Michelle Ray

Business and Leadership Keynote Speaker

Call Now: 1-877-773-2561
Book Michelle

Communication

Wanted! Authenticity and honesty in the hiring process

by


“If you want to ruin the truth, stretch it. ~Author Unknown”

Dimensions International’s (DDI) latest global research on hiring trends has yielded some fascinating results. The study, titled “Global Selection Forecast 2012”, including responses from more than 250 staffing directors and 2,000 new hires from 28 countries, was conducted in partnership with Oracle.

In a Globe & Mail article published late last month, Scott Erker, senior vice-president for DDI’s selection solutions and the study’s co-author, said in a release: “There is a great paradox in that both unemployment and the number of open positions hover at uncomfortably high levels – and simultaneously, organizations and candidates are shaky about the decisions they made in staffing and accepting roles this year.”

The issue of accountability on all sides is the question. Employers need to be clear about their recruitment needs and communicate their objectives up front. Otherwise, everyone loses. The new hirer takes on the position without knowing all the requirements and the employer scrambles to communicate them after the fact. Or worse, businesses find themselves going through the expensive proposition of re-hiring.

In addition, the research also revealed that that only 51 per cent of new hires are confident in their decision to accept a new job, often because the hiring process doesn’t paint a true picture of the work, the department and the company.

The interviewer needs to be completely comfortable in their role, asking the right questions while digging deep to ensure that the candidate is most suitable for the position. Unfortunately, the study found that less than 30 per cent of staffing directors felt satisfied with their interviewer-training program.

Who is speaking up and who is taking the lead? Without owning their respective truths, individuals and organizations will pay an emotional and financial price. Whether it is the interviewer who doesn’t know how to ask the right questions, or an organization that does not prepare management for the critical recruitment phase by equipping everyone an accurate description of the “big picture”, or the he employee who regrets taking a position in a tight economy in order to get by, the lack of accountability begins with authenticity and honesty on all sides.

 

Photo credit: “Businessman Handshake” by twobee

Disenchanted, disconnected and disengaged…Who is responsible for taking the lead?

by

“I’ve been in my job for 14 years and today my manager conducted our annual performance review and told me that I had become disengaged from my job…I know that is true.” I met Helen in the coffee shop; not long after her performance review. I had just delivered a workshop to a group of meeting planning professionals on the topic “Why we leave? Why we stay? Uncovering the myths and truths about attraction, engagement & retention”.  The timing wasn’t a coincidence. As I listened to Helen tell me about her experience, I appreciated her honesty and at the same time, I thought about her employer’s perspective. Helen was a valuable team member who had lost her original passion for her work. It would be difficult for her company to replace her depth of experience, yet there was little point in management investing time and energy trying to convince her to stay…Or was there?

What are the emotional and financial costs associated with disengagement? Interestingly, recent workplace studies reveal higher productivity gains despite the fact that many organizations have restructured and reduced their workforce.  However, a report released by the Corporate Executive Board surveying 30,000 people worldwide, noted that employee perceptions of their workloads being unmanageable rose more than 20 points in last 10 years; from 32% to 55%. Individuals may be adapting to the loss of their co-workers, but the emotional toll cannot be understated.

Savvy managers understand the significance of disengagement and it’s impact on productivity. They recognize the current realities of the workplace and the pressure that comes from expecting their teams to function optimally when they are overworked, overwhelmed and expected to do more with less.They can play a pivotal role in the relationship dynamic by exercising positive communication and inspiring leadership at a time when available resources are being stretched to the limit.

How can organizations pinpoint the reasons for changes in an individual’s attitude and performance on the job? Is it possible for managers to exert any influence when they detect disengagement? Absolutely, although it doesn’t necessarily mean that a heart-to-heart conversation will change the outcome… especially if the team member has decided that that there are other opportunities to pursue. Sometimes, it is simply time to move on.  However, it is important to remember that managing people involves more than performing the functional aspects associated with the job. Leadership in today’s volatile workplace climate also necessitates the art of successfully managing the employer/employee relationship by being tuned into behavioural as well as performance change, long before a valued employee such as Helen makes the decision to stay or leave.

To Post or not to Post? That is the (social media) question

by

This morning I discovered an ad for weight loss on my Facebook Timeline. A few weeks ago, a professional colleague added a post to my post promoting his services. I did not invite their participation into my social media presence. Nonetheless, there they were. These unwelcome intrusions have given me cause to reflect on our rationale for using social media effectively and more importantly, whether we are using it purposefully.

For several years I resisted creating any social media accounts, simply because I felt that the requirement to “say something” on line was yet another task to add to my already jammed to-do list. I did not want to learn how to use the applications and I initially resented the notion of doing so because I’ve never been a fan of the herd mentality. Yet, I succumbed to the idea and began blogging and posting my thoughts. Although I do enjoy reading about the latest happenings with family and friends, I admit that I still have a lot to learn about maximizing the benefits of social media for commercial purposes.

I have come to the conclusion that for personal use, social media is a fun tool to stay in touch. I do not need to have any particular objective for posting a status update.  However, I am mindful about what I choose to broadcast. For business, social media is proving to be a very powerful tool, provided I have a clearly defined strategy. The instantaneous and very public nature of each post demands that I give thought to every word.

In a recent New York Times article “The Flight from Conversation”, psychologist and professor Sherry Turkle says: “We use technology to define ourselves by sharing our thoughts and feelings as we’re having them…In order to feel more, and to feel more like ourselves, we connect. But in our rush to connect, we flee from solitude, our ability to be separate and gather ourselves.”

What began as a means to connect on a personal level has morphed into a force that is beyond our imagination.  Social media has changed the face of human interaction. We now feel the urge to broadcast our innermost thoughts. Each medium is a now a movement that has given the word “socialize”, or indeed the word “friend”, a new connotation that has transcended personal boundaries, changed political landscapes and revolutionized way we do business.

Do we value our virtual social networks; whether they are for personal or business use, as highly as our “real” connections?  Are we creating and posting status updates to impress, or to leave an impression? Are we giving thought to our broadcasts, or are we indulging our egos with endless self-promotion?  As  the world has become a smaller place due to technology, these are important questions for both individuals and organizations to consider.

 

Taking the lead with your multigenerational workplace

by

Taking the lead with your multigenerational workplace…Alberta’s Best Workplaces

Categorizing, generalizing and stereotyping are the most common reactions to working within a diverse, multigenerational environment. In many organizations, there is rarely a day that goes by without co-workers and managers hearing a disparaging comment about the values and attitudes of different generations, despite the fact that companies are investing heavily in educating leaders and teams at every level to develop collaborative relationships. The enlightened ones recognize that their future depends on creating an atmosphere where everyone, regardless of age or background, feels motivated to stay, contribute and enjoy their workplace.

As part of my preparation for my keynote presentation at the 5th annual “Best Places To Work in Alberta” event, held by my client, Alberta Venture, I interviewed several companies that are doing things right when it comes to leading the generations.  Many companies throughout the province participated in a rigorous application process to be judged in twelve different categories of excellence including: “Best workplace for health & safety”, “best workplace for diversity”, “best workplace for training and development”, “best workplace for perks and incentives”, best workplace for benefits”, “best workplace for working parents”, “best workplace for the millennial generation” and best workplace for volunteerism & community involvement”, just to name a few!

The common denominator in terms of the success of these companies can be summed up in one word: Flexibility. For example, these leaders understand that they cannot adopt a cookie-cutter approach to benefits and recognition programs. They have embraced a retention philosophy that minimizes turnover by offering individual employees personalized remuneration and health benefits packages. When it comes to adopting personalized incentive programs, whether they take the form of tangible benefits or work-from-home arrangements, one finalist described their leadership approach this way: “No is not our first answer”.

One VP in the financial service sector explained that employees can choose how to allocate some of their benefits by taking out gym memberships, purchasing sporting equipment, or claiming a significant portion of their benefits for massage or chiropractic services, while maintaining basic coverage for dental and prescription medication. This applies to more than 1,000 staff. The payoff? Higher levels of engagement, customer service and job satisfaction.

Their benefits also extend to their own products. For example, all employees receive a deposit bonus into their savings accounts at 1.5% above posted rates. Spouses receive the same benefits even if they aren’t working for the company.  In addition, staff can secure mortgages at a preferred rate; realizing significant savings over the long term. Financial benefits also apply to retirement savings, matching RRSP contributions as well as a formal dinner upon retirement with $1,000 cash recognition for service to the organization.

Another leader of a large engineering software company stated that flexible work schedules have resulted in increased productivity because employees know that they are trusted. Their firm takes work-life balance seriously and recognizes the priorities associated with family responsibilities. Their culture and solid client relationships are a reflection of putting these values into action. This year their company is vying for the best workplace in the “working parents” category. With over 60% of employees under the age of 40, they know that their business model can allow for staff to work from home, telecommute or take extended leave of absence during the quieter, summer months. Most importantly, the founders of the business believe in putting values into action. Therefore, all employees appreciate the fact that a company that accommodates personal demands outside of the workplace rewards their professional attitude and hard work.

In the category of “best workplace for the millennial generation”, competition was fierce.  These companies recognize that ongoing labour shortages as a result of on-going baby boomer retirements means that they need to keep their pipeline filled with younger employees and future leaders.

Encouraging innovation and educational learning experiences is an integral part of the philosophy of the award contenders in this category. They are consistently ahead of the game when it comes to maintaining a presence at recruitment fairs; building relationships with pre and post secondary educational institutions, encouraging the use of social media in the workplace (as well as for recruitment purposes) rewarding employees with a finder’s fee regarding peer hiring, frequent off-site brainstorming retreats to build teamwork and foster creativity, “bring your parents to work days”…the list is endless.

To effectively take the lead with your multigenerational workplace, the finalists are succeeding primarily due to the fact that their leadership; from the owners to the executive level, are supportive of every initiative. They realize that in order to maintain talent and build their future leaders, creating and sustaining the type of workplace atmosphere where people can simultaneously excel, learn and have fun means walking the talk. There is no doubt that the new generation of employees will consistently seek out workplaces of choice. When your organization stands out from the crowd with a “best place to work” designation, it makes the entire recruitment, engagement and retention that much easier.

Are you taking the lead with your customers?

by

A friend of mine went to pick up his dry cleaning last Friday. While this isn’t exactly headline news, be assured that the dry cleaner in question has no idea that he is the main story of my blog. He doesn’t know that potentially 1,000’s of people are reading about his example of appalling customer service right now.

Most of us expect that if our dry cleaning is tagged for pick up on a particular day, it will be ready. When my friend went to the store, he found a sign on the door that read: “Closed Fridays”. He had several suits waiting for pick-up…the only suits he owned. He needed them urgently and was left high and dry. When he was finally able to pick up his clothes and asked the dry cleaner why he tagged his clothes for Friday, the owner of the store tersely replied: “What do you want me to do about it”? Wrong answer.

The cleaner offered my friend a 20% discount. Although he had not asked for one, the offer made no difference. He had already made up his mind that he would not be coming back. False promises and the owner’s attitude were enough for him to make the decision in a split second. The dry cleaner failed to realize the implications.

Unfortunately, these situations play out every day, worldwide. Businesses of every description often fail to realize the consequences of poor communication as the fundamental reason for people deciding to invest their dollars elsewhere. One “faux pas” can destroy the relationship permanently. This truth applies to transactions at the highest level…from the board room to the mail room. Millions of dollars are being lost due to the absence of a Lead Yourself First mindset.

The tone of your communication is your responsibility. When you say or do the wrong thing, when your advertising is misleading, when your clients question any inconsistencies, listen and apologize immediately. Otherwise, you and your business may may find yourself front and centre on a very popular website known as “I’m-not-happy.com”.

Do you give credit to those who take the lead?

by

“It’s never crowded along the extra mile”…Poet unknown

This week, my new website went live. Invariably, there were glitches as the site moved from one hosting company to the other. Building a website is not my forte, however I have learned a lot about what happens behind the scenes from my web developer, Carrie  Haggerty.  Several months ago I decided that it was time to make changes regarding my website. Carrie, who has known me for almost three years, encouraged me to build this website in Word Press and was passionate when it came to helping me make the necessary changes. As this week drew closer and the launch day approached, I became aware of some of the potential technological hurdles that could arise. For example,  although I knew that it could take 2-48 hours for my new website to be visible, I did not know that there would be a delay in terms of where the website could be seen. Carrie knew that my new website was live, however she could not see it as her server wasn’t picking it up. No matter how many times she clicked “refresh” or cleared her “cookies”,  my new website would not show. During the early hours of the launch day, Carrie left her office and took it upon herself to find a location with an internet connection so she could upload critical files and index the website correctly. She barely slept because she knew that that there was a possibility of something going very wrong that could affect my wesbite and as a result, my business. Carrie went above and beyond to take the lead in order to ensure that my project succeeded. In fact, it would be more accurate to say “our project”.   Although many of us find frequently find ourselves at the mercy of technology at work, how often to we stop and say “thank you” to those who support us at work to make sure things go smoothly? We rely on the internet more than ever, therefore it times of high stress and change, having the right elements in place can mean everything. If you have people on your team who constantly go the extra mile to make you look good at the back end, acknowledgement of their efforts to take the lead on your behalf comes with the territory.

Outstanding workplace relationships – the key to retention

by

Workplace surveys conducted by Manpower Inc. indicate that despite an economic slow-down, there has been a steady increase in the number of individuals who plan to look for new job opportunities. In 2010, the figure was 60%. In 2011, the estimate was 84%! As the year comes to a close, it will be interesting to note whether the trend continued, as well as predictions for 2012 and beyond. Whether the numbers remain consistent, the impact of workforce mobility and knowledge transfer on organizations cannot be understated. The most common reasons cited for leaving or thinking about leaving a job relate to overall job satisfaction, relationship with one’s immediate manager or supervisor and low morale. The cost of turnover will always be significant and on-going, despite economic conditions.

Yet, while it is true that some aspects of an employee’s decision are outside of an employer’s control, the most neglected area of focus in my view relates to the intangible workplace motivators. The highest priority ought to be on building and sustaining outstanding workplace relationships. If employers paid greater attention to developing a deeper understanding of the make-up of their teams, sought to meaningfully improve communication; as well as a create more informal opportunities for people to connect and share ideas at work, a happier and more productive work atmosphere would ensue.  In a nutshell, organizations place an enormous focus on attracting talent. However, once on board, less attention is given to creating an environment where people want to stay and voluntarily contribute to the overall goals and objectives. In my experience working with businesses of every description, the reason many people become dissatisfied in their jobs is because being heard and acknowledged by management and co-workers is an ultimately lower priority than the work itself.  At all levels, everyone feels the pressure of managing their daily workload.  As a result, paying attention to the human element becomes neglected.

I recently worked with a highway maintenance company, presenting on the topic of improving workplace communication. During their weekend retreat, people privately shared ideas to improve productivity by having a different set of tools available on the job that could cut road maintenance costs by one third in their area. Yet, their crew has no influence on the equipment purchasing decision.  From their perspective,  they feel that their hands-on experience could immediately benefit their employers’ productivity and profitability.  Meanwhile, the leadership team may have examined the business case for purchasing different equipment, although their findings or rationale isn’t apparent to the front line. Opening the lines of communication could make a significant difference. When organizations make the time to listen and create more opportunities for dialogue, miscommunication can be avoided, trust builds and relationships become stronger. In the absence of prioritizing greater connection between management and staff on a regular basis, the seed is planted for growing dissatisfaction in the workplace. Ultimately,  a negative outcome may result in a potential loss of talent and experience that is difficult to replace.

Next blog: Why we stay: Ten strategies to improve workplace relationships