Blog Articles And Comments

Private businesses and employers in 12 states to most recently include Wisconsin are faced with the decision to allow concealed weapons carry on company premises. The argument against banning weapons lies largely in the statistics and in the liability. The argument for banning weapons lies largely in perception of safety and in the ability to attract, retain and engage a productive workforce comprised of people unaccustomed to concealed weapons carry and its perceived threats.

Legal counsel and insurance underwriters are largely recommending employer silence on this issue. Silence allows lawful carry without interference. The US Library of Congress reports crime reduction in every state enacting Concealed Carry. Violent crimes are reduced 5-22%. The most popularly referenced FBI report utilizes a 7% reduction statistic.

As a global firm, we have had the opportunity to work with many states across the nation prior to Wisconsin’s recent Concealed Carry enactment. With a second hub in AZ and service to the Scottsdale Chamber’s Public Policy Advisory Council, we are no strangers to public weapons carry and private business rights to “Opt Out.”

Wisconsin employers are inundating us with questions, and we are pleased to provide an extraordinary knowledge base here. At the time of this report, the state of Wisconsin is not protecting employers from liability if choosing “weapon free zones.”  Specifically, if an individual is harmed because he or she was not allowed to carry weapon per lawful right, the company can be held liable. Additionally, it is argued that the posting of “no weapons” signs specifically attracts crime similar to a resident posting a sign “not monitored by security system.”

The argument for banning weapons lies largely in the perception of safety and records of specific incidents. While statistically it is argued that crime is reduced by arming law abiding citizens, the fact remains that with concealed carry acts, individuals who shouldn’t be licensed still manage to get licensed. It is also evident that individuals use poor judgment in what constitutes “self defense,” improperly trained individuals gain access to weapons and accidents happen. What stings in minds are images of Columbine, Virginia Tech, “going postal” and a wealth of related tragedies. For many these images outweigh statistical probabilities and facts. Most are not aware of this report… among 25,000 2009 murders, less than 1% were committed by concealed carry permit holders. 
 
Businesses which allow concealed carry on their property are immune from liability arising from that decision. Employers who choose to allow concealed carry without interference will adapt by removing policies and handbook language which prohibit the carry of weapons on premises.  However, we recommend substituting this language with the requirement that weapons must be lawful and licensed.

Employers who choose to “opt out” will create a “weapon free zone.” Employers may choose to prohibit concealed carry during work activities, and if they do so, then language must be modified and signs must be posted.   The sign must:

• Be at least 5 inches by 7 inches.
• State that concealed or open firearms are prohibited in the building or on the premises.
• Specify the area to which the prohibition applies.
• Be placed in a prominent place near all of the entrances to the part of the building to which the restriction applies or near all probable access points to the grounds or land to which the restriction applies, as applicable, where any individual entering the building, grounds, or land can be reasonably expected to see the sign. 
• Businesses should consider the universal “no” symbol of a circle around a picture of a firearm with a slash across the middle of the circle, indicating that firearms are prohibited.

 
An employer may not prohibit an employee, as a condition of employment, from carrying a concealed weapon in the employee’s own motor vehicle, even if the employee uses his or her vehicle in the course of employment or if the motor vehicle is on company grounds. Some employers are creating a policy that vehicles containing weapons on company premises must remain locked at all times.

HRS is active in helping craft and/or review employee handbook policies on this matter.  For those who wish to “opt out,” the sample “Weapons Ban” policy to follow is one of the alternatives available.  Customization may be expected. 

 

Weapons Ban Policy Sample

The company complies fully with all applicable federal, state and local laws to include the Concealed Carry Act. Weapons and firearms of any type are strictly prohibited within company premises at all times.  Company premise includes property owned, leased or controlled by the company.  Company premises also include anywhere that company business is conducted, such as customer locations, vendor/associate locations, trade shows, restaurants or any venue visited for the purpose of business. Weapons include, but are not limited to, guns, knives or swords with blades over four inches in length, explosives, and any chemical whose purpose is to cause harm to another person.
 
Regardless of whether an employee possesses a concealed weapons permit or is allowed by law to possess a weapon, weapons are prohibited on any company property or in any location in which the employee represents the company for business purposes, including those listed above.

Possession of a weapon can only be specifically authorized by a company officer to allow security personnel or a trained employee to have a weapon on company property when this possession is determined necessary to secure the safety and security of company employees. Only a company officer may authorize the carrying of or use of a weapon within company premises. Any violation of this policy or federal, state or local laws which relate to weapons shall also result in immediate discipline up to and including termination.

Tim Tebow is becoming a national phenomenon. No matter which side of the argument you find yourself on, chances are you’ve either found yourself arguing whether he would be the greatest thing or the worst thing to happen to professional sports in some time. There are plenty of people who enjoy watching him succeed, and plenty of people who enjoy witnessing him complete only 2 passes during an entire game. However, there is one thing that cannot be argued: Tim Tebow wins. No matter how pretty (or ugly) his game is, he always finds a way to succeed.
 
Take last night’s game against the Jets for an example. Tim Tebow led an anemic offense through what could be considered some of the worst football you will ever watch, and it lasted for 55 minutes. However, when it became crunch time, and when it mattered the most, Tebow transformed and his Denver Broncos came away with a win. He may not have the decision making of Aaron Rodgers, or the arm strength of Ben Roethlisberger, or the pinpoint accuracy of Drew Brees, but Tim Tebow shares one thing with all of these other quarterbacks; he is winning.
 
Tim Tebow is 4-1 this year as an NFL starter. An ESPN article reported his teammates as saying, “We’ll take the win” and “Would you rather us look good and lose?”  This brings up an excellent point. As a business, would you rather have your team look ugly and win, or look good and lose?
 
“Winning in business” is something that cannot be as explicitly defined as “winning in the NFL”, however we can examine this in a different angle of achieving goals. The ultimate goal of an NFL team is to win, and more specifically to win the Super Bowl. Now think about your business. What is your ultimate goal? What is it that your company sets out to achieve day in and day out? What is it in your business that allows you to feel like a success story when you leave for the day?
 
Is Tebow actually “winning ugly?” Would it really matter to you if you were to achieve your goals through unconventional means, or would you be more proud of it? 
 
So what do these critics mean when they say “winning ugly?” “Winning ugly” in business can imply a lack of ethics. Let’s abandon that argument and define “ugly” as “unconventional” and “breaking normal rules.” Let’s define what others consider “ugly” as “thinking outside of the box.” Let’s define “ugly” as really not even being ugly at all. Entrepreneurial thinking is far from an ugly matter, but it is unconventional by design. Tebow can be defined as unconventionality at its peak. And while no one is likely to follow Tebow’s methods, the truth is that he is winning, and he is winning with what he has and what he knows how to do. We can learn from this directly as business people; you can win with what you have, no matter what you have, if you know it well enough and apply Appreciative Inquiry concepts.
 
Not all of us can have the top level of resources, so we need to win with what we have. This may directly lead to “winning ugly”. If you are a supervisor, learn about your employees, individual and team strengths, and how to maximize that potential. If you are a CFO, learn what your company has in financial assets and learn to make the most of it. If you are a Product Manager, know what makes your product unique and find the best way to allow that product to “win”. We can’t all be the Aaron Rodgers or the Tom Brady of the world, but we can beat them if we learn to succeed with what we’ve got.

Templates exist for best practices job descriptions.  Some templates hit the mark and others fall short.  Our article outlines the minimum goals to be attained by job description creation as well as some helpful guidelines to writing a custom description.  Rarely can an organization pull a job description "off the shelf" from another organization and apply it without essential modification.  Consider a job description model only a starting point and invest the effort into customizing the instrument to your organization and your unique job.  The exercise of doing so offers value in itself. 

For starters, let us explore the goals.  A strong job description will...

• Serve as an effective tool for employee selection and orientation to specific position duties and evaluation criteria.
• Establish a training checklist for new hires or incumbent job changes.
• Provide a point-by-point quality of work itemization for performance appraisals and ongoing performance management.
• Document position goals and performance standards.
• Protect the firm from legal risks through written documentation of position requirements.  Establish ADA, FLSA and EEOC compliance.
• Benchmark the position for accurate compensation scale review.
• Facilitate a merit-based compensation system by clearly identifying distinguishing characteristics between positions and position levels.
• Communicate recruitment parameters to safeguard the hiring process.
• Effectively distribute workload among team members to ensure organizational “right sizing.”
• Manage legal risks in employment law by comprehensively documenting the position requirements and performance requirements.
• Allow team members to measure their own performances between formal performance appraisals.
• Establish individual accountability.
• Internally market the position to each relevant team member through controlled terminology and quick communication of the “keys to success” in the position.
• Enhance training and thereby minimize relevant turnover.
• Validate the need for pre-employment testing/screening toward legal risk management.
• Protect team members not selected for promotion from failure to understand selection decisions.  Protect the company from challenged decisions.
• Assist supervisors with the performance appraisal system by providing written reminders of the goals and expectations actually communicated to the team members.

 

Job Analysis should involve both incumbent employees and their supervisors.  Not only should the tasks and position goals be documented, but in crafting and weighting such considerations, the keys to success and risks of failure should also be considered.  The consideration and the documentation of facts are two different things.  The final product will be edited and filtered for content and purpose. As an example, we document what an employee is responsible to do to avert problems, but we do not necessarily document the potential problems themselves.

Typical categories of information include Job Title, Immediate Supervisor, FLSA Status, Mission/Summary, Essential Tasks & Responsibilities, Supervisory Responsibility, Job Requirements, Working Conditions, Physical Demands, Skills & Learning Goals, and Disclaimer of Management Ability to Modify.  Some descriptions may include Department, Pay Grade, Work Hours, Location/Site Travel and more.

When crafting language, measurable benchmarks must be present to ensure the standards are meaningful and reliable.  Legally compliant language is essential to ensure compliance and perception of compliance at every stage of employment.  Desirable behaviors should be documented in detailed description.  While some label behaviors as"soft skills," successful leadership recognizes that behaviors drive results often more than skills do.  Behaviors need to be measured both on the job and at pre-employment assessment.  The HRS Assessment Center supports just that! Owning a characteristic is not as important at appropriately deploying that characteristic when it counts.  In order to pay a bill, one needs not only to have the money but also to write the check.

Job analysis questionnaires, sample job descriptions, outsource assistance and more information are available from HRS.  We wish you great success with your project!

 

  

 

This year’s most popular goals of employers large and small are to manage new legal risks, reorganize staff for best efficiency/future growth, and manage human capital for improved cost savings.   The following checklist provides framework to suggested 2011 initiatives.
 
 

1. Identify and control emerging legal risks.

More than 20 areas of statutory and case law have changed in the last year alone.  Government audits can newly be random rather than triggered solely by complaint as before.  Fines are a vehicle for government fundraising.  Employers must not only get compliant as cost control but must also gain reasonable care certification from 3rd party expert analyst. New ISO practices are emerging for HR.  Discreet compliance reviews are available to provide essential investigation plus affirmative defense certification. Avoid using non-profits in this role as they are not lawfully eligible to advocate on your individual behalf and can only advocate for their memberships on the whole.
 

2. Reassess HR needs.

With the wealth of HR/OD resources available, the best way to safeguard your HR initiative is to ensure no idle time and to ensure you have secured the appropriate change management resources.  This is not a time for old school thinking and rote maintenance behavior.  This is time for invention and transformation. Have full time resources for full time needs maintenance.  Draw upon external experts to suggest and design change.
 

3. Enjoy the ROI, cost savings and future planning benefits of employee assessments.

Deploy testing that predicts employee performance and learning needs throughout the life cycle: pre-employment, advancement, change, trainability and exit, at a minimum. Personality profiles do not get that done.  In baskets, role plays and job simulations provide meaningful data.  Expect at least a 100:1 return on your investment.  Reject instruments that fall short.
 

4. Create and enforce a lifelong learning culture for leaders.

Leaders who burn out or who miss opportunities to transform others are toxic to your environment.  Leaders should be seen learning.  Trainers should be seen learning to train.  Leading and training are not “common sense.” Commitment to external education sources is critical, but speaker seminars are the least effect learning venue.  Consider learning workshops in your environment at which real-time case studies can be explored and resolved to better apply learning and safeguard time away from work.
 

5. Stay in touch with employees to monitor engagement, troubleshoot, facilitate and be proactive.

Proactive solutions are typically 5-10% the cost of reactive solutions.  Accept that what is past may or may not be prologue.
 

External resources can provide outstanding facilitation to these action items, and please think of HRS during your proposal process.  3rd party objectivity, specialist research, multi-employer relevant case studies and flex talent bring value added your internal time simply is not licensed to bring, no matter how competent and no matter how dedicated.  The collaboration between internal and external talent is a powerful force.

Old school culture teaches us to toughen up, be impersonal and stay objective.  All of these behaviors remain critical to business success provided we do not overlook the value of passion, deep analysis, empathy and unwillingness to fail.  These are characteristics of sensitivity.

The team member who overanalyzes, scrutinizes intention, predicts behavior and takes it personally can be the team member who serves as a predictive bloodhound for business problems and who goes the extra mile to get results.  Lack of sensitivity often leads to lack of creativity, mediocre effort and lack of foresight. Resilience is key to sustainability.  The hypersensitive can be extraordinarily resilient. Coping with sensitivity requires enormous strength. 

In the popular de Bono Six Hats Thinking model, four of our six problem solving hats require sensitivity, “gut” reaction and emotional posture.  Understanding perspective of others is recognized as a key concept to negotiation, leadership, motivation, customer service, sales and comprehensive business communications.  Your company’s performance feedback system needs to appropriately value these organizational toolsets.

The next time a member of your team misinterprets sensitivity as a business weakness, set them straight.  Success is a longshot without it.

Blame-shifting in an organization is typically a barrier rather than a conduit to problem solving.  Playing “Where’s Waldo?” with blame or finger pointing to another target can be effective diversions strategically deployed by those afraid to accept the blame.  Often, unwillingness to accept blame can be a character dimension based on intrinsic motivation and longstanding experience.  In other cases, unwillingness to accept blame is situationally dependent based upon immediate leadership and company behavior.  The following 3 steps are a quick assessment and blueprint to resolution.

1. Objectively evaluate the company’s role in behavior modification.  Has leadership at all levels properly rewarded truth, or are employees afraid to admit their roles in an obvious problem?  Problems are opportunities and risks create inventive greatness.  Has the company paved the road to quality without jeopardizing the road to problem solving?

2. Which employees are most likely to shift blame?  Is it by department or reporting relationship? Is it individual or company-wide? Patterns are clues to the motivation behind blame-shifting.

3. While blame-shifting is in itself unacceptable, remember that those unwilling to accept blame are afraid to be wrong or at fault. These can also be powerful motivators to positive productivity, something to be salvaged. Teach employees that accepting ownership in a problem is the first step to being the problem solver.  Transformation may follow.
 
At the end of the day, we are likely to find a combination of variables attributing to the blame-shifting.  Some good information is likely to result, so keep listening.  Personality types of both leaders and those being led contribute to the dynamic.  At the end of the day, however, it is the boss’s job to create an environment which applauds ownership, truth and lifelong learning.

 

Employees continue to be skeptical of lavish employer holiday parties, and employers find opportunity in containing holiday costs.  With the economic damage of the past several years, cutting back and cautious spending is greatly appreciated by all.  Employees who have suffered economically do not wish to see their rewards sacrificed for a holiday blowout.

75% of employees tell us they’d rather see bonus or investment into their advancement/security.  80% of employers tell us they are holding to the same cost-wise practices with no more than modest increase over the past few years’ practices.  Some are even cutting back further after learning past years’ efforts were not as appreciated as hoped.

The days of the “boss” calling employees onto the carpet to “kiss the ring” are over, and employers of choice recognize that employees want holiday celebrations that actually provide reward and appreciation.  Mandatory participation can be a deterrent from perceived value.  Allowing employees to plan their own rewards is the most appreciated choice.  To facilitate good sense outcomes, guidelines and budgets need to be set for employee committees.  The employer needs final control to ensure risk management and organizational goal attainment.  Structured properly, employers earn great ROI and everyone prospers.

Lavish expenditures are often resented by employees who suffered pay cut or layoff.  A sensible demonstration of company pride, forward movement, optimism and team appreciation is, however, a wise investment.  Safety and liquor liabilities remain primary concerns.  Depending upon team demographics, popular substitutes to parties include bonus, gift certificate or “your choice” menu items. The latter two offer repeat value.  For many, cash disappears as it hits the pocket, creating only single impact of reward.  Certificates can have more lasting and/or multiple impacts of reward.  The reward comes not only in the receipt but also in the use.  If the use is a lasting experience, the employee enjoys a more lasting reward. 

One year ago this month we commented our findings as the expert source to The Business Journal.  The topic was so well received and the findings so valuable, that the article was quickly globally syndicated with a cover bullet.  The popularity of this topic has not wavered, so we have accordingly provided this annual update.

Contrary to what temp services and unemployed consultants are currently blogging about, it is essential to understand that while being a leader requires consistent practice and execution, effective leadership is also both innate and learned… nature and nurture.

Make no mistake. Effective leaders need a deep understanding of the discipline, tasks and environment in which they lead.  Those who believe a management degree or diploma somehow qualifies them to lead in an unfamiliar environment are sadly mistaken, likely BS’d by their college recruiter.  Simultaneously, great implementers are not necessarily great leaders.  The most common mistake in business is empowering the wrong leadership, either promoting implementers without leadership skills or hiring great sales artists with no leadership substance. 

Good advice is hard to come by.  Bad advice is abundant.  With advancement the #1 workplace motivator, promotions from within not only best engage the whole team but allow leaders to have deep understanding of that which they lead.  Nonetheless, self-starters and independent achievers typically do not “get” the average worker and do not know without formal leadership training how to effectively motivate and modify behavior in others.  If others do not become better performers directly due to those who lead, the leaders “lift right out” as ineffective.

With a wealth of employee assessments emerging, the right assessment can seem as elusive as the proverbial “needle in a haystack,” yet absolutely worth the diligent hunt. Best practices deployment in this specific arena increases human capital ROI by tenfold plus. The bottom line results of assessments gone right is not contested, and we stand firm that every candidate hired, trained or promoted without this proper intelligence is a profit opportunity missed. And coming from staunch advocates of progressive technology… computers are no replacement for hand scoring. A five criteria process, the following roadmap guarantees ROI and avoids common pitfalls. 
 

1. Tailoring instrument selection to specific job requirements.

Ensure the assessment criteria are documented in the job description itself. Consider both the immediate position and requirements along the progressive career path. Separate the two, and consider realistic expectations for advancement. Creating a business model where every team member is worthy of quick advancement can be risky and inappropriate unless your business can keep each of them advancing swiftly. Most organizations are pyramid shaped where not everyone can move up… accordingly, too many advancement worthy candidates creates damaging turnover. Additionally to ensure legal compliance, give greater weight to characteristics validated BFOQ’s (bona fide occupational qualifications) to the immediate job, without disparity. To safeguard meaningful interpretation and to prevent legal challenge, strictly avoid personality profiles and psychological profiles. Steer clear of interest-based surveys, as results are tainted by the human flaw of erroneous self-perception. We recommend job-related in-baskets and business simulations which specifically showcase and predict results-oriented business behaviors.  

2. Controlling environmental variables for meaningful consistency and reliability.

Deliver assessment in an environment which corresponds to assessment norms as well as the actual job environment. For example, online delivery is best when measuring computer-based job performance. Online delivery falls short of measuring in person performance. Online and written instruments presuppose communication skills using those media. Multiple choice vs. essay, written vs. verbal, time limits, noise factors, environmental conditions, fatigue, comfort, and stress levels are all further examples of variables which affect assessment performance. Allow the assessment organization to create and/or control the assessment environment and its variables. A distinguished partner will have this automatically safeguarded, but please inquire. 

3. Ensuring validity.

Gain confidence in the business results and overall organizational development success of your assessment team and assessment developer. Validating scores against existing organizational top performers is not enough. One of the most common pitfalls, this says absolutely nothing in validation of the elimination rate. Many instruments are currently circulating at which your top performers will always perform well. Be certain those you eliminate have been eliminated for good reason. Creative thinking and unconventional ideas are the cornerstone to progress and competitive edge. Do not keep these attributes excluded from your organization.  

4. Hand scoring and personal feedback are still preferred.

Again addressing the need to engage progress, invention and creative problem solving… computer and/or empirical scoring just does not cut it. Exploring rationale and allowing interpretation are critical to meaningful methodology. Simply stated, there is nothing less common than sense. Valuable creative thinking is often specifically excluded from organizational entry unless expert multi-rater hand scoring is involved. Hand scoring and personal feedback each explore rationale and trainability, while exiting the candidate with a blueprint for advancement and improvement. Personal feedback is best delivered by an external assessor expert.   

5. Using organization-wide assessments in consideration of unique independent job descriptions.

Selection by assimilation is rarely the goal. A glut of like-minded people does not typically foster progress or invention. Embrace differences and deploy them to the correct opportunities. There are a few assessments, the SR2 for example, which can be gainfully implemented organization-wide; however, we recommend weighting mechanisms and scoring norms to consider job relatedness. Validation to both external and internal norms is to be ensured.

In the quest for cost containment and convenience typically achieved through progressive technology, one can be quick to overlook the occasional “old school” best practices. The cost of employee time and the likely payoff of increased productivity with waste avoidance need be factored into assessment ROI. Look to the substantive results and know-how, not glitzy sales, of assessment experts. Pursue experts offering a healthy catalog of instruments tailored to unique job descriptions and criteria, and you shall find experts committed to valuable guidance in pinpointed assessment selection. The sustainable success of any talent-based organization relies upon correct, comprehensive and consistent deployment of employee assessment as decision tools.

Auditory or speech-based learning is validated as both the least effective and least preferred training method, yet we overuse.  Adults cannot absorb more than 2.5 hours new information at a time, yet we pay for full-day seminars.  Keep seminars as networking events and perks for team members who need an outing… but do not expect substantial knowledge transfer.  When learning is critical, remember that 92% of individuals required a three-fold approach to learning… and the most effective three are visual demonstration, participative discussion, and hands on learning.  As it takes 3 instances of learning to create long term knowledge – and long term is only 20 minutes or more – ”trilogy” training is essential. Employers of choice recognize success relies upon the right people doing the right things.  This rests heavily upon training effectiveness and cost efficiencies.  The old days of the “talking head” at the podium are phased out.

In a recent survey of more than 3000, 60% of respondents tell us “Kinesthetic” (hands on) is their preferred learning style and auditory learning is by far the least preferred, coming in at only 8%.  Visual training is more than twice as effective as auditory. Learning professionals suggests a blend of participative workshop and video training. 

Video training is best used in the procedural “how to” instructions which can be represented visually. As trainers find burnout, distraction and inconsistency in the act of training, a standardized video allows us to ensure every trainee receives the complete message and the same information. Think about how many times you left for work wondering if you locked the door, turned off an appliance, or could not specifically remember performing some other routine auto-pilot task.  Invariably, trainers miss opportunities to deliver consistent messages from one training group to the next.  Without knowledge that each employee received the same completeness and quality of training, we have no reliable basis of evaluation or comparison.  Video training is the demonstration that sets up kinesthetic learning.  We see how to do it, and then we try it ourselves.  The margin of error in video training is negligible because the message is consistent. Video does not have a bad day.  Video does not argue with a spouse or significant other.  Video doesn’t miss its morning coffee.  Video’s transportation does not fail, and video does not get the flu.  Video is reliable, convenient and completely consistent.  Done well, the return on investment is quick and strong.

Participative Workshops are necessary in all training regimens, at a minimum, as the checkpoint and validation of learning with long term sustainability.  As a component to trilogy training, these kinesthetic participative workshops are to be inserted where problem solving, judgment and deep topic understanding are essential to goal attainment.  While it is far more common to find a speaker with podium skills and a well-rehearsed presentation, audience adaptation and the ability to provide meaningful answers to spontaneous questions is more effective to this exercise.  Top universities inject kinesthetic learning into the classroom and assignment activities.  Participative discussion is where transformation happens and learning is validated.  This is also where we increase employee engagement, morale and motivation. 

Workshops delivered by internal personnel can be inserted as a component, but due to fear of reprisal and perception of company bias, third party professional trainers can accomplish training and secure employee buy-in otherwise impossible for the internal key team.  By experiencing it go right as validated by outside experts, trainees also feel more relaxed… and a relaxed mind enjoys a much greater potential for learning than a panicked mind.  

Memory is largely a component of attention and interest.  Seminar learning depends entirely upon a highly memorable performer using highly visual speaking tactics as “grabbers.”  Humor is participative, so that works… to a point.  The best podium performers, however, are not cost effective for everyday organizational learning, and most are rarely effective in transferring memorable content other than jokes and antics.  Pure entertainment only goes so far in expediting and safeguarding learning. Entertainment can be a tactic but should not overpower the presentation.  An outside trainer expert with audience adaptation, learning assessment and train the trainer technique is the company’s best cost-efficient and reliable methodology. Surveys repeatedly reveal that lack of confidence in a supervisor or trainer is a primary reason for resignation.  Training flaws create unnecessary turnover and loss of training investment.  Company time is company money.

For additional details on learning survey outcomes and examples of training videos, please visit AskHRS.com/learningsurvey09