Leading Businesses to
Compete, WIN and PROFIT

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The Cost of Hiring One Wrong Employee:

Can cost you up to 50% of their first year's compensation

Can hold back productivity and pull down morale of an entire team

Can be a huge disappointment to you and the entire company

Preparing to Hire Right
The dream of every company is to build an organization people of the highest caliber employee. In the book "Wake Up and Smell the Competition" they are referred to as "Achievers." These individuals are the true masters of excellence. They make great salespeople, superb managers, excellent customer service people, supervisors, laborers or administrative personnel. They become valuable assets to any company, not only because they are high contributors, but because of the positive attitude they bring to their job each day.

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Seek Out The "Achiever" With These Ideal Characteristics:

Shows initiative beyond job description

Has positive attitude — influences others to be positive

Provides service excellence

Demonstrates leadership ability

Team player

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On Culture:
Quality employees perform at the highest level when they work in an environment where they can excel. Take a good hard look at your company's culture, as it makes a statement about your company. It can tell a potential employee a great deal about the prospect of working with you.

Your culture is he result of the attitudes, philosophy, values and opinions of your leaders. Place a check mark next to the questions below where you can respond with a "yes." Place a "X" next to the areas that need improvement.

Is there strong peer support?

Is there an atmosphere of open communication?

Is there a feeling of freedom to voice opinions, share ideas, and make decisions?

Territorialism not tolerated

Does teamwork and team spirit permeate your culture?

Leadership exists on every level?

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Prepare For the Interview
You need to be well-prepared for the interviews you will conduct. Below are 10 steps to take help you prepare for the hiring process and ensure you select the best candidates.

1. Establish basic qualifications, the job description and important core competencies.

Make a list of the basic qualifications, a job description and core competencies related to their job role for use during the interview. Involve your team in the process of establishing competencies. They may help you identify some you may forget. For example, The mental/physical tasks involved (ranging from judging, planning etc.

How the job will be done (the methods and equipment to be used)

The reason the job exists (including an explanation of job goals and how they relate to other positions in the company)

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2. Identify the strengths you are looking for.

Obviously, the candidate needs to be qualified for the job. But you may also want to make sure they are experienced in other areas. It's also important to think about their values, character qualities and work ethic as well. Remember, you're looking for a candidate who will make a significant contribution to your firm. Examples are:

Creativity

Ability to get along with people

Prepare questions for the interview.
Never assume you can "wing it." Often, managers short on time don't generate a list of questions to ask prospects. They sit down for the interview, look over the resume, and then ask a few questions about experience, prospect's goals, etc. After the interview, they may realize that they haven't asked really solid questions to help them learn as much as they can about the candidate and make an informed decision.

Learn Great Questions in the Book

Conducting the Interview
Beware of legal pitfalls. Make sure you are knowledgeable of the state ever-changing state and federal laws concerning employment and labor laws.

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What To Do For Your New Employee:

Their first day is the most important day. Arrange to have several employees come over and introduce themselves to them.

Leave them a welcome message on their voice mail.

Assign someone to accompany them to lunch or appointment a "buddy"

Ask where they may need help. In the first few weeks, they may become overwhelmed with information overload. Often, they won't come forth to ask because they don't want anyone to think they are having problems catching on.

Ask new hires for their ideas, concerns, in the first few weeks. They will be busy trying to "fit-in" but they may have valuable ideas they can bring to you from their previous company. If you don't ask, however, they may not come forth.

Keep their application and resume for 3 years after they are hired. (Federal law requires this.)

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What To Look For When Hiring an Executive or Senior Manager
The most important consideration is to determine whether or not they possess the critical skills needed for dynamic leadership and organizational effectiveness. Ask them for specific examples of how they can perform in these crucial areas.

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When You've Done Everything Right and It Doesn't Work Out:
Often, a job candidate can come in with great credentials, strong recommendations, and interview exceptionally well. Then, you may find that once they begin the job they make display negative behaviors or be incompetent in areas where they are critical to their job role. Or, perhaps you have people who need to be fired for poor performance.

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On Retaining Quality Employees

Costs of Employee Turnover
Hiring a top performer is only half the battle. KEEPING them is the other half. In addition to the disappointment of losing a valuable contributor, consider these costs involved:

Recruiting and advertising costs. Obviously, you will need to advertise to attract quality employees or to retain a search firm.

Training time and pay. Whenever you bring new employees up to speed, there are the costs involved with training. Whether it is the cost of obtaining a certification or the costs involved with having John train Joe.

Cost of lost productivity. During the time where you have no employee to cover the former one or the time when a new employee learns his new tasks, your company's productivity will suffer—the new employee, coworkers who help him/her, and even your own productivity.

Cost of possible mistakes. When other employees need to pick up the slack, the added workload makes it more likely that mistakes will be made. In addition, the new replacement, even if s/he is a top performer, is likely to make a few mistakes. A cost code misplaced here, a misread report there, and pretty soon, you have some real problems!

Stress on management and employees. Clearly, overworked employees and managers who are trying to pick up the slack will feel heightened stress.

Loss of customers. Hopefully, the loss of a key employee will not mean that your current customers or future customers will leave, unless of course, you lose a top salesperson. It's not uncommon for many businesses to find a salesperson who has a great relationship with a customer them over to a new firm. Customers may get nervous if it appears that there is too much flux in your company or if their needs cannot be met. are counting on your people, and the company's customers, in turn, are counting on them.

Loss of knowledge former employees take with them. A new top performer will need time to learn your business and perform at top proficiency.

What Can Happen To Quality Employees When They Work For a "Bad Boss?"
Bad bosses have a negative impact on performance in many ways. They can pass their weaknesses on to others. They are poor leaders, who can let their ego and desire for power get in the way of doing what's best for their employees and their company. They may have a tremendous need to control, and may often dwell on mistakes rather than discuss methods of prevention.

Bad bosses can cause some employees to become so intimidated or frustrated with their poor leadership, that they drop their performance to a bare minimum. Their work then becomes adequate, but lacks initiative and involvement.

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The Good Boss — The Great Leader
On the other hand, good leaders have an open-door policy; they are never too busy to listen to their staff, even if it means they must temporarily shift their priorities.

Good leaders hire the best people and let them run with the ball. They don't micromanage. They know that giving people the responsibility and authority to accomplish their work is one of the strongest ways they can show their appreciation and respect.

Good leaders not only know what characteristics to look for when hiring people, but they know where to find future Achievers. They discover them within their own organizations and work hard on developing their talent. Good leaders have the ability and attitude to turn average performers into high achievers. They encourage them, believe in them, develop their skills and provide unlimited coaching.

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Employee Motivation — Whose Job is it Anyway?
Like it or not, it is always up to the leaders in the organization to provide the motivation and set the tone for a positive attitude, strong work ethic, team spirit, and quality work. Despite some popular (but misguided) opinions, most employees have difficulty motivating themselves in a work situation. It is always the job of management to provide the motivation needed to move the team forward.

Being a great boss, creating a great place to work, and keeping people motivated is one of the best things you can do to impact your bottom line. Within the motivated employee there is the bright idea, the best solution and the innovative new product. A motivated staff increases productivity, ensures profitability and creates higher levels of customer service, which, in turn, creates higher levels of customer loyalty.

When it comes to dynamic leadership and employee motivation, remember that you don't automatically earn someone's respect and trust because you have a title. You must EARN it.

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How to Confront Poor Performance or Negative Behavior:
There are times when every manager must confront an employee who has been displaying negative behavior, made a costly error, or is simply not performing well. As we mentioned earlier, if poor performance or negative attitudes are tolerated, quality employees will quickly become frustrated.

Criticism need not be critical. You want to correct inappropriate behavior but, at the same time, protect the ego of the person involved. Below are tips to help you correct performance in a positive manner.

1. Do it privately. No one likes to be corrected in front of others. Don't make it obvious by calling someone into your office in front of others—making it obvious that "something's up." Hold your discussion for a time when you are calm and prepared to discuss the issue rationally.

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To Motivate Employees For Higher Performance (Especially Important Through Change) Communicate the Following:

Your vision for the company toward higher performance

What needs to happen and what is expected from them

Why change is necessary — what happens when companies don't change

Why you need to ask more of them

Your standards and goals

How much you appreciate their hard work. (Nothing is worse than feeling underappreciated.)

That you can't accomplish anything without them

That you expect them to come forth with ideas and solutions to problems

That they can speak with you at any time and they don't need an appointment!

That teamwork and internal customer service is vital to your success

(If applicable) That you are aware that there are some people who are not contributing to the company and that you are working with these people to improve their attitude or performance.

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Questions to Ask to Help People Perform More Effectively and Keep People Motivated:

"How can we increase the value of our services?"

"How can we streamline ________________?"

"How can we simplify __________________?"

"How can we improve quality?"

"Is there anything I should know about?"

"Have you had any complaints?"

"What or who should we replace?"

"Are we forgetting anything?"

"Is there anything I can do to help you?"

"Do you feel fully supported by our team?"

"What more can we do to improve our level of service?"

"What can we do to increase productivity and morale?"

"What might be holding you back from performing more effectively?"

"I need to ask each of you to be accountable for quality and on-time delivery of this project. Can I rely on you to have this to me by Friday?"

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Ask Questions That Win The Hearts Of Your People:

"How are you doing?"

"What do YOU think?"

"How can we solve this together?"

"Is there anything I can do to help you?"

"Is there anything I should know about?"

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To Create a High Performance Culture and Retain Quality Employees

Consider an incentive pay system. Studies have proven that productivity increases dramatically when companies offer incentives. Keep in mind, an incentive pay system only goes so far, you need to have great leaders if you want to retain quality employees.

Focus on your employees as much as your profits.

Strive to cut red tape. Unnecessary red tape is a big turnoff to people who want to get things done.

Simplify your business in every way possible. Eliminate any procedure which holds back flawless execution.

Adopt a "Zero-Tolerance" for bad bosses in your company. Even one poor boss can pull down a company.

Watch out for excess company politics and internal competition. This is a big turnoff to great people.

Involve your employees. Set up a "Leadership Council" to bring forth ideas and solutions

Make sure your meetings are productive and valuable use of time. Make your meetings short, sweet, and fun.

Learn More Great Ideas in the Book

Remember What Quality Employees Need to Reach Their Full Potential

To be part of a winning team

To know they contribute to producing visible tangible results

To be involved in systems, procedures, polices that WORK

An executive team who will stand behind them and stand behind what WORKS

To feel passionate about their jobs

Opportunities to discuss sensitive issues with their boss and others

Leaders who share their values

Freedom from strict bureaucracy

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The Fortune Hall of Fame
Making the 100 Best list is an enormous accomplishment. Consider how tough it is to make the list every year, since it's 1998 inception. Below are best practices from a few of the 22 companies who have:

A Few Interesting Best Practices and Philosophies from Some of the Top 100
Wegman's — Employees First, Customers, Second
Starbucks — Part timers, and same-sex and opposite sex partners receive comprehensive health coverage
Cisco — Employees love "nerd-lunches" where they talk tech

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Real World Ideas for Reward, Recognition, Stress Management, Employee Engagement, and Life Balance
Following are a few practices from some of my own clients—smart companies who want their employees to show their people that they care about them as much as they care about their customers. They also want them to enjoy coming to work each day. Some of these ideas may not be applicable to your business or fit in with your culture, and some work better for small businesses than large corporations. So create your own. Whatever you do, make reward and recognition interesting, exciting, and spontaneous, so that they never know what to expect.

To Promote Life-Balance, Health, Safety

Encourage sports teams or clubs for after work hours or Saturdays that include spouses and children.

Hold an unexpected appreciation party that includes a visit from an employee's family in your cafeteria.

Have family orientation functions — e.g., bring your child to work day.

Allow half-days off every two months for a department that meets goals or gets through a difficult crunch.

Project Girth: Give ten dollars for every pound lost.

Provide safety rewards.

Learn More Great Ideas in the Book

For Fun, Team Spirit, Reward, and Recognition

Have a "quick huddle" instead of a boring meeting in a conference room.

Welcome all new employees with special announcements.

Purchase group tickets to sporting, cultural, or entertainment events.

Contact a movie theater for group discount tickets.

Prior to busy season hold an upbeat season kickoff event to get people pumped up.

Have a post busy-season celebration event for them to look forward to.

Set up barbecue grills in the parking lot and have a cookout.

Take a photograph of the entire organization, enlarge it into a mural and display it in your main entrance. Put it on your website.

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To Breed High-Performance and Maintain Morale

Make people accountable not only for their performance, but for their attitudes as well.

Develop a mentor program for new hires and new managers.

People tend to promote what they help to create. Assign people to small task-force (problem solving) teams to come up with ideas that will improve communication, teamwork, productivity, profitability and customer service.

Involve employees in establishing a Code of Conduct — guiding principles for how you will work together.

Introduce change in small doses whenever possible.

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How to Create A Culture BEYOND EXCELLENCE

Learn These Insightful and Valuable Strategies in the Book

Conclusion:
Businesses don't do business. People do. In the end, the success of your business does not hinge on the quality of your product, your brilliant strategic plan, your marketing and advertising sense, or the power of your equipment. What matters most is that you are profitable, have happy shareholders and provide jobs to your community. Do accomplish this, you must be surrounded with quality employees who will help carry you into a more successful future. Without them, the rest of your company is just that — a company.

Keep in mind, while companies compete to find and keep the best employees, using pay, benefits, promotions, and training, your company's leaders are the key to attracting and retaining talented employees.

Christine is best known as The "Sales-Service Excellence" Expert, and the author of the popular books, Wake Up and Smell the Competition and The ART of Influencing Customers to BUY From YOU. As a keynote speaker, conference speaker, and sales trainer she is superlative in her field. Her impressive client list includes Fortune 100 corporations, prominent national associations and literally hundreds of mid-sized and small businesses.

To learn more about Christine's books, keynotes, seminars or consulting, please contact: Gene Leigh, Director of Marketing: gene@christinespeaks.com or call (847) 581-9968.

"This book on employee retention is superb. I especially loved the section on ways to reward and
recognize employees and alleviate stress in the workplace. I will be making some big changes in my
organization and will definitely adopt a Zero Tolerance for Bad Bosses policy!" — Hal Burke Xxtrium Labs

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CHRISTINE CORELLI & ASSOCIATES, INC.

Contact Christine • (847) 581-9968
Dynamic Keynote Speaker

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