It’s boring sometimes.”
• “I hate having to clean.”
• Any criticism about customers, unless asked with a question of what to do.
  

Welcome Answers:

• “I’d like to learn about product ordering/merchandise display, etc.”
• “Please tell me what else you want me to do when not waiting on customers.”
  
• “Where do you think I could improve?”
  

Follow-up comments and questions: Move around the work environment with them and discuss the tasks they might eventually take on. Explain the rationale for how you display merchandise. Describe in detail your vision of success. Affirm the importance of the small but key daily tasks that keep the business alive and thriving. Ask: ·

Is there some way we can be more helpful in training you? Do you have any suggestions to improve how we operate?

Caution Answers:

• Unjust or petty complaints about co-workers.
• Indifference or negative tone about the store.
• Not respecting your preferences for the store’s policies or ambience.
  

Welcome Answers:

• Asking for training or specific feedback.
• Requesting a review of tasks or scheduling, anything that shows she is committed to earning the position.
• Ideas that show growing awareness of how the store works – moving displays, suggesting new products or services.
  

Follow-up comments and questions: You might try one of her ideas to boost her investment in the business’s success. If negative about other staff, ask what she needs to feel better about them. Is there a willingness to talk with them, or only complain? If your intuition tells you that he or she is not a team player, be glad you found out while still in probation.

Conduct a Formal Hiring Interview

The hiring interview signals the offer of a permanent position. This is your opportunity to speak privately about mutual job satisfaction and concerns. The prospect gets to express needs and expectations as well. If you are not going to hire the person, you do not need this step.

Arrange an hour of uninterrupted time. Begin by referring to the task list, asking the candidate how well she thinks she has been handling each specific item. One way is to ask her to grade her own performance on each key item, A to F. You then acknowledge the areas of accomplishment, and mutually discuss solutions to problem areas.

You will be relieved to find how honestly, even harshly, most will reflect on their weak areas. Your fears about being too critical fade as you reassure them that they are doing better than they think.

Waiting until they comment on their own progress makes it easier to point to the areas you want them to improve. Suggest training and ask how they would like to receive feedback on progress. This may be a chance to delegate new tasks. Upgrade the permanent job description to match expanded responsibilities.

End the interview with a celebration of her new status as an employee. Describe how she has become an asset to the business, and remind her you want to keep hearing about new ideas and suggestions.

Managers who use this format find they spend most hiring interviews sharing strategies with the new employee to improve morale and customer service.

The Reward of a Good Hiring Process is Mutual Trust

Use these three elements of screening, probation, and evaluation to avoid making a snap decision on a long-term commitment. You establish the importance of the position by making the first interview deliberately formal, and having a defined probationary period for training. Prompt and respectful feedback saves you more time – not to mention sleepless nights – than any other form of employee communication. Each completed phase informs your intuition about whether you have the right person for the job.

From the moment that you invite people to apply to work with you, model how you want them to treat you and your customers – with honesty and respect. By continually orienting them to a bigger picture of your store’s function and future goals, they will incorporate how their role is important in the success of your business.

Most important of all, you can confidently ask for the best from your employees. They will love their jobs and have learned to trust that you will listen to their ideas and concerns with respect.

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, April 2006.

How to Hire Terrific Employees:Part Two

Part Two: Teach Applicants About Your Business During Screening and Training
By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.

Read Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills

Use educational questions in screening as well as during probation and training.
Take every opportunity to educate them about the responsibilities of the job.

Any job is more complicated than an applicant could initially perceive. Describe a typical work day, from start to finish. Then ask the prospect:

How do you best learn new skills and routines?

Caution Answers:

• “Just tell me what to do.”
• "I don’t know” (or a shrug).
• “I can handle it. It’s not that different from my last job.”
  

Welcome Answers:

• “Show me exactly how you want me to do things.”
  
• “Explain how I can do things the best way possible.”
• “I’ll watch and ask other staff.”
• “I’d love to learn more about ______.”

Follow-up comment and questions:

It’s the manager’s job to watch for where employees are doing well and where they need training. This includes appearance and work habits, and how they interact with you, other staff, and customers. Pay attention to how they talk to you. Will you enjoy training them? Do you think this candidate will be able to ask questions of you?

The most important part of the job may be helping customers who are looking for solutions. Some will be anxious about discussing private problems with a stranger. Ask your prospective employee:

• How would you go about helping a customer feel welcome?
• How do you think you would handle a delicate or complicated request if you did not know what resources we could offer?
  

Give examples of the kinds of customer questions or problems typically faced in your business. Listen to the response to determine the prospect’s level of skill, sensitivity, and personal style.

Reflect on the Applicant’s Answers

Hold back any indication you might hire the applicant, and explain you need time to consider all factors. Reflect on the interview by asking yourself if she really listened. Did she show interest in the issues that were important to you? What is your sense about how she would assist a confused or dissatisfied customer?

If you are undecided, meet with her again. A second interview allows time to present your specific concerns. You also confirm how important this job opening is to you.

Always call the references. Describe the specifics of the position and ask if there might be an area where she would shine or need training. Ask if they would consider hiring her for such a position. Previous employers seldom speak directly about poor performance or even major problems. Still, you can gather subtle clues by reading the tone and hesitations to your questions. A glowing report will reinforce your own positive response.

A Probation Period Reduces Stress for Everyone

Once you have decided to offer someone a probationary position, make the details absolutely clear. How are wages and responsibilities increased? How long does probation last? If the job is full time, thirty days is long enough. For a part time position, make it sixty days. This gives her time to find out if she likes the work, while you discern if the position matches her skills and personal qualities.

Create an Individual Job Description

The first hurdle is to explain the details of the job. No standard job description can include every expectation. Improve on this by writing brief instructions of each task. Even better, ask that she write her own notes about each item as you explain what you expect her to do. Keep the task list informal yet specific.

For someone who works on the floor of a retail store, a sample might include:

• Keep store clean and shelves stocked.
• Record all sales immediately and accurately.
• Give a warm greeting to every customer.
• Keep displays well organized and uncluttered.
• Return calls on answering machine within fifteen minutes.
• The shift starts fifteen minutes before the store opens, stressing the importance of being on time.
  

Include any information that will give the new employee a bigger picture of his or her role.

Put this original job description in the prospective employee’s file. Hand her a copy, with instructions to keep it up to date regarding expanding responsibilities. Make it clear she must prove the ability not only to handle the tasks on the job, but also to show empathy with customers and co-workers. Explain that you want to hear her opinions and concerns as soon as they arise.

Focus on the worker’s affinity for tasks, along with her effect on the emotional energy in your store. If she does not fit in, encourage her to find a job that is better suited to her skills and interests. Major problems in behavior or attitude, such as creating a scene or breaking a known rule, reveal immaturity and seldom improve with second chances. Let a mismatched or disrespectful worker go immediately.

Initiate Discussion as Part of Training

Ask the following questions at the end of the first week. They are designed to deepen the candidate’s understanding of the goals for your business and how he or she can help you achieve them. Take advantage of quiet times during work and ask about specific topics one at a time in your own style.

Be sure to check in each week to see if there is follow-up on suggestions.
Ask:

What do you like so far about working here?

Caution Answers:

• “It’s quiet and easy.”
• Looks around as if she were not paying attention to details.
  

Welcome Answers:

• “I love the products and the people I work with.”
• “Customers are great.”
• “I like the way it’s organized.”
  

Follow-up comments and questions:

You want all employees to feel free to suggest new products, ideas for better service, and ways to improve business. To find out where the employee is most comfortable talking with you and brainstorm ideas, ask:

• How would you feel the most comfortable offering suggestions to me?
  
• In my office?
  
• Walking around the floor of the business?
  

It’s the manager’s job to keep the interaction fresh. Ask candidates at least once a week:

What are you learning? What more are you ready to learn?

Caution Answers:

• “I’m reading some good stuff.”
• “I’m doing okay. Job’s pretty easy” (or a shrug).
  

Welcome Answers:

• “I’m learning to research topics people are asking about.”
• “How can I help increase sales?”
  
• “How to run a store so it works well.”
  

Follow-up comments and questions: Your customers may need answers to very personal problems. Ask:

What kind of questions are you getting from customers? How do you think you’ve handled them? Tell stories from your own learning experiences to model how you want them to handle problems. This encourages them to see you as a resource, and makes it easier to admit difficulties and ask your advice.

Continue this article… Part Three: Build Interactive Evaluation into Probation and Training

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, March 2006.

How to Hire Terrific Employees: Part One

Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills

By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.
Your customers are looking for more than the latest model or best price. They want to engage with employees who know the products and services, and are also sensitive to their needs. Savvy business owners treasure the peace of mind that comes from having employees with whom they can communicate easily, and are eager to help the business be successful.

Have you ever lost sleep over having to reprimand or fire an employee? Most likely this was due to an unpleasant interaction with a customer or co-worker. Many managers were taught to look for candidates with a background in needed skills. For businesses that depend on excellent customer service, it’s often wiser to hire people who naturally care about others. This is because it is easier to train good-hearted people in practical skills than to try to teach empathy.

You may wonder if you have the knowledge, skill, or patience to direct such a hiring process. Take heart. If you love your business and know your customers, you have all the information you need.

Hire In Haste, Repent In Leisure

It’s tempting to hire someone after one lively conversation. However, this magical feeling of rapport is only one of many important elements that may indicate a good fit. A thorough hiring process benefits everyone. You gain the confidence to make a commitment to new employees, and they are invited to communicate honestly with you.

For twenty years as a psychotherapist and business consultant, I have counseled business owners in solving problems caused by mismatched, unproductive, or insensitive personnel. The best way to avoid this struggle is to use a hiring process that highlights interpersonal qualities as well as an aptitude for the job.

Three Elements of a Thorough Hiring Process

To identify a candidate’s personal qualities, a hiring process needs three distinct elements of screening, probation, and evaluation. Each step gives you the opportunity to determine if a prospective employee can help you meet the goals unique to your business. No one can hurry this exploration and count on good results. Using all three elements allows you to detach from the natural tendency to want to like and be liked. You are not pressured to make an important decision with too little information. Your reward will be finding employees who make your business a delight for the customers, co-workers, and you.

Screen for Qualities as well as Skills

Promise yourself to base this major decision on more than an initial interview. People who shine under pressure and claim dazzling skills will not necessarily have empathy for customers or loyalty to you. Someone who appears less confident initially may turn out to be an ideal employee.

Make sure the job application includes questions to answer in writing: describe interests, unusual background, or skills. Find out if they are artists or photographers, what their hobbies are. Where have they traveled? What books have they read?

You can sense how they would interact with your customers while discussing their interests and experience. You can weigh their ability to carry on open conversation, which is a basis of good sales and customer satisfaction.

Get the Most from the Initial Interview

This is where you learn if job candidates follow your instruction and respect your time, and how they dress for work. Schedule at least an hour – you do not want to hurry this process. Use the following guidelines to make your meeting as productive as possible:

• Throughout the interview, remind yourself to stay neutral and avoid showing negative reactions or giving eager praise during an interview. Breathe easily to keep calm and centered. Allow short silences between your questions. Pay attention to expressions and body language as well as words.
  
  
• Hold the interview at your business, even if it means meeting before or after regular working hours. It’s important for them to see the workplace and for you to watch their responses.
  
  
• Make it clear you want them to arrive on time, dressed for work, with a fully completed application, and three work and two personal references.
  
  
• Ask them to write their reasons for wanting to work in your business. Include a request to write briefly about personal interests and unique experiences. Note if the handwriting is legible (ask for a sample during this meeting if the application is typed).
  

Begin the interview by reading the application with care. Did they follow instructions? How do they communicate in writing? Invite them to discuss work and life experiences, and if there was anything they want to add after they have seen your business. Notice if they interrupt you and how thoughtfully they answer questions. You are looking for clues about their ability to listen to customers and other staff.

Discover Applicants’ Working Style and Personal Qualities

Always use a script when interviewing candidates. Prepared questions allow you to focus on the most important topics. Avoid setting them up for “yes/no” answers. Give real examples from your own experience. You want them to see the importance of discretion and customer service. Let their answers direct your follow-up comments and queries to disclose their strengths and limitations. The following questions take you deeper than surface impressions.

• What do you imagine you would like best about working here?
  
  Caution Answers:
  
  • “It will be easier than my last job.”
  • “I don’t know”
  • “I haven’t thought about it.”
  
  Welcome Answers:
  
  • “I love the kinds of projects and products you have.”
  • “I like helping people.”
  • “I’m intrigued by what you do/sell.”
    
    
  What do you guess your biggest challenge working here might be?
  What were difficult elements of your last job?
  Also, tell me about your favorite parts.
  
  Caution Answers:
  
  
  • Notice body language: Is she really thinking, or merely treating these as tricky questions?
  • Quick denial that there could be any challenges.
  • Defensive or blaming comments about her last boss or co-workers.
  
  Welcome Answers:
  
  
  • Meets your gaze and gives genuine responses that reveal self-doubts or fears.
  • Talks about previous employment with a positive spin on facing difficulties; honest assessment about why she did not work out there.
  • Likes similar elements of this job opening.
    
  
  
  Follow-up comments and questions:

Everyone starting a new job runs into obstacles. They need to ask questions and suggest new ideas. When someone makes a mistake, they need to be able to come to their supervisor and explain what happened. Always ask: How might we work together to avoid the problems you had in other work situations?

Continue this article…
Part Two: Teach Applicants About Your Business During Screening and Probation
Part Three: Build Interactive Evaluation into Probation and Training

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, February 2006.