Is it Steak or just hamburger?

Is it Steak or just hamburger? We all know that beef comes in many different forms; 7-bone, Porterhouse, Prime Rib, Hamburger, Top Sirloin, etc. If you want an upscale dinner you’re probably not going to want hamburger? So why do we treat employee training as just beef?
Have you ever been in a classroom when someone in the room just didn’t “get it”? How frustrating was that to you and others. There is always that one person that needs more time than others.
If you are not looking at learning style as you set your training schedule, you are wasting time, money and resources. You may be providing beef when you need T-bone or need only hamburger. Learning style is extremely important. How many times have you sent someone to a seminar or other training only to have them come back with no apparent effect on the job performance or behavior you were trying to change or improve?
Understanding how someone learns—fast or slow or somewhere between is critical not only the learning environment in the seminar or learning session, but also to the cost of your training budget as a whole. People who learn at a slower pace are not stupid but they require information in smaller chunks over a longer period of time. It makes no sense to send them to a seminar that gives a week worth of information in one day? On the other hand you wouldn’t want to put a very fast learner through a 3day learning session—when they have grasped the information in the 1st day.
The bottom line is to know the learning style of each of your employees! It is important for the day to day operation of your business, important for how employees progress, Important for your training budget, and important for your overall company productivity.

Workforce Engagement Survey

Most of us are aware that in the near future we will have to deal with work place shortages, mostly, due to the mass exodus of the baby boomers from the workforce. The real challenge is to keep these vital employees around long enough to prevent the “brain drain” from all those year of talent and knowledge, and to keep them as mentors and coaches to help narrow the knowledge gap. One of the tools to do that is a workforce engagement study or survey.

A Workplace Engagement Survey™ (WES) measures the degree to which your employees connect with their work and feel committed to the organization and its goals. This gives you and your management teams a detailed view of what influences engagement across all of your workforce segments and how your employees compare statistically to the overall working population.
In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across your entire organization and gives recommendations for your organization to improve.

Why survey your employees?
Employee surveys are becoming a popular management tool. They not only help management investigate whether employees align with corporate values, but they identify problem areas and elicit information to increase engagement. Employees who are highly engaged:
Excited and enthusiastic •
More focused on their work than “watching the clock” •
Give high levels of discretionary effort •
Emotionally involved with the company •
Mentally involved with company •
Not easily distracted •
Stay focused •
Highly productive •

Did You Know?
Disengaged employees are 53% less productive than • their engaged counterparts.
Disengaged employees are 24% more likely to remain • at their current employer

How does the Workplace Engagement Survey work?
Our clients deliver the WES to their people over the Internet—an HR administrator simply forwards a link to the manager and his or her employees. The assessment does not need to be monitored, so the candidate can take it from any computer with Internet access. All responses are completely anonymous. Information is aggregated in a centralized database and reports can be accessed by authorized people.

Workforce Shortage

For years we have been predicting a workforce shortage, here in the US, and in Europe. The recent economy or lack of economy, has delayed the shortage, but it is still on its way. Here are a few trend we can count on:
1) Shortage of skills and experience: As the baby boom generation reaches retirement age, organizations face a potentially debilitating brain drain of skills and experience.
2) Shortages of workers: Overall demand for workers is already beguinning to exceed supply. The gap is projected to grow to millions, perhaps tens of millionsm of workers, with potentially profound effects on economic output and standard of living.
3) Shortage of educated candidates: Despite continuing progress on average educational achievement, colleges will graduate too few candidates to fill the technical, information-intensive, judgement-intensive jobs five years from now.
4) Aging: The average age of employees will continue ro rise, and the workforce will become more multigenerational. Proportionately, mature workers are the fastest-growing age segment, and large employers can expect to double their percentage of workers over fifty-five over the next five to ten years.

WORKFORCE CRISIS: By Ken Dychtwald

Our Plan: "To See Ourselves as Others See Us"

Two hundred years ago, when poet Robert Burns penned the words about seeing ourselves through the eyes of others in his famous poem (To a Louse, 1786), he could not have known that they would apply so fittingly today. Today's economy might be very different if only the leaders running some of our most respected organizations were willing to view themselves through the lenses others use. This year, we must deal with an uncertain national and global economy. It is a good time for us to reassess our priorities and goals. Instead of looking in the mirror and reflecting on whether the hair is combed or the jacket fits well, a wise leader will look beyond
the outer image, go beneath the surface. He will evaluate and look inside his true self. Viewing our deeper selves and honestly recognizing what we see is a difficult task. Getting to the truth will require the help of others, perhaps many others, since some people know only one side of us. Deciding what we are going to do with the information we get back will require help, too, because it is easier to make no change. If you are tempted to think that way, remember: change is the only way to grow. So, facing two paths – CHANGE and NO CHANGE –let's say we opt for the first one. What will keep uson the straight and narrow path? Here is a plan that can enable change:

Seek feedback. The only way to know how others view us is to ask. Getting their input can tell us where we are now, which is an important step in getting where we want to go. Honest feedback illuminates our current state and provides a foundation for our betterment. In addition to seeking out trusted friends and mentors, it is helpful to learn from the people you interact with on a regular basis. How do you treat those who can neither hurt nor harm you, like the clerk at the convenience store? The answer could be revealing.

Be courageous. Whether or not you believe in making resolutions for the new year is immaterial. If you discover that you behave in ways that make it difficult for others to do their jobs, you have a responsibility to change your behavior. The alteration might be as simple as communicating in person instead of through memos. Or it might be more complex, requiring
you to restructure the way you and your management team do business. Remember that
embarking on such a course implies to those who take the journey with you that you are
serious about change. To request feedback is not easy, but to seek it and then do nothing
invites cynicism.

Do not assume anything about your employees. Know them better than they know themselves. New tools are available to tell you exactly who is working for you – their competencies, their weaknesses and their goals. Do not decide that you can apply the same management style to everyone and get the same results. A multitude of different faces greet you when you walk into the department. They are likely to include four different generations, both genders, and different races and ethnicities. In the global marketplace, you will find variations even within identifiable groups. It is imperative that you learn what skills your employees have, the skills they are capable of acquiring and what it takes to keep them motivated.

Stay focused. Pledges you make to yourself come with a tempting reality: If you made them, you can also unmake them. The consequences of straying offcourse can be daunting, however. One of
the biggest is inertia that permeates your organization. If you start something you don't finish, who will keep others focused? Create an accountability system. Make a list and read it at regular intervals. Or go a step further and give your list to a trusted peer to review with you regularly. Think of your colleague's reminders as a pep talk.

Recheck midyear. In today's fastchanging world, a goal that's only a few months old can quickly become obsolete. Examining each item on your list after six months will let you know whether you need to stay the course or readjust. Of course, you may have seen some flaws in your
accountability plan and made changes accordingly. Remember that the creation of new goals does not have to wait for a new year. You can set goals anytime. Build a new list as necessary depending on what has happened inside and outside the organization.

Manage frustration. Realists know there are some things they will never change. Smart leaders recognize obstacles and adapt their responses when difficult changes are beyond their control. Keep this in mind whenever you feel caught between harsh choices.

Know your limits. Sometimes achievers forget that no one is perfect. Just as an artist is never done with his creation, each of us is still a student of life and a creation in progress. This is not permission to remain static, but we don't need to consider ourselves failures, either. Take the middle path: Admit your mistakes and resolve to do better.

How to Fly Safely Through Turbulence

CEOs these days must feel as if they are piloting a plane upside down and backwards through the perfect storm, where all things that can go wrong, do. Following the storm, comes a brief period of misleading calm before the chaos begins again. Everyone on board gets a wild, somersaulting ride and fears what lies ahead. For some organizations, holding on for dear life is all they can do to survive. In today’s economy, surviving the storm has become an organization’s main priority. The uncertainty that makes quick changes necessary means organizations must rely on their well-trained employees to carry them through. Strong workers who come to work each day with enthusiasm, focus and creativity make for trusty copilots during times of economic turbulence. They can help navigate above, below or around obstacles while offering solutions that no one else has thought of to help calm everyone aboard. But, as leaders prevail upon key players to do more with less manpower and fewer resources, we cannot just distribute assignments and walk away hoping they will figure out what to do. Keeping the company steady through tough times requires commitment from the top to stay on course. Now is not the time to abandon goals, ignore the problems, or adopt an “every person for himself” attitude. Remember, nothing is more crucial than hiring competent people and helping them develop the skills necessary to help pilot the plane. Making sure your employees have the talent, skill and knowledge to make it through the storm is more important than ever. Here are some key things to do– in good times and bad.
If you are not operating under a hiring freeze, count your blessings. Then treat every new hire as if he or she might be your last. Be sure managers take the important steps of recruiting potential candidates that fit the position and your company. Insist on tools that help recruiters ask the right questions during the job interview and help them make decisions based on science instead of guesswork.
Train new workers well, and do not neglect the old guard – the stalwarts who choose to stay with you even when the going gets rough. Even in a good economy, everyone needs training. Specific training and everyday coaching helps retain workers and makes sure they are ready for current and future challenges. In a down economy, some might covet the training budget with an eye toward making the bottom line look healthier. Repeat this mantra: short-term pain, long-term gain.
Do not assume anything about your employees. Know them better than they know themselves. New tools are available to tell you exactly who is working for you – their competencies, their weaknesses and their goals. Do not decide that you can apply the same management style to everyone and get the same results. A multitude of different faces greet you when you walk into the department. They are likely to include four different generations, both genders, and different races and ethnicities. In the global marketplace, you will find variations even within identifiable groups. It is imperative that you learn what skills your employees have, the skills they are capable of acquiring and what it takes to keep them motivated.
Check the pulse of your key leaders. Are they engaged? A recent study reveals that more than half of senior executives possess “less than ideal emotional connection and alignment” to their organizations. Are any of these your co-pilots? If so, re-coaching, and moving around employees is likely in your future, if you want to be assured of a future.
Have a plan and use it. Do not fear adjusting it as necessary. Traveling through turbulence is much smoother and less alarming if you carefully map out your flight plan before you proceed, tweak the course as needed, and make sure you have a team of willing and able employees to make the necessary in-flight changes.
Now, buckle your seatbelts and prepare for takeoff. We may have a bumpy ride ahead.

Developing the Recession-Proof Workforce

The latest labor statistics help tell the story of the continuous churn in the workforce. Unemployment was 5 percent for April; the annual average for 2007 was 4.6 percent. The rest of the story is that the most talented employees are coming and going as usual, because hiring does not stop even in a down economy. They will do what they believe is best for them. And among the departures may be some of your top talent. When you agree that the only way to compete is with the best people, try some of these ideas to manage and keep the best:

Build a recruiting strategy that operates all the time – not only when people leave. If you shop for talented people only when you see turnover, you will be presiding over a system where jobs either stay open too long or you hire in haste (and repent not too much later). Remember this equation: Open positions = poor productivity. Poor productivity = both customer and employee dissatisfaction. Jobs left open too long = a financial drain, not a savings. Jobs left open for extended periods also may create more openings.
Be a matchmaker. Make sure of the person-to-job match from the very start; do not hire someone who "sort of" works and hope for the best. Do not rely on your instincts. Do not hire someone because he or she is charming or just like you. Smart business leaders use assessments to guide them.
Know your employees. Find out what their dreams are, and help them realize those dreams by developing their skills. Knowing what they want starts at recruitment and continues throughout an employee's career.
Cross-train. When superb workers know how to do many things, you can place your employees strategically. Challenging your best people in this way lets both people and organizations grow.
Find creative ways to reward excellence. If the bonus pool is limited, you can make the award more meaningful by giving it to those whose performance is stellar. Spreading it out equally among all employees, even those that did not perform so well, diminishes the meaning. Your best people expect to be recognized. Also, be innovative beyond financial rewards. If you know what your employees value, figure out ways to see they get it. Some ideas: Extra time off, challenging training for new jobs, flexible hours.
Get out of the way and let your excellent workers perform their magic. Keep your door open but do not micromanage. You might learn something new as well.

Q. When Are Assumptions Good? A. Never, When Options Exist

Even employers with the best of intentions are guilty of assuming too much. As they see workers of different ages, genders and racial makeup working side-by-side, they might think that this one fits in a group that wants to multitask at a fast pace because she is young, while her counterpart from another generation is interested in slowing down.
As we learn from experience, assumptions are often wrong. That young person may prefer devoting her attention to one workplace issue at a time, while her older co-worker is the multi-tasker. Many things, including life stages, could affect each of them. And if a leader changes work assignments based on erroneous assumptions, he could end up with disgruntled or absent employees, high turnover and unfinished projects.
The only truly effective method of managing diverse employees is to look at each one as an individual and to understand what motivates them. Then, coach them regularly to get the behavior you want.
Last month we stressed the importance of coaching and how effective coaches connect with individual employee needs. Supporting our goal of knowing what it takes to engage our workers and coaching them regularly to higher performance levels is research we conducted with The Concours Group and Age Wave. The findings, published in the manual WHY We Work, helpfully define six different segments of employees working in our organizations. This research found that different groups of people need different things to remain engaged on the job. This finding is widely relevant because most organizations, especially large ones, contain some of each group.
Briefly, the six worker segments include:
1. Fair and Square Traditionalists, who make up the largest part of the workforce at 20 percent. They are loyal and traditional, as their name implies, and want their work to provide stability and a secure future.
2. Stalled Survivors, who represent 19 percent of the workforce. These workers see their jobs as a necessity. It is not the most satisfying part of their lives. These are often a firm's younger workers.
3. Accomplished Contributors, about 17 percent of the workforce. These loyal players often go above and beyond. They place a high value on teamwork.
4. Demanding Disconnects, 15 percent of our workers. As their name suggests, they are the least satisfied with work and the least committed to it.
5. Maverick Morphers, also about 15 percent of the workplace. These workers are generally young, like excitement, and do not fear taking risks.
6. Self-Empowered Innovators, about 14 percent. These employees make up the most engaged segment of the workplace and derive personal satisfaction from the job.