Category: Human Resources

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Can stickers motivate your employees?

Sticker-notes-on-a-wall

My teenage daughter entered the working world about a year ago. While working in a national fast food chain wasn’t her first choice of occupation, she gladly accepted the position because she saw the opportunities and freedom that could come from having her “own money.” She also became aware during her job search that the positions in which she was really interested required her to be older (she is still a minor) or have some sort of previous experience. So not only would her year at the food chain bring the money she needed to pay her car insurance, it would also give her the experience she needed to move into another position. In her eyes, this isn’t the job she plans to have for five years. In fact, she will most likely leave as soon as she can find a job hosting or waiting tables in a restaurant with a bar so she can eventually move into a bartending position. Her ultimate plan is to follow this path until she graduates from college and moves on the better opportunities.
Now despite the fact that working at the fast food restaurant isn’t her long-term goal, she has proved to be an efficient and dedicated employee (for the most part). She discovered that she enjoys working with customers very much and that she can handle very busy stressful situations quite well. Recently this ability earned her some recognition during one of her shifts. Our conversation that day went something like this.

ME: “How was work today?”

HER: “Good.” (typical teenager response)

ME: “Good. So, did you work in the drive-thru or the front counter?” (example of my mad digging skills which are required to find out anything about your teenager)

HER: (sarcastically) “The drive-thru, of course. Oh and because I was able to meet the time goal while working it by myself, I got a ___________ (insert positive recognition sticker or something) so at the end of week, I might be able to win employee of the week and get a fun prize like a sticker or piece of gum.”

ME: “Well, I think that is cool.”

HER: (rolling eyes) “I’m seventeen; I don’t care about a sticker or piece of gum.”

So while she doesn’t care about a sticker or piece of gum at seventeen, she does care about her work environment and how the job fits in to her future goals. She does appreciate that her efforts were noticed. However, she sees rewards a little differently. She still works there because the company works around her schedule with school, social events, and the custody arrangement her father and I share. She also still works there because the job isn’t difficult for her and she enjoys working with people.

Motivation issues can’t be fixed with stickers and charts. It’s a cultural thing. Look for future posts on the subject of motivation in the coming weeks.

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For more resources, See the Human Resources library.

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And also, please send questions and comments.

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Ask HR: Do I have to complete the application if I already sent a resume?

An-office-man-writing-on-a-paper-in-his-office

The changes in the job market over the past few years have certainly impacted job seekers in a way that many of us have not seen before. For the first time in history, there are four generations of workers in the job market with each generation facing a unique challenge. Whether you are a recent college grad looking for your first opportunity or a victim of downsizing looking for your next career, the job search can be a very frustrating experience.
A question I often get from jobseekers is, “Why do I have to spend hours completing an online application if I already sent over my resume?”
The simplest answer to this question is this, “Because they asked you to.”
Honestly, it is really that simple. Every step of the application process is a screening tool for the recruiting team. The online and/or paper application should be completed in its entirety using the same care that is used on the resume. Proper punctuation, spelling, and grammar are essential elements in all communication with a potential employer (including setting up your profile on their online system). Additionally, follow all directions provided exactly and pay attention to the details of the instructions. Many online applications are programmed to screen out applicants based on your answers to key questions or whether or not the application is complete before a recruiter even gets to review the application. Even when the initial screening is done by the recruiter, incomplete applications (in most cases) will be screened out of the process immediately and all those qualifications you have for the job will never be seen by the hiring manager.
A question I often get from recruiters is, “Why can’t applicants just follow directions?”
My advice to recruiters is also very simple. Give the applicant all the information they need to be successful in the ad and on the application. If you don’t want phone calls, explain how applicants can determine the status of posted jobs. If you have already screened the resume and know that the applicant doesn’t meet the minimum criteria, generate a quick email thanking them for applying and letting them know you are pursing candidates that better meet the qualifications. Communicate how your hiring process works and what applicants can expect going forward. As a recruiter, you are most likely the first impression a candidate will have of the company. That comes with a great deal of marketing responsibility. If you understand that, then for you, the answer to the question is also very simple.

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For more resources, See the Human Resources library.

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BP – oil spill Training for a disaster…

a-boxer-in-a-training-drill

Warning this may get winded…

Thinking of the recent developments with British Petroleum and the current mess they have made out in the Gulf Coast I thought about how training and development / performance improvement might have been able to help prevent such a disaster from ever occurring in the first place. I realize that this may be an R & D issue but if you think about it, training for a disaster is something that we trainers can help with.

BP and their R & D department could have set up sessions and trained employees out on these wells how to spot a problem at the very start and then how to handle the problem. BP seems to have skipped right over this process, they should have seen a need for 1) MORE R&D on deep oceanic wells, and 2) trained their employees as to each minuscule problem that might arise and prepare well in advance for such a disaster. These processes ought to have been done well in advance of ever trying to drill in the Gulf.

Training can and is necessary for high risk endeavors like this or else we are bound for another disaster and BP will I am sure be at the fore front of the next bright idea. The research indicates that BP has in fact been noted as having one of the worst records in the oil industry and have been found to have a poor safety record, Training would have come into play here too. When are big corporations going to put training and development as a priority and these CEO’s need a course in ethics and research and the advantages of quality control and environmental safety. Training and development play vital roles in hand with R & D and tactical prevention methodology. This disaster should have been foreseen prior to ever setting one massive rig in the ocean.

Another little observation, why is BP now finally willing to look at clean up methods other than their own, This should always be a policy to look for other knowledge and ideas outside the box so to speak, there are benefits to looking around for solutions I think BP would be seen as much more responsible and more ethical if they had a policy to open their eyes and ears for better ideas earlier.

-Leigh and happy training and teaching

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E-Learning and Distance Learning pros and cons

By Leigh Dudley on June 8, 2010 | Edit

This is not my greatest strength, e-learning was not a part of my education and what I have learned is from my own research, however since this type of adult learning approach is becoming such an intrinsic part of human performance I feel I should help point out a few items that have crossed my research eyes…

I think the first and foremost step in the process of developing an e-learning (distance learning) program is to a) target your audience and their technological abilities, b) research and find the easiest LMS program that everyone can have access to, I have experience with Blackboard and Moodle, but there are many out there to choose from. c) make sure you do a tech test of sorts prior to the classroom presentations. and d) follow up and make sure you update and modify your programs often, keeping up with the technology is another important tip.

E-learning is a great way to reach a large array of clients and has become a necessity in the global economic climate – research has proven that it can be an effective way of teaching, keep in mind the 25th Quartile theory when designing an e-learning or distance learning program too. Remember there are still newbies out there and we must adjust ourselves as we teach…

ASTD has many good quality resources for those wishing to learn more about the processes of distance learning and how to become very effective in the design and presentation of distance courses.

Happy research and good luck with all your training endeavors

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley (Sassenach Training Services) – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

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Ask HR

A-female-staff-talking-with-a-HR-Staff-

Being an HR professional seems to bring a number of questions from friends, family, and new acquaintances. These questions cover the gamut of all things that fall in the broad spectrum of HR responsibilities and often involve actual scenarios from workplace situations in which the asker is questioning the handling of the situation by the HR department or manager involved within. A common response to those specific questions is, “well, it depends,” usually followed by a few disclaimers that go something like this:

“My view is just an opinion. I need to know more about the company policy and the specific situation to really give a fair opinion and I am not an attorney and do not provide legal advice.”
Over the next few weeks, I will be discussing some of those questions and hopefully debunking the myth that the purpose of HR departments everywhere is to make things difficult.
I would also like to encourage you to provide me with your own questions to add to this series. You can forward them to me via email at smazurek0615@gmail.com or through my Linkedin Profile at http://www.linkedin.com/in/sherimazurek (ask me to connect, I will) or through the comments in this blog.

Below is a common question that seems to be widely misunderstood by employees in organizations everywhere.

Why can’t I sell my kid’s__________ (insert any random funding item) in the office? I won’t disturb anyone from working and will simply just post the sheet in the break room?
Non-Solicitation, Non-Distribution policies are in place in most organizations to keep them union free. As with all policies in the handbook, they need to be enforced consistently (see a future post for more on enforcing policies). Companies that have inconsistently enforced these policies have lost the right to in court to use the policy to prevent the solicitation and distribution of union membership in the workplace. So while employees (and unfortunately some HR folks) may perceive that this policy was created to prevent the workplace from turning into a flea market, its roots are mostly likely grounded in union prevention. Building credibility requires explaining the whys sometimes. It helps employees understand that you are not there to police the rules.

What do you think?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

Posted on

E-Learning and Distance Learning pros and cons

A-lady-lerning-online-and-writing-it-out-with-a-biro

This is not my greatest strength, e-learning was not a part of my education and what I have learned is from my own research, however since this type of adult learning approach is becoming such an intrinsic part of human performance I feel I should help point out a few items that have crossed my research eyes…

I think the first and foremost step in the process of developing an e-learning (distance learning) program is to a) target your audience and their technological abilities, b) research and find the easiest LMS program that everyone can have access to, I have experience with Blackboard and Moodle, but there are many out there to choose from. c) make sure you do a tech test of sorts prior to the classroom presentations. and d) follow up and make sure you update and modify your programs often, keeping up with the technology is another important tip.

E-learning is a great way to reach a large array of clients and has become a necessity in the global economic climate – research has proven that it can be an effective way of teaching, keep in mind the 25th Quartile theory when designing an e-learning or distance learning program too. Remember there are still newbies out there and we must adjust ourselves as we teach…

ASTD has many good quality resources for those wishing to learn more about the processes of distance learning and how to become very effective in the design and presentation of distance courses.

Happy research and good luck with all your training endeavors

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley (Sassenach Training Services) – Website – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

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The Power of the Silent Trainer

Female-trainers-office-job-prepare-session-with-new-employee

In a previous post, I discussed the concept of the silent trainer. The silent trainer can be found in every organization amongst the same hallways that hold the plaque with the well written mission statement. While the employees pass the plaque on their way to meetings, their offices or the cafeteria, they are learning what is really important in the organization. The silent trainer is teaching your employees many lessons and the training begins early in their tenure. The lessons include multiple topics but primarily the employees are learning acceptable behaviors. They learn boundaries; they learn what they can get away with and what their place is in the organization. And despite the efforts of HR departments and training teams everywhere, the powerful force known as the silent trainer teaches employees the real rules of the organization.

Have you ever made the following statements of asked yourself the following questions?

  • Where did she learn that?
  • That isn’t how I trained him.
  • The handbook clearly states xxxx, can they not read?
  • When she first started, she was a great employee, but lately she’s been slipping.

If you find yourself wondering where employees are learning the wrong way to do things, take a look around your organization beginning with an examination of yourself. What are you teaching others by your actions? When you ask yourself those above questions or make those statements, to whom are you speaking? Do you speak them to yourself or to your friend in the organization? Or do you go directly to the source to address the issue? If you choose to ignore it, you are playing your part in supporting the silent trainer in your organization.

What are your employees learning?

Your comment are encouraged and welcome. What examples of the silent trainer can you share from your experience?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Training Services offered by:

Two-female-colleagues-working-together

I am starting the development of my own training company “Sassenach Training Services” I am going to be offering the following services: Needs assessments, Evaluation of training programs, designing training manuals, job aids, and assisting in mentoring program development and some executive coaching. I live in the metro Detroit area and hope to make this company a reality soon. If any one is interested in these services I am more than happy to talk to you. I also am available for companies or individuals to outsource work to. Interested parties can look at my website to see my experience at: http://ldudleytdhptspecialist.moonfruit.com/ also you can access my linked in page at: http://www.linkedin.com/in/dudleyleighymail.

Friday the blog will be on e-learning and distance learning so stay tuned.

Happy Summer 🙂

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

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An organisation’s most valuable resource is its staff

Staffs-in-a-organization-holding-their-hands-together.

For any company to be successful in the current economical climate it is going to be vital for organisations to optimise their resources. And surely any organisation’s most valuable resource is its staff.

Nurturing talent will be a key tool in combating the recession
Nurturing talent will be a key tool in a successful business

For example, one option is to use this period to promote young talent rather than take on the cost and risk of recruiting externally, a tactic backed up by Dr Emma Parry’s recent report, Nurturing Talent, published by Cranfield School of Management. Another report from Cranfield suggests that initiatives such as Investors In People can have a positive impact on financial performance.

In these leaner times it is going to be increasingly important to draw a distinction between financial capital and human capital. Whilst there’s little doubt that finances are restricted, now is not the time to constrain your people. In fact this climate of change offers the perfect opportunity to unleash new talent within your organisation, encourage innovation and allow the next generation of leaders to identify themselves. Continue reading “An organisation’s most valuable resource is its staff”

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Are You Challenging Your Winners?

Runners-on-the-finish-line-

A few days ago, I attended a track meet for 4th and 5th graders. After standing several hours in the 80 degree sunshine that afternoon, I with a group of fifteen other family members cheered on a 4th grade track runner. During the first few laps of the boys’ 1600 meter (yes that’s one mile for 4th graders) race, the 4th grader ran at a comfortable pace taking up the third place spot. Then during the final meters of the race, he found the extra energy to take first in the final second of the race. Immediately after crossing the finish line, he raised his hands in victory with an expression of great pride while sixteen members of his family stood on the sidelines cheering, laughing, and even crying. He was immediately greeted with hugs, smiles and high fives as he exited the track. He received immediate positive feedback for a job well done.

Just an hour earlier, the 4th grade girls’ 1600 meter race took place with a little different outcome. Four girls started the race and within minutes one girl took a clear lead. Within the first 400 meters of the race, the 4th place runner was a clear 200 meters behind the 1st place runner with the 2nd and 3rd place runners side by side in the middle of the two girls. There was no exciting finish to this race and the observers didn’t see the winner raise her hands in victory at the end. What was seen however was clear support for the last placed runner, who never gave up running even though she was clearly 300 meters behind the other runners. As soon as she came off the track, she was given immediate positive feedback for her perseverance and effort in the race.

What was most interesting about the winners of these two races is that the winner of the boys’ race achieved his personal best time that day. The girls’ winner was several seconds over her best time.

The bottom line here is this. Winners gravitate toward winners. They challenge each other and they push each other to give a little extra at the finish line. When winners lack challenge, they glide through the race. How are you challenging your winners? Do you know the potential of the members of your team?

Your thoughts are always encouraged.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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What’s What

A-female-speaker-in-a-training-class-with-staffs

After reading another blog by Carter McNamara titled Are You Doing OD? Training? Consulting? Coaching? All of These? I decided to look at the definitions I had laying around in my paperwork of HRD, T & D and OD and what I consider at least the objectives of all three types of processes, although personally I think the objectives are more training objectives. However I thought it might clear up some of the differences between the three.

Human Resource Development (HRD)

A process developing and/or unleashing human expertise through organization development and personnel training and development (T&D) for the purpose of improving performance at the organization, process, and individual levels.

Training and Development (T&D)

Training is the process of systematically developing knowledge and expertise in individuals for the purpose of improving performance. Development is the planned growth and expansion of the knowledge and expertise of people beyond the present job requirements. This is accomplished through systematic selection, training, assignment, and evaluation efforts.

Organization Development (OD)

The process of systematically implementing organizational change for the purpose of improving performance.

Objectives

  • Assist an organization in improving job performance through training and non-training solutions.
  • Analyze employee job effectiveness to determine true organizational training and performance needs
  • Explore needs assessment and understand its importance in relation to the Human Performance Improvement process.

In the end all three are similar in so many ways, a couple of the reasons I went into training were a) it was a great marriage between T & D and my behavioral psych degree and b) the T & D HPT profession is so diverse you have the ability to work in so many capacities. I thought that was great, I love diversity and the ability to be a lot of things rolled into one.

Happy Training and comments questions concerns and guests are always welcome!

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development