In a world where virtual and remote work are more prevalent, autonomous work systems are already necessary. Employers find advantage in creating accountability metrics which properly evaluate a job well done, and allow employees to self-evaluate in alignment. Where this is achieved, quality employees are empowered to determine their own ability to take PTO without jeopardizing performance outcomes. The obvious reality, however, is that a wealth of employees, by their own standards or by lack of structure, will not rise to this task. The additional realty is that many jobs, regardless of their incumbents’ initiative, are simply not built for this protocol. Unlimited PTO (Paid Time Off) is worth consideration on its merits and applicability.
Where classified properly according to current FLSA standards, certain exempt employees are somewhat able to modify work schedules on their own volition. The keys to this include their positions’ interdependence upon real-time communication and collaboration with other roles. Being accessible at a specific moment matters for many functions. Certain hourly employees, by nature of job description, may be highly accountable to specific work schedules. Any employer attempting to structure benefits according to FLSA status must lawfully avoid any ivory tower policies. An organizational analysis will be necessary.
The Society for Human Resource Management (SHRM
) reported less than 2% of employers deploying unlimited PTO systems. While this practice is certainly a heated discussion point and potentially on the rise, many employers are simply not candidates for this program. At HRS we’ve experimented with similar programs since the 1990’s, and many have worked quite well. In our version, we’ve used our own “comp time” as an add-on within the PTO benefit. In doing so, we’ve been able to attach additional PTO in consideration to specific job outcomes and in balance to extraordinary bottleneck needs. What makes us great candidates are our wealth of self-evaluating exempt roles, key metrics in place, remote work practices, and an organizational size and assessment process that allows us to hire only the best.
Where Unlimited Paid Time Off Pays Off
Alleviation of PTO tracking and need for balance sheet carryovers for accrual basis employers.
Employees can focus on work needs and business outcomes by choosing timing without concern for PTO accruals and losses.
A survey of 2000+ adults by Ask.com found that 69% will gravitate toward a job offering unlimited PTO.
Top employees are less likely to jeopardize work results when PTO can be deferred until downtime or ability to seek better self-coverage.
The employer has created a singular culture of teamwork and assimilated work ethic where abuse is unlikely and team members are responsible to other team members.
“Inbox Zero” to quality standards is a requirement and is contingent upon continued PTO.
Relaxed minds are unequivocally more productive and creative than stressed minds, (except for the short-lived adrenaline response some of us enjoy.)
Unlimited PTO shows employees you trust them, a leadership tactic that works fabulously with those who will achieve.
Where Unlimited Paid Time Off Creates Unlimited Disadvantage
An HRS survey
of 3000+ adults reveals work hours 150% less important on average than job advancement. Unlimited PTO abuse for coworker employees in a team function adversely impacts the advancement of all. (Listen to: Coworkers who don’t pull their own weight
Hourly nonexempt employees in many operation queue systems are needed to be timely in place for full scheduled shifts.
FMLA tracking, especially where paid leave substitution applies, will need even more complicated and consistent lawful application.
Attendance enforcements in academia and key community initiatives become culturally and practically challenged when not enforced on-the-job.
While the average employer saves only 52 hours per year in PTO tracking, the uncaptured opportunities may far outweigh these benefits.
Employees who lack intrinsic career motivation will likely abuse the system. This extrinsic reward fails to motivate the intrinsically de-motivated, and chaos prevails.
The work-life balance demands of the over-coddled sector of workforce newbies are not realistic. While many of today’s twenty-somethings are “setting the world on fire,” others need more structure and less participation ribbons before it’s their turn to raise the next generation and save the world.
Constructive resignation becomes a likely burden, barely actionable in the process.
Employers such as Evernote, GE and the Virgin Group have made headlines with their unique approaches to structuring unlimited PTO; however, rarely it is available to learn the precise structure, demographics and outcomes of their own policies
. Employers today are called upon to re-evaluate their own PTO approach, keeping in mind what is and is not applicable to their own infrastructures. Once policies are in place, bear in mind the unlawfulness of penalizing an employee for using a benefit.
Americans already rarely use all of the PTO days to which they are allotted. Similar to how the minimum wage is meant to be a benchmark upon which to add an increment, for most, the PTO schedule is meant to be a benchmark upon which to subtract an increment. For some, unlimited PTO removes the metric needed for work schedule planning and judgment purposes. Unique employers will ultimately determine the fit.
HRS has designed, consulted on and reviewed PTO policies for thousands of employers over our 30+ year history. PTO policies need to consider internal and external equities, legal compliance, job design, organizational structure, vision and the unique culture/demographics of a specific employer. As with most HR/OD policies, one size certainly does not fit all. Please contact us for expanded information and solutions on this topic!
Jessica Ollenburg - Monday, August 31, 2015
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While most employers tend to finance formal classroom or seminar learning for leaders, substantial opportunity is missed when more targeted and cost-effective methods are overlooked. Embracing our 4th decade of dedicating ourselves to the understanding of cognitive function and the variety of learning methods, we offer the following 5 key rules to success.
1. Address the 84% who prefer roundtable to classroom learning.
Learning goals differ among individuals, as do learning styles. Audience adaptation is paramount. While kinesthetic learning outpaces auditory learning more than 2:1, classroom and/or seminar activities are less effective than hands-on and interactive learning. Top academic institutions certainly get this, and they heavily deploy group tasks, case studies and hands-on assignments as key training methodology. Classroom is the set-up to learning, but most will forget the “talking head approach” unless follow-up kinesthetic training is meaningfully deployed.
Kinesthetic learning is preferred by most, and it consists of do-it-yourself or tactile activity. Interactive Q&A done well can address this learning style. Visual learning is the next preferred, consisting of videos, observation, pictures and graphics. Auditory learning is the least preferred learning style, consisting of lecture, listened instruction and/or audio-training. When learning style is unknown, kinesthetic or combination methods are best deployed as a default.
2. If the message isn’t delivered 3 times, don’t bother delivering it at all.
The average human mind must receive a message 3 times before long term memory is invoked. Long term memory is defined as only 20+ minutes’ duration. While we all know exceptional learners who can receive instruction once and simply get it, these learners have likely learned their own trilogy memorization techniques, such as visualization, note taking, rehearsal, role playing or others.
Trilogy training curriculum must be deployed at least two-fold. Not only do we repeat any message 3+ times to our immediate leader learning participants, but we must also help them execute trilogy training with those they then train. All leader learning should not only consider the knowledge transfer to immediately trained leaders, but also a “train-the-trainer” approach.
3. Preserve pride and safe harbor while training leaders.
One of the biggest mistakes is internal training of leaders where hierarchy is present in the room. Seasoned leaders, especially, shut down critical questions when either their supervisors or those whom they supervise are present. In doing so, learning assessment and learning itself both suffer dramatically. While building trust between supervisor peers requires careful protocol from the experts, a relaxed mind accelerates learning and builds supervisor teamwork in a support system beneficial well beyond the immediate training exercises.
“Old school” leadership training started and ended with salesmanship training. While more than 16 effective leadership styles are profiled, a leader can only lead to the extent subordinates are willing to follow. Beyond salesmanship, therefore, substance is more important than ever. Supervisors who are transparently incorrect will lose team confidence fast. In many environments, new hires may have received more leadership training than those to whom they report. In many cases, either the talented new hire then resigns or is forced out by implying an ability to advance past the supervisor. Experts address these topics through “safe harbor” methodology.
4. When choosing a trainer, embrace that speaker and facilitator skills are reverse-correlated.
Unless a panel discussion, the act of speaking in front of hundreds or thousands most often requires an ability to disconnect from the audience and rehearse a scripted presentation. Some speakers are more of entertainers than subject masters, and while humor is engaging and promotes auditory and possibly visual learning, Q&A may suffer. These presenters most definitely have their effective place in the schemata of combination method training; however, be careful when choosing them for a rapport-building coaching role. Very few can effectively transition between the two.
For roundtable methodology, choose a facilitator who is a subject master and assessor who can meaningfully answer unanticipated questions and tailor curriculum to learning needs. Ensure that meeting skills and Gestalt protocol are simultaneously trained as not only immediate training enhancements but also to ensure company-wide meeting effectiveness improves as well.
5. Market leadership training as not only necessary but also an employee benefit.
The benefit component is easier to market when a third party trainer is brought in. However, every investment into the team is in fact a benefit to be boasted. Effective leadership training creates transformational leaders and improves career path and success rate for all trained and all reporting to the properly trained leaders. CEOs, newly promoted team leads, or anyone in between should find improved time management, job satisfaction and job success through effective leadership training.
Beyond these 5 key rules, leaders need regular refreshers and self-forgiveness in re-grounding to the basics. While leadership training needs to help leaders advance, leadership training for many needs to remind leaders of the rote redundancy which the intelligent mind would prefer to move past. Adaptation is critical. Employment law, motivation, corrective action, personality styles, six-hat thinking, appreciative inquiry, situational leadership and so many more topics are integral to leadership training, yet missed by many “cookie cutter” trainers. Do not settle for less than the best!
A learning styles survey is available at AskHRS.com/learningsurvey09
As experts in Organizational Development, Employment Law and HR, HRS empowers business owners and C-suite leaders with fiscally savvy performance management solutions, custom to each unique employer. Leadership training and assessment are delivered onsite for our employer clients. Headquartered in Brookfield WI, HRS offers locations in Washington DC and Scottsdale AZ plus national satellites.
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Jessica Ollenburg - Wednesday, June 10, 2015
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Earlier this year, I wrote an article about the skills gap and the phenomenon of how workers are failing to meet the standards of U.S. employers. It’s an evolving situation. I argued the point of, “how could there be a skills gap now when we were just dismissing people for being overqualified a few years ago?” You can read more about my viewpoint here.
Recently, however, a new study came out that showed a new aspect of this problem, and it has to do with everyone’s other favorite topic: the Millennials.
According to a recent study from the Educational Testing Service (ETS), U.S. Millennials drastically lag behind the rest of the world in areas of basic job and life skills. Out of 22 different nations, the Millennials of the United States were tied for third-last in the rankings of reading and writing, and were dead last in math and number skills. Ouch.
As a millennial myself, I can speak to this – I am CONSTANTLY finding people my age who don’t know proper grammar and writing styles, and I find that, when you give the average millennial something to read, they will often miss some of the key points included. The math, however, seems to be more of a person-to-person distinction. Regardless, this study’s findings are quite alarming. (Note: These are just my personal findings – I have no study at this time to back it up. Don’t worry fellow Millennials, I am going somewhere with this).
The ETS made this statement in their report: “Millennials, who will form the backbone of this nation's future, are not poised to lift us out of this predicament; in fact, the lack of adequate skills in this population has become a challenge for us to confront.”
Let’s put this into perspective - all of this data is even more surprising when we factor into account that this generation is on track to be the most highly educated generation (in terms of average years spent in school) EVER. Let that sink in – this generation is highly under-educated, all while simultaneously dumping billions of dollars into our education system every year. So, let’s ask the question, “Where does the problem lie? With the students, or with those who are paid to arm them with these necessary skills?”
This issue can only be the result of a problem that our country, and our government, has spent years discussing: education. Our education system, as a singular entity, is failing to teach our kids these basic skills. I’d argue that we’re even teaching kids the wrong things. For example, I’d be willing to wager that the average American millennial knows more about the biological anatomy of a plant than how to write a proper business letter. Odds are, a child is probably more likely to wind up in a career in corporate America than as a botanist, wouldn’t you say? (Note: I don’t feel that every individual education institution is at fault here, but this is an overarching problem amongst the masses.)
We can talk about all the usual topics and criticisms here: how everyone writes in shorthand, the seeming over-fascination with pop culture, etc. The truth is, however, that none of these issues describe the problem itself; rather, they are only symptoms of the problem. The culture of this world has taken us to a place where we haven’t been before, and we simply don’t know how to teach people to be successful in it…as of yet.
We don’t know how to teach a young adult how to learn important life skills while also being able to utilize the vast amount of technology that’s at their disposal. Simply enough – the technology is winning and is making the average citizen dumber. We need to not only adapt our education system to teach kids the right tools, but we also need to adapt to teach kids how to perform their jobs as their predecessors would have – with a high work ethic and the right knowledge base.
So, where’s the solution? We can’t necessarily wait for Congress to get out of gridlock, especially with this being the final year of presidency for Obama. Let’s take action more quickly; let’s confront the problem ourselves. The issue is education, right? And it’s not a lack of desire to be educated, otherwise this generation wouldn’t be spending so much time and money on it. The answer, rather, is in the right education.
We have a specific call to action: an education that delivers critical information not just in classroom style, but also kinesthetically in hands-on roundtable format; an education that doesn’t require 4 years’ experience and thousands of dollars to finance; an education that delivers information to students as they work, and allows them to improve, while on the job, for a fraction of the cost. Summarized, our call to action is to deliver an education that actually sinks in (sic, is taught in a way through which students will learn more effectively), and transfers the knowledge of what employers actually want their employees to know. It’s an education that’s taught by the business world for the business world.
Professional Workshops and Individual Learning Sessions. Like other education leaders, HRS has built a long history off of delivering the necessary information needed for employees to succeed. We know what employers want and need because we represent them, and they’ve told us. We can convey this information to those who want to learn, and these Millennials WANT to learn. They WANT to be educated. They WANT to be successful. Let’s give them the tools to do so.
HRS is proud to launch a series of professional development workshops tailored to address this specific issue. They are workshops which will teach individuals these aforementioned skills, and can do so for either an individual company or for a group of individuals. Let’s give the population the necessary skills they are spending thousands of dollars trying to obtain, but aren’t. Let’s give everyone the knowledge they need to keep a steady job. Let’s fix our workforce.
To learn more about HRS Workshops and Individual Learning Sessions for Professional Development, please contact us or visit our Workshops page for more info.
Please find a link to the ETS study here: http://www.ets.org/s/research/30079/index.html. It’s definitely worth a look.
Matthew Bare - Monday, April 20, 2015
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On the night of August 17th, 2012, Miami Marlins outfielder Giancarlo Stanton stepped up to the plate with his team losing 5-4 to the Colorado Rockies. It was a game between two last place teams well into the Major League Baseball season, and few people around the country were likely to witness what was about to happen.
Stanton was facing a young pitcher by the name of Josh Roenicke who was fairly effective in his role – keeping opposing batters off base. He was even more effective at an even more important role, preventing opposing batters from hitting a home run. He was a valuable piece to the Rockies bullpen, and a valued team member. After falling to a 1-2 count, Roenicke looked to have Stanton exactly where he wanted him…on the verge of an out, and on the verge of meeting his goal.
This is when the magic happened. Giancarlo Stanton sent the very next pitch deep into the bleachers in Left-Center field. The distance? An estimated 494 feet away. The longest home run in the majors since one of equal distance was hit in 2009. The pitch?
Why should it matter that a young player on a struggling baseball team hit a ball so far? Why should we care? This story matters because it illustrates something that we lose focus of all the time…
You don’t need to go after the fastball. You don’t need to swing at that pitch that’s straight and coming right at you. In fact, those pitches can often be the ones that are most enticing for pitchers to get batters to swing and miss at. In essence, they could be a “decoy.” The lesson here is that you don’t always have to lock in on the fastball.
Sometimes, it’s best to swing at the curveball.
Sometimes, that curve is going to give you the best opportunity to get a hit all day. At first, the curveball may shock you. You may not know exactly where it’s going. You may even get scared. However, if you do what Stanton did, if you size that pitch up and roll with it, you can hit that ball further than anyone else has ever dreamed of doing. You can not only meet your goals, but greatly surpass them.
When you’re strategizing and laying out your action plan, the standard inclination is to avoid the curves and focus only on what you know – the fastballs. We do this because the “fastballs” are exactly what we know them to be. We know exactly how fast and in what direction they’ll be coming in, and we’ll look to swing for the fences. We’ll look to tackle these incoming hurdles even if they’re well out of our comfort zone, because we know what they are. Sometimes, when you’re at the plate, the fastballs will all be garbage, but it’s the curveball that will provide the greatest opportunity for reward. You need to watch every pitch, you can’t ignore the fastballs, but you can’t ignore that curve.
You may think that it’s a wild card without any rhyme or rhythm, but it may just wind up being a slow, hanging pitch that you can knock right out of the park. The curveball may wind up being your greatest gift.
Let’s look at this using another analogy – language. The average person may be given the best, most helpful advice on the entire planet. However, if the advice were presented in a foreign language, we wouldn’t even blink twice at it. We would let it slip right past us. Why? Because we didn’t recognize it.
We as people tend to stick with only that which we know – the fastballs – and ignore what we don’t – the curve. What we need to remind ourselves of is that we’re missing so many opportunities by ignoring the curves. We may be missing a vital piece of information or a once in a lifetime opportunity that will give us our true “home run.”
We all need to do a better job of recognizing what is coming our way. Don’t just sit there and wait for the fastball when it may never come. Analyze what’s coming your way, recognize your opportunity, and hit the curve.
Matthew Bare - Wednesday, June 04, 2014
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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!
Jessica Ollenburg - Monday, September 26, 2011
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Countless unemployed individuals with plenty of time to write are emerging again with salary negotiation strategies. While it is true that strategies should change with market conditions, in many cases, negotiation should disappear completely. While many form their viewpoint based upon experiences with one or a few employers which eventually “outplaced” them, our analysis is based upon statistical knowledge working with thousands of preferred employers plus extraordinary research concerning hundreds of thousands over three decades and adapted to present conditions.
The following is a proven 6-rule blueprint to getting the most from “employers of choice.” Sure, there are plenty of bad bosses and exploitative companies out there who do not follow appropriate protocol. However, if you are a candidate worthy of a top employer, ignore what happens at substandard employers and subscribe to what works at top companies.
Rule #1: Top employers offer compensation based upon compensable factors, internal/external equities and merit-based performance proven within the organization. For top employers, the base compensation component is non-negotiable at organizational entry, except possibly at C-level.
Rule #2: Top employers do not pay you for what you did for someone else, but rather what you will do for them. Success in one environment is not necessarily transferable to another. Top employers know this. Top employers also know that overall organizational development is optimized by practices which favor merit advancement from within.
Rule #3: Top employers request salary histories up front not to set your pay accordingly but rather to evaluate equities and expectations before continuing the very costly pre-employment screening process. Failure to provide history when requested risks indication of unwillingness/inability to follow direction and/or indication of something to hide.
Rule #4: Salary negotiation is effective in a very limited sector. It can be effective only when handled correctly and in cases where the job description requires heavy amounts of negotiation implementation. Time, place and audience are paramount. Don’t be the first to bring up money, and don’t wait too long after money is mentioned to reveal that your requirements are higher. Attach compensation requests to your delivery of quantifiable results to the new employer. “I respect that the company has valued this position based upon specific metrics and expected outcomes. Based upon my history of success, extraordinary knowledge and my determination to succeed, I expect to deliver outcomes beyond those benchmarks. Is there opportunity for me to share in those financial successes? Can we set my quotas higher?”
Rule #5: Attempting negotiation risks the entire deal. It expresses discontent with the company’s existing practices and with the immediate job. Just as a counteroffer constitutes an offer rejection, negotiation of any types constitutes rejection of the “as is” opportunity. There is usually another candidate right behind you who is appreciative of the opportunity to earn rewards without staunch demands.
Rule #6: If the relationship begins with negotiation, expect that you have set the tone for continued negotiation. Rather than being awarded what you have earned, expect that you shall need to always negotiate for it. The best way to avoid constant negotiation with your company as an “opponent” rather than a “teammate” is to negotiate all at once a gain-sharing program with pre-determined financial rewards for the outcomes and results you facilitate.
When an offer is presented, please know that taking time to consider may risk the opportunity. Some companies will volunteer a proposed timeframe for your decision. Many will not. It is a myth that immediate acceptance makes you look “desperate.” Actually, failure to immediately accept makes you look “hesitant” and possibly “disinterested,” either of which can immediately sandbag the relationship. If you believe it is best to take time to consider, state your unwavering interest up front. Consider a safe explanation of the rationale behind your decision delay. If the screening process was thorough and involved multiple steps, you should have entered the offer stage ready to accept if offered. Your questions should already be answered and your interest should not falter.
Company cost control, lifelong learning, succession planning and sustainability are key organizational goals. Age discrimination can be a factor, and advancement from within is typically a preference. Employers are reluctant to pay you for what you did for someone else, because too many over time have “rested on laurels.” Employers typically have more leverage than employees in this situation. Know your power. Evaluate the dynamics of your specific situation and reject “cookie cutter” advice.
Jessica Ollenburg - Monday, November 29, 2010
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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.
Jessica Ollenburg - Saturday, October 02, 2010
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Some believe filling resume gaps by labeling or creating a “consulting” firm is a positive resume builder. More often than not, this adversely impacts one’s ability to be re-employed. To set oneself apart as a freelance “consultant” or company owner can be synonymous with setting oneself apart as averse to taking direction from another… a statement likely to create de-selection from employment opportunities. Top employers will also investigate the legitimate success in engagements during this “consultancy” time period on one’s resume.
When choosing to be a consultant, know beforehand it is not all glamour and glitz. A corporate career as an internal key member dedicated to one corporate environment at a time is NOT preparation for consultancy. Successful consultancy requires the proven ability to simultaneously serve multiple unique organizations through analysis and adaptation... and deep knowledge of multi-employer case studies. Serving one or a few selectively chosen organizations is not necessarily preparation for consultancy. Conversely, consultancy is not necessarily preparation to become an internal expert. Deep knowledge of that organization is the only preparation for that role.
Consultancy requires reporting to many “bosses.” It is a myth that one can succeed in consultancy without subordination. While it is true that many employers are drawn to candidates who have demonstrated the responsibility and ambition of starting a business, employers of choice will carefully screen this situation and select/de-select candidates accordingly.
If not prepared to forever risk livelihood, think twice before abandoning the safe route of remaining steadily and stably employed, creating documented successes as an employee. Embrace consultancy for what it truly is and understand that a great consultant is never “in between jobs.”
Jessica Ollenburg - Tuesday, September 14, 2010
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Emerging from a recession, grabbing opportunity and surviving intense global competition, we cannot be fooled by the dangerous and misleading propaganda... "Work Smarter, Not Harder!" Statements along these lines when misinterpreted can only lead to disaster. The blueprint for success requires balance.
Agreed it can be more effective to work smart than to work hard, in most cases both are necessary. In addition, “smart” can be a matter of misinterpretation in itself. “Smart” can only truly be judged by one who is “smart” in the capacity and criteria to be evaluated. “Smart” can be ill defined. Nonetheless, "Work Smarter" should remain our dedicated target, we just need to lose the "Not Harder" component.
Through study of human work ethic, it is undeniable that many top performers equate “working hard” with “doing your best.” Anything short of doing one’s best is less than adequate. Therefore, working “hard” is always one of the goals. Where and how we channel our energies and how we balance and care for ourselves is a matter of personal choice and commitment.
Nations rich in socialism and suppressed middle class existence present global competition of both working hard and working smart in tandem. Those who wish to compete must rise to the occasion or lose the opportunity to fight another day. While the U.S. is not easily adaptable by history and infrastructure to the socialist principles which have been embraced by other nations, Americans must not think they can exist in a vacuum, especially after centuries of global involvement.
Those proven to offer judgment, accomplishment and commitment to excellence effectively draw upon the “Work Smarter, Not Harder” mantra with astute understanding that successful results require efficiency and sound judgment. These toolsets can lead to quicker, easier and more accurate positive outcomes, freeing our resources to accomplish more in the end. The mantra works best for those already working hard. Those, however, lacking necessary work commitment are adversely impacted and misled by this mantra, using it as an excuse to retract effort.
This is an essential organizational development topic to be safeguarded by employee education, policies, practices and daily performance management. The ambiguity of related remarks is polluting team members’ understanding of workplace expectations and the blueprint to security and advancement. Consider this both a “call to action” and an opportunity of betterment for organizational leaders at all levels.
Jessica Ollenburg - Saturday, January 09, 2010
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Until we learn otherwise, we tend to believe others think and behave as we do. Sometimes that learning comes with a thunderbolt and leaves us with our “jaw on the ground.” Pillared on more than 30 years experience in leadership coaching to a wealth of Fortune-rated and emerging employers alike, this evidence does not falter. Consequently, it is easy to conclude that common sense does not actually exist. Coaching requires understanding motivation, capability and learning style. Without these, the ability to transform is challenged.
If you ask a self-starter why he or she is a self-starter, you shall often encounter uncertainty. According to Bob Galvin, retired Motorola chairman, self-starters and leaders can be spotted by age 14. Being a self-starter derives from intrinsic motivation (coming from within), not nearly as easily influenced as extrinsic motivation (impacted by external variables). Self-starters rarely understand those who are not self-starters, and most individuals are not self-starters. This lack of understanding creates a barrier to audience adaptation and coaching effectiveness.
Employers tend to promote top performers, usually self-starters, to leadership roles. These promotions often occur for the wrong reasons. A self-starter with the right leadership training can lead by example and deploy certain tactics, yet he or she can be challenged in ability to understand and coach those without intrinsic motivation. Leadership is a lifelong learning commitment. Without learning and adaptation to new audiences, we stunt company growth and can only hire a small percentage of the available applicant pool.
Those who study leadership recognize leadership is not a natural progression, but rather a distinctive and precise skillset. Many self-starters are completely disinterested in coaching; however, they accept the role as a title award and advancement strategy. Self-starters are often admittedly more interested in managing processes than people. Employers who create advancement ladders not necessarily tied to supervision are able to truly gauge commitment to coaching and creating transformation. Self-starters often view themselves as self-transformed and therefore may not be inclined to transform others. A supervisor, trainer or coach who fails to create transformation also fails to provide betterment to employee productivity. If the employees are not better for the supervisor’s impact, why is the supervisor retained? Assuming the talent acquisition process is doing its job, successful coaching creates transformation and improves workplace productivity through improved employee performance.
By its very definition, extrinsic motivation is volatile, affected by the employer. Motivation is, in its simplest terms, a reason. Understanding what transformed you to improved performance is a valuable toolset to transforming others. This means looking beyond intrinsic motivation. Those who were “transformed” can be highly influential and motivational success stories for others.
HRS deploys these validated studies in globally recognized assessment and kinesthetic coaching programs, serving employers in more than 100 countries plus world respected academic and certification institutions. Programs are augmented through learning style surveys having earned more than 3000 global responses to date. Typical program methodology includes leadership assessment to pinpoint coaching style, transactional/transformational effectivess and learning opportunities. This analysis is most frequently followed by audience adaptive kinesthetic workshops proven highly successful in transforming leaders, entry through CEO and BOD, into transformational coaches. Please visit AskHRS.com for more information regarding learning survey findings, validation studies, leadership assessment and kinesthetic workshop offerings.
Jessica Ollenburg - Thursday, October 15, 2009
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