Category Archives: Human Resources

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    CHART

    Disclosure – Vulnerable or Vindictive

    Category:Business,Human Resources,ManagementTags : 
    AAIA_wDGAAAAAQAAAAAAAAxOAAAAJDEyZTA4ZjE2LTdjMWItNDA2My1hMjYxLWE5ZjU3OTM5YWUyNA Disclosure - Vulnerable or Vindictive

    Disclosure – Vulnerable or Vindictive. Focus on the chart above for a minute. Take in what it is asking you to do. Based on what you see in this decision process – which way do you anticipate you will decide to go?

    • Will you say something or not?
    • Is the disclosure (or non-disclosure)- vulnerable or vindictive?

    Now ask yourself one more question. Did you arrive at a pre-conceived conclusion that the answer to this diagram, based only on what you see, indicates you should choose to move to the left in your decision process? Maybe the red terminator button that is partially hidden on the right suggested to you that you should decide to go left on the diagram and say “Yes”.

    Now let’s look at the full diagram.

    AAIA_wDGAAAAAQAAAAAAAAmYAAAAJGI2MDU4MmE1LTc2ZGMtNDNiNy04ZDRmLTNhZTkyNTBhZmY4NQ Disclosure - Vulnerable or Vindictive

    The Gossip BOX

    Well, now you KNOW.

    It is the second decision box that describes the situation you must face based on your first decision, which by now you know was only an incorrect assumption.

    Undoubtedly, I probably will have misguided a number of people to go the wrong way – deliberately. This doesn’t make you a bad person or a good person. The chances that you would decide to go in the other direction (right) would be about 1%. Another 1 or 2% may still be sitting on the fence, but the majority went left.

    Often we are suspectable to this type of misinterpretation in our everyday lives. People come at us from all directions, and many times we only see a sliver of an issue or an underlining problem. Yet people want answers – and they want them in a hurry. But if we only have a partial bit of information available to us, our decision processes can become a crapshoot real fast.

    Real life scenario’s push us to our limits at times. Having the time to attend to issues and give them our full attention can sometimes be stressful. Take for instance the following scenarios. What might you do to remedy one or two of them? Do you have enough information? What do you already know?

    • Scenario 1: Meeting with a group of professionals regarding a project that will have lasting benefits for the company. It is discovered that key individuals are not likely to work well together. Therefore information is not being shared.
    • Scenario 2: In a private meeting it is mentioned that someone may not have the necessary skills to accomplish a task. This according to one person only.
    • Scenario 3: I’m confronted by an individual that is worried that no one likes them and their key group of workers. States that it is common knowledge within the corporation.
    • Scenario 4: After complaining that a process is backed up and in serious jeopardy, a presenter demands that a system be implemented to help deal with their departments load. In good faith, people are hustling to find remedies and develop a strategy that will help fix the backup issues and restore confidence in the system. The original presenter then makes the comment that they wash their hands of the project and dump the load on the nearest worker.

    We have to remember that when we are presented with scenario’s like the ones above, that there is a lot more information that isn’t yet visible. As bad as I dislike meetings, they are a necessary evil to get to the core of many issues. You have to get all the players on the same sides again and determine What went right!

    What went right?

    We all should strive for a high moral within our working environments. Kick the guilt shaming, nitpicking, and arrogant players to the curb. Sometimes you have to roll up your sleeves and do the dirty work of correcting the problem(s) yourself. You have to look at the entire picture and make sure the pieces are in the correct place. Lay a foundation of respect with those you work with and make sure that each person has a piece of that respect. If they lose your respect it should only be for something that was cruel, malicious, and negligent toward corporate values. You have to look at the whole flow chart.

    You have to look at the whole flowchart

    When you look at the whole flowchart, then you can better determine if Disclosure is Vulnerable or Vindictive.

    ____________________________________

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.


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    What went right

    The Way Forward Starts Here – What Went Right

    Category:Business,Human Resources,ManagementTags : 

    The Way Forward Starts Here – What Went Right

    The title would better read “the way forward starts with you”.  We often find ourselves bewitched with words.  As Sigmund Freud once stated in a lecture in psychoanalysis in 1915 “Words were originally magic and to this day words have retained much of their ancient magical power”.

    With just a simple twist of words, we can motivate or provoke a person or group of people into action.  If you add a list of positives words into your speech, over a short amount of time you will begin to see the subtle hints of change in the attitudes and behavior of others around you. When people no longer think you are out to get them, they will feel more at ease with you when discussing matters.     As an example, you might consider changing references to individuals or groups by applying a few of the following:

    Positive Affirmation   (Empathy)                 Negative Affirmation (Sympathy)

    • I am glad you told me                                      At least you had….
    • Look for a solution                                           Talk about the problem
    • Your input is valuable                                      Yes, but…..
    • Everything is a process up                              Failed again I see
    • Working together                                              Not open to change
    • Allow others to have an opinion                    Discredit the opinions of others

    Using words to gain cooperation from others is the opposite of expecting opposition.  Even though some people may have repressed feelings or thoughts due to prior experiences – you can begin to implement change by breaking through with positive reinforcement statements.   Those reinforcement statements need to be sincere in their delivery.

    Just saying nice things isn’t the same as the meaning and context behind those words.  Were the words earned, were they just, did they pivot one group over the other?  There is a lot to think about. Immediate solutions start with acknowledging the positive.  What went right.

    Immediate solutions start with acknowledging the positive.  What went right.

    The way forward depends on your ability to get started. It also depends on your ability to want positive change.  You need to seek out solutions and focus a lot less on the problems.  Chances are everyone knows the problem – but does everyone know what went right?

    Learn to focus on the positives that you know work.  Make sure you document thoroughly what went right.  Don’t lose your best resources while searching for problems that may never be resolved, or even existed.  Sometimes you have to build cooperation by helping others learn to change. Change doesn’t have to be hard if you explain what went right.

    What went right.   

     

    __________________________

    AAEAAQAAAAAAAAoUAAAAJDc3NThiOTViLWFhZWEtNGM3Yi1hZDg1LThjZDhiNTBlZDY3Mg The Way Forward Starts Here - What Went Right

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.





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    Leadership, Social Media, Community Outreach, Research and Training

    Leadership, Social Media, Community Outreach, Research and Training

    Category:Business,Human Resources,Leadership,ManagementTags : 
    Leadership, Social Media, Community Outreach, Research and Training  

     Leadership, social media, community outreach, research, and training, they all mean very different things to different people.  What I  have learned is that you need to be able to show your work.  In a job interview, that can become a very interesting prospect to have thrown at you – unaware.  It’s those little questions….

    1. Show your work
    2. Show me leadership.
    3. Tell me how you perform community outreach.
    4. How many hours a day do you work in social media?
    5. How many social media applications can you link?
    6. What is content marketing for social media?
    7. While doing research did you actively engage in experimentation that provided you with factual data that could be useful to your organization or business?
    8. Training usually has some long-term benefit, plus you provide your learners with material or backup data, where do you store your assessment data?

    Have we reached the end of sensibility?  The honest answer is – maybe.  We can’t all be social media managers.  Nor can we thrive in a  constant research environment without some form of monetary benefit keeping us afloat.  Researching a paper is not the same as research that has value leading toward the benefit of society, or changing guiding principles for an overall operation.

    Back to my initial statement, leadership, social media, community outreach, research, and training, they all mean very different things to different people.Words DO matter.  Depending on the words you use, they may ultimately define your role in the working environment.  They may also generate feelings, good or bad.   I have learned the meaning of stress, and words that I associate with that stress are called project management and strategic planning.  I’m  not saying they are bad positions, but anyone who has ever been in a position where a large chunk of your daily role was finding yourself buried under a deadline – you’ll understand. They can be fun roles also; if you like the fast and furious pace that they often take.   Yea…I live for that crap!

    Yea…I live for that crap!

    Leadership verbiage is probably way over-used by many.  Leadership has to deal with taking a lead role in a project or endeavor. Leadership is not teaching someone how to turn on a computer or find information, that’s training or guidance.  It’s not leading a meeting where all you do is discuss the same thing over and over again – that’s training.  Leadership is more about directing others and assuming a role of authority and taking responsibility for that position.  When you do community outreach, that generally entails that you have many contacts and work through those contacts to form some sort of alliance that has a similar goal.  It is a bringing together of large circles of people, businesses, and community leaders for the common good.

    When you do community outreach, that generally entails that you have many contacts and work through those contacts to form some sort of alliance that has a similar goal.  It is  bringing together  large circles of people, businesses, and  community leaders for the common good

    Some people may have a completely different ideology about what constitutes some of the above skill sets.  I have an aversion to those who claim certain skill sets that are not unique to them.  On-the-other-hand, I  enjoy those professionals who put Microsoft Word or Excel on your list of skills.  Basically, unless I know you personally, the only thing I  can pretty much assume is that you can type.  I can probably glean a fair amount of information from your writings, but there has to be more.  Details tend to matter.

    Here are some fun little tools to test your skills.  It’s all hypothetical, it won’t determine your life work.  You might be a master in your craft, and end up with a weak score.  It’s a reality check, but a fun one.  What are you really good at?  Are you too good? Can you laugh at yourself and with others when you look at your own scores?

    Have fun with these freebie tests  

    When you go into an interview it is always handy to have first done a little research about the job you are applying for.  True there are some professional interviewers who can buffalo their way through just about any interview scenario  – but those individuals are rare.  Generally, they do tend to be older and probably come over-qualified, and they know it.  I hope you are not one of the ones who will discriminate against them due to age or fear they are after your job.  You might be turning away your companies next Einstein.  Okay, maybe not.   But let’s just say your training curve will be lower if you hire them, and we know how training affects your bottom line, not to mention your stress levels.

    Have fun learning what you are good at.  Take a good hard look at your resume.  If you have done the skills, and actually understand the meaning of the skill, leave it on there.  If you have tinkered with a skill, be very cautious about misrepresenting who you are and what you do.

    I’m to the point where I would like to see more companies go back to a just detailed application and lose the cover letter.   I’ve seen too many cover letters that don’t necessarily represent the true individual or give me enough information that would be beneficial to my company.   Another issue that clogs the process involves the use of resumes. Who really reads the resume all the way through?  The federal government has a computer that reads resumes for them. You have to take a class just to know how to design a federal resume.  It’s comprehensive and labor intensive.

    When we did our interviews with our staff, one of us was selected to develop questions based on potential candidate resumes.  A lot of companies do not do that. They read a few lines and put it back into the stack with the other resumes.  I read all of ours.  I was better able to gauge the sincerity of many of the candidates that we interviewed.   Read those resumes, and use them to develop your questions.

    I’m not a fan of traditional interviews either.  I dislike the questions that immediately tell me a lot about the person holding the interview.  Some really do not put a lot of thought into the interview process, and probably are just as unsure as the candidate, about what is needed. I am also not a big fan of the behavioral questionnaires either.   The one question that should be banned from all interviews is, “where do you want to be in five years?”  ALIVE!

    Where do you want to be in five years?  ALIVE!

    I understand the need to ask those questions that are burning in your bosom, but geez whiz, lighten up on those older folks – okay?  You gotta have a sense of lightness in an interview.  If I like you and your environment – I’m going to make sure you know before I leave your office – I will be paying you a compliment.  Ask people “how do you feel about this working environment”?  People don’t think about the environment they are stepping into very often.  That is the first thing I would look into – because you are going to be spending a lot of time there!

    For the younger generation who hasn’t yet learned to respond or develop their own questions,  there is a lot of feeling or emotion that determines their selections.    It’s humorous to hear them talk about “I like that one”, or “I think he would be a perfect match”.   Even if their skills are below the standard, they will select that person, based on emotion.  Skills be damned.  It is kind of a slap in the face to higher education and those with experience who are up against a younger touchy-feely kind of interviewer. Okay, to be honest, some of the older and more seasoned interviewers get emotional as well – but not as much.  Still doesn’t make it right.  You do want the right fit, but what are you really gaining?  Tough questions that we often have to ask ourselves after the storm has settled and new staff are learning their places.

    Age matters as well in some organizations.  Seventy-Five percent of the staff that I hired were all older than I was.   I wasn’t biased at all – the younger individual’s I interviewed did not have the qualifications for the job.  I had people who were in their 60’s and even a couple in their 80’s that worked for me.  I didn’t feel threatened at all.  The age myth is just that – a myth.  The real threat is hiring people who are NOT qualified regardless of the age.

    Take your tests, rewrite your resumes, and re-evaluate your skills that you list.  Your endorsements might be all smoke and mirrors if you can’t back them up in an interview.  You will come away looking really bad.

    I am a professional who looks for those out of the ordinary individuals who just want to work.  They don’t have anything to prove, their education and experience shine through.  Now that makes me all emotional in a touchy-feely kind of way; because I’ve just hired the best!

    geralt / 10127 images

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    AAEAAQAAAAAAAAoUAAAAJDc3NThiOTViLWFhZWEtNGM3Yi1hZDg1LThjZDhiNTBlZDY3Mg Leadership, Social Media, Community Outreach, Research and Training

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.


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    The Interview “Looks like a nice person, has a Twitter page”

    The Interview “Looks like a nice person, has a Twitter page”

    Category:Human ResourcesTags : 

    The Interview “Looks like a nice person, has a Twitter page”

    For many who have been working professionals for most of their lives, it is often anticipated with some anxiety that those interviewing them ‘may not know how to interview them’. When you go into an interview and in two quick responses you have pretty much summed up the entire list of questions the interviewer had prepared, you quickly are able to gauge the aptitude of that business or organization. While those giving the interview have thought well and hard on their lists – you still manage to blow that list out of the water. What’s left for the interviewer? They can continue to read from their list, and unfortunately a lot do; because they really do not know anything about interviewing or better yet, the art of communication.

    Interviewing from a list can be caustic. Asking someone what their strengths and weaknesses are isn’t as important as sitting down face-to-face with them at a restaurant and getting to know how they interact with you and others. Sure you need to ask basic questions, but you want to engage your potential candidate to communicate a larger picture of who and what they are. Then you will be able to estimate how they might potentially fit into your organizational culture.

    A good interviewer should understand that a list of questions is only a guide. It’s not a good way to engage potential candidates into giving up information about themselves. The younger and more inexperienced the interviewer the more likely they will not have the proper skills needed to ask the right questions at the appropriate time. It’s not that they can’t – they simply do not have those skills developed yet. Not everyone is a good interviewer.

    How many of you like doing interviews?

    So what do you do when the candidate has just blown your list of questions out of the water in just a few short statements? It’s not the candidates fault. They came prepared. The outcome rests solely on your shoulders.

    It’s not the candidates fault. They came prepared

    Some might perceive the experience of a professional interviewer as intimidating, often fearing for their own jobs by thinking “dang this person is good”. So they quickly write off the candidate by sending out a rejection letter that states something like “we found a more highly qualified candidate”, or “we don’t have need for your skills at this time”. Think about that statement “more highly qualified”, or “no need for your skills”. Over-qualified is probably more like it. Nervous interviewers are writing those letters of rejection as they are interviewing you – that is how unsure of themselves they really are.

    Some just want to filter out those individuals who they perceive as flight risks, who will leave the job for a better one after investing  time and energy into training.

    Your trustworthiness as a professional representing your organization has just been deflated when you do things like that. Leave the candidate with their integrity by changing your vocabulary to reflect something more generic and less personally intrusive. Maybe use things like “Unfortunately you weren’t selected at this time but your application will remain on file”. If the candidate then decides to call and ask why they weren’t selected, I suggest you have a higher level explanation.

    Has a Twitter  page, seems like a nice person, that’s probably not a good explanation why they selected another candidate over you. If you are a state jobs agency and a candidate asks for clarification are you going to avoid the question if it comes up? It happens. Don’t let your title get away from you. It might be you who has to go before the interviewing squad next.

    ……Has a Twitter  page seems like a nice person

    Human Resource people hate to hear this, but it’s true – interviewing is all about discrimination. You are judging people and their skill abilities. You are deciding their fate with your influences within your organization. Honestly, you might just like how someone behaves and interacts with you, who cares about skills. It happens every day, people getting hired for the quirkiest reasons.

    • Have your list of questions, but read the persons education and work history too. Adjust your questions accordingly
    • A candidate shouldn’t have to hide the number of years of experience and/or their education from you just so you will feel comfortable.  You should be thankful they want to interview for your company. 
    • Know your own organizational needs, and at least be fair in your assessments
    • Learn how to communicate and bring in new questions when you get a solid candidate in front of you. You really want to impress them. They are the ones who are actually looking you over to see if your organization is as strong as it comes off
    • Are you willing to allow good talent to go work for your competitor?
    • Your title is not as important as the candidate you are interviewing; it’s about theirskills
    • The potential candidate prepared for the interview – did you?
    • Be willing to adjust your sails. All interviews are different. You will interview some people who have years of knowledge ahead of you. But they are there because they want to be. Revel in that! That’s a good thing. You want good people to want to work for you
    • Be honest when making your selection and leave each candidate their integrity
    • Write letters that “do no harm”. Your vocabulary matters
    • A person with a masters degree interviewing for a job that doesn’t need a degree is still a person.

    Three Things that matter: Integrity, integrity, and integrity.

    1. Integrity of the business or organization
    2. Integrity of the interviewer
    3. Integrity of the interviewee

    My favorite interview question is “Do you Skype”?

     

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    AAEAAQAAAAAAAAoUAAAAJDc3NThiOTViLWFhZWEtNGM3Yi1hZDg1LThjZDhiNTBlZDY3Mg The Interview “Looks like a nice person, has a Twitter page”

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.

     


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    Management – It’s 5 O’clock Somewhere

    Category:Business,Human Resources,ManagementTags : 
    AAEAAQAAAAAAAALHAAAAJGM0OGQxNDNkLThkY2EtNDZjYy1iNTAxLWRjNjQ2NzA3YTMwMw Management - It's 5 O'clock Somewhere

    Management - It's 5 O'clock Somewhere


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    Put Your Busy Bully On Notice

    Category:Business,Human Resources,ManagementTags : 
    businessman-598033_1920 Put Your Busy Bully On Notice

    Put Your Busy Bully On Notice