Business to Business Magazine 2017 #6

Main sponsors Monthly edition only for active businessmen 2017 Printed in an edition #6 of 150 000 units.Questions to Know and InterviewLondonLutonOxfordCambridge CEO of The Company „JASNA APARTMANY”. GSJ LTD. Kemp House, 152 City Road, London EC1V 2NX

GSJ LTD. Kemp House, 152 City Road, London EC1V 2NXMotivating Employees for High Performance 1Recognize, Reward & Reinforce the Right Behavior 4People Need to Feel Appreciated 6Happy Employees Make Productive Employees 8How to Interview and Hire Top People Each and Every Time 12Questions to Know and Interview 15Hire the Best and Avoid the Rest: Employee Assessments 17Using Assessments to Develop Managers and Others for Professional and 19Personal Growth 22Hire the Best and Forget the Rest “Carol A. Hacker” 24Honesty and Integrity Tests 26Hiring Top Talent: Luck or Logic? “TriMetrix-Job Benchmarking” 28Hannibal Lecter is Coming to the Company Picnic 30How to Build Customer Loyalty and Make More Money 33The Top Nine Marketing & Sales Strategies London Luton Oxford Cambridge

EMmotpilvoayteinegs effective. A well-administered Pf oerrfo rmHaingche program allows people to celebrate success, have fun, andREWARD RECOGNITION feel good about who they are andIDEAS FOR EMPLOYEE whom they work for.MOTIVATION TEAM The size of your organization andMOTIVATION BY USING the age of your workforce dictatesPEER RECOGNITION which type of reward recognition ideas work best. One organization improved employee motivation and almost eliminated employee turnover by creating a family environment including special incentives. • Every year employees celebrate their work anniversary with a cake and receive $100 for each year employed made out in a check. • Twice a year employees’ children receive a $50 savings bond when they bring in their “all A’s” report card.Pay and benefits may London • Luton • Oxford • Cambridge attract employees to the front door, but some- 1thing else has to keep them fromgoing out the back. Managing Monthly edition only for active businessmenpeople takes an entirely differentapproach than it did just a yearago. Managers and supervisorsmust place equal importance onemployee development as they doon customer satisfaction andretention. Today’s workers don’tjust expect a paycheck, but goodemployees also want personalfulfillment and a sense of accomp-lishment.Reward and recognition pro-grams are a vital part of employeemotivation. A successful rewardrecognition program does nothave to be complicated to be

• They reward employees with gnition. After all, managers can’t be every- peer recognition called “You’re a “Safety Bonus Program.” Each where all the time, and employees are in the Magnificent!” The form is employee’s driving record is best position to catch people doing the right printed in triplicate and given to screened twice a year. Anyone things. all employees to nominate each who has a citation is removed Queen or King for the Quarter. Dayton Metro other for outstanding behavior. from the program. Those em- Housing created the QUEST employee The top copy goes to the ployees remaining at the end of recognition program to improve employee recognized employee. The the year split $2000. motivation and reward their workforce for second copy goes to the em- • To minimize the “we-they” demonstrating good customer service skills. ployee’s supervisor. The third syndrome, every Friday em- Each quarter, employees receive three tokens. copy is posted for everyone to see ployees rotate jobs for one hour. When they spot a fellow employee or manager on a bulletin board. For example, the person in the providing good customer service, they hand Once a month they take the Sales Department works on the them a QUEST token. At the end of the quarter, posted copies and randomly front desk. Someone from draw the names of five indivi- Maintenance will work in the the person with the highest number of duals called, “You’re Magnifi- Customer Service etc. This builds tokens is crowned king or queen. cents” for $10 gift certificates. a stronger team and improves Those with eight or more tokens are Then three additional “Mag- communication within the com- “knighted.” All the King, Queens, and nificents” are drawn each pany. Knights attend a special banquet. At quarter for a $250 gift cer- the end of the year all token winners tificate. One of the easiest and most can use their tokens to bid on various Safety Bingo. For every accident effective employee recognition awards and prizes. Furthermore, the free day at the Emory Con- program is to use peer to peer individual with the highest yearly ference Center Hotel, associates recognition. Peer recognition number of tokens is bequeathed are awarded a bingo number. gives employees the power to a “scepter. Each associate has a card and reward each other for doing ” You’re Magnificent! At the MAG In- plays the game. A pot grows at a good job. It works because surance Company they use a form of the rate of $1 per day with employees themselves know whoLondon • Luton • Oxford • Cambridge works hard and deserves reco-2 Monthly edition only for active businessmen

a starting amount of $100. The Workers hand completed peer reco- employee motivation and employeeassociate who wins at safety bingo is gnition forms directly to coworkers orawarded the cash in the pot. If they go send it through interoffice mail. At the peer recognition gives workers a senseover 100 days without an accident, it end of the month the departmentincreases by $2 per day. If we have an holds a recognition ceremony for of pride, accomplishment, andaccident, the pot falls back down to everyone recognized. The employee$100 and it starts over again. If who received the highest number of purpose in what they do. Thesesomeone wins, the pot remains at same forms gets an extra appreciation and apay out level, and continues to grow $1 reward by the director. Then, they informal programs provide anor $2 per day. This program reduced place all the month’s forms intoaccidents by 50% each year. a basket and they randomly draw out effective strategy for motivatingGuess Whose Pet This Is? At Industrial 4-5 forms for additional prizes. ThenDevelopments International, the the read the forms aloud and provide employees and they are simple to“Esprit” Committee organizes fun recognition to both the awardee asactivities such as the Pet of the Month well as the person who submitted the administer. They do not cost much, docontest. A pet’s picture is put on the form.bulletin board and they guess who the In its “Thank You Coupon” program, not take much time, and do notowner is. the Texas Credit Union gives eachShining Stars. Employees use peer employee seven coupons a year to give complicate the payroll. Instead ofrecognition to reward each other and to any employees they wish toare provided an unlimited supply of recognize for going out of their way to providing cash incentives, you canpeer recognition “Shining Star” forms help customers or fellow employees.to handwrite notes about a coworker’s The coupons are redeemed for $10 substitute by providing winners withgood job. On the back of the form is certificates for food, movies, golf, anda list of behaviors such as: the like. Everyone in the company, extra breaks, movie tickets, time off,• Demonstrates friendly, caring service from the president and vice pre-• Shows flexibility sidents down, is eligible for a coupon. t-shirts, and other small gifts.• Demonstrates teamwork A work environment that focuses on• Helps to save money etc. Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve communication, reduce turnover, increase sales, hire better people and deliver better customer service. As President and founder of Chart Your Course International he has implemented professional development programs for thousands of organizations globally. He has authored nine informative books including 401 Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464. Article sponsored by Elements ellements London • Luton • Oxford • Cambridge Rank of company Location Czech Republic 3 Just scan QR code Monthly edition only for active businessmen

Recognize, Reward & Reinforce the Right Behavior It was Mark Twain who once said; “I can and recognition tool. It is one of the easiest and most live for two months on a good comp- liment.” Money may attract people to the front door, but something else has to keep them from going out the back. Many times effective programs to initiate. Peer recognition is where the employees say they are quitting because of employees have the power to reward each other for doing a better paying job elsewhere. However, a good job. Peer recognition works because employees statistics show that the number one reason themselves know whom works hard and deserves people quit their jobs is a lack of recognition recognition. Managers can’t be everywhere all the time; and praise. therefore, the employees are in the best position to catch Peer recognition is not just a nice thing to do, people doing the right things. Also, workers usually value but a critical element in the management each other’s influence more than their supervisor’s—peer toolkit. People have a basic human need to feel pressure. appreciated and recognition programs help meet that need The second aspect of this science is mana- London • Luton • Oxford • Cambridge gement must create consequences for the behavior important for business success. A “behavior” could be showing up for work on time, having perfect attendance or going over and beyond the call of duty for customers or any other important behavior. A workplace is one that develops systems and processes to reward, recognize and sustain those im- portant behaviors. Peer recognition is an example of a reward4 Monthly edition only for active businessmen

When the employee writes up their coworker, the forms go to the main office where they post these forms on a central bulletin board for all employees to see. For added recognition, the store formally recognizes the employee who received the highest number of forms at the end of each month. That person receives a special gift from the store manager. Then all the forms given out during the month are placed into a basket and names are randomly drawn for additional prizes. The forms are read aloud and recognition given to both the awardee, as well as the person submitting the form. To reinforce what I said earlier, reward and recognition is not just something “nice” to do. The goal is to create a work environment that attracts, keeps and motivates them to stay with you and not leave for your competition. This requires true leadership and a new management philosophy.I was working with a client where we developed a peer Greg Smith’s cutting-edge keynotes, consulting, and training programs have helpedrecognition program called “My Shining Star!” businesses improve communication, reduce turnover, increase sales, hire better people andWorkers have access to an unlimited supply of “My deliver better customer service. As President and founder of Chart Your CourseShining Star!” forms to hand-write a little note about International he has implemented professional development programs for thousands ofthe good job their co-workers did. On the back of the organizations globally. He has authored nine informative books including 401 Provenform, the store lists the behaviors they want to Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his freerecognize including: Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464• Demonstrates friendly, caring service• Shows flexibility Article sponsored by John Deere• Demonstrates teamwork• Helps to save money Rank of company London • Luton • Oxford • Cambridge Location Austria 5 Just scan QR code Monthly edition only for active businessmen

People Need to Feel AppreciatedMaria had worked in the Quality Assurance department forLondon • Luton • Oxford • Cambridgewho had worked for a large orga- months. In addition to doing her job well, she voluntarily came nization for 22 years, she had in early each day and had coffee ready for the rest of the team. shouldered more and more res- Making coffee wasn’t in her job description, but it was something she ponsibility as her company downsized wanted to do and it made her feel good to help others. She enjoyed her job time and again. She felt as if she had and planned to stay as long as possible. five times as much work. Her supervisor, Joan, was the type of person who noticed things and always When the company cut a temporary had a positive word to say. Joan even would brag about her employees in worker who worked with her, it was the front of her district manager, Mr. Cramer. last straw. She told her boss she didn’t At dinner, Maria would tell her family that Joan was the reason she liked see how she could keep getting all the working there. Joan made her feel good about what she did. She noticed and work done. Instead of acknowledging recognized the little things people did and always had something nice to say her work load or seeking a solution, he to them. Maria knew she could find a better paying job closer to her home, casually remarked, “You will figure out but she planned to stay as long as Joan was her boss. a way.” Salonda had quite the opposite experience. An administrative assistant, The next day Salonda quit. Now she’s a floor clerk at a local homebuilding6 store. She makes half the money but has twice the fun, and feels her efforts Monthly edition only for active businessmen are recognized rather than ignored. The moral of these stories? Money may attract people to the front door, but something else keeps them from going out the back. Although many people

Article sponsored by Prime Solution Rank of company Location Romania Just scan QR codeclaim they are quitting for a better paying job employee motivation, job satisfaction and makes people feel good London • Luton • Oxford • Cambridgeelsewhere, survey after survey shows that a lack about themselves and their jobs. But the biggest reason for the successof appreciation and recognition is a primary of these programs is simple–they allow people to celebrate success and 7reason why people quit their jobs. feel good about who they are and whom they work for.Many managers are uncomfortable comp- Know what motivates: Before you plan your program, find out whatlimenting others and making employees feel motivates your people. Don’t assume you already know. In oneappreciated. In situations like these, a nudge organization I worked with, management was absolutely certain thatfrom the top can be very effective. I know employees would select money as its preferred form of recognition.a hospital CEO who gives his managers five Turned out, money didn’t matter, but parking did. While executivestokens at the beginning of each weekly staff and certain top employees could park in the lot next to the building,meeting. Their instructions are to go out in the most employees had to park several blocks away. With this informationhospital and give the tokens to people they catch in hand, we built a very effective program around parking.doing something good. They may not come backto the following week’s staff meeting until they Add variety: Another key aspect of an effective employeegive away all of their coins. appreciation program is variety. All reward and employee recognitionOften, managers get so involved with day-to-day programs become a little boring after about six months. Add variety tobusiness that they forgo the “soft” skills that are your program to make it new and interesting. Consider friendlyso important to people. The tokens served as competitions between departments, or unusual award items.a reinforcement to start this behavior.Setting up a employee recognition program to At Miami-based Creative Staffing, the owner offers employees a menumake people feel appreciated is not difficult. of rewards, which includes parties, expensive dinners, chauffeuredA well administered employee recognition and shopping sprees, spa sessions, and cooking lessons with Paulappreciation program builds camaraderie, Prudhomme. Employees decide what they want, figure out how much their package costs, and determine how much additional business they have to generate to cover those costs. And they really enjoy choosing their own reward! Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve communication, reduce turnover, increase sales, hire better people and deliver better customer service. As President and founder of Chart Your Course International he has implemented professional development programs for thousands of organizations globally. He has authored nine informative books including 401 Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464 Monthly edition only for active businessmen

London • Luton • Oxford • Cambridge Employees who like where they Life” study. (http://www.familiesandwork.org) work will help the company It provides a benchmark to corporate work life make more money. Sears policies and practice. The study focused on conducted an 800-store survey that companies that employee 100 or more workers. showed the impact of employee Ninety percent of the 1,000 companies surveyed attitudes on the bottom line. When allow workers to take time off to attend school employee attitudes improved by 5%, events. Half-let workers stay home with mildly ill customer satisfaction jumped 1.3%, children without using vacation or sick days. Two consequently increasing revenue by thirds permit flex time defined as allowing one-half a percentage point. Seeking employees to adjust work hours on a daily basis. ways to motivate and build worker Nine percent offer child care at or near the morale pays dividends to any business workplace. Thirty-three percent offer maternity or orga-nization. The motivated worker leaves more than 13 weeks. Twenty-three percent is more committed to the job and to the offer elder care resources and referral services customer. and half provide dependent care assistance In order to attract and keep good workers, many businesses are providing more family-friendly benefits. The Families and Work Institute released the “Business Work8 Monthly edition only for active businessmen

plans. Forty-four percent hold supervisors and paternity leaves, a resource center London • Luton • Oxford • Cambridgeaccountable for sensitivity to their employees for parents, and a beeper that letswork/family needs. expectant fathers know when theirThe Los Angeles Department of Power and Water wives go into labor.(LADPW) offers its 11,000 employees such After the agency discovered that thebenefits as a free seven-week lunch time series on cost of employee absence due to caringnutrition, prenatal care, use of health benefits; an for children ran around one millionob-gyn/pediatric nurse comes two days a week to dollars a year, it subsidized a child careanswer medical questions; electric nursing center for employees. The centerpumps for mothers to provide milk to babies at generates its own revenues.child care (and dads can take the devices home to Studies show that having workerstheir partners); certified social workers to help involved at all levels has a major impactemployees use programs and resources; on improving profit and productivity.parenting classes at lunch time; support groups A good example is Guardian Industries,for parents. It also offers four-month maternity an 800-person glass plant in Indiana. They decided to start listening to their employees to find out their opinion on 9 how to staff the plant’s 24-hr work shifts. The employees decided instead of working rotating day and evening shifts, they would rather work per- manent 12 hour shifts. The result turnover fell by 50%. Wainwright Industries, located in St. Peters, Missouri created a total employee involvement program which increased trust, equality and owner- ship. Monthly edition only for active businessmen

London • Luton • Oxford • CambridgeIn the 70s and 80s, Wainwright faced a severe recession. Sales dropped and operations slowed to three days a week. The workers were frustrated and a riff was growing between the workers and management. So they started changing. The first step was to start calling the workers, “associates.” This one small change lead to even greater changes. They eliminated time clocks and everyone was put on a salary. Today, associates are paid even if they miss work and paid time and a half for overtime. A team of associates developed a profit sharing program that covers everyone at Wainwright. The team consisted of one manager and seven non-management associates. Ownership developed propelling them down the track at a faster pace. What impresses me most is Wain- wright’s Continuous Improvement Process. (CIP) In 1994 associates implemented over 8,400 improvement ideas from their workforce. They presently average 300 ideas a week from 146 associates. The associates – not management – totally run this powerful process. This works because associates at Wainwright have autho- rity to make any improvements, without permission up to $1000 in cost. If their idea or change exceeds this amount, they fill out a form to for approval.10 Monthly edition only for active businessmen

Each week the names of those submitting ideas are eligible for Article sponsored by Prime Solutioncash awards. Four names are randomly drawn. Two people win$50 each for safety CIPs (Continuous Improvement Process) Rank of companyand two people win $50 each for regular CIPs. The previousweek’s winner makes the drawings. The company also has Just scan QR codequarterly drawings for a $300 gift certificate, and it comes witha catered luncheon for everyone who submitted a CIP during Location Romaniathat quarter. The final results–profits grew from $5 million to$30 million.Despite these success stories, most businesses do a terrible joblistening to and involving their employees. A Towers Perrinsurvey of 3300 employees show an increase from 25% to 30%last year who say supervisors have ignored their interests whenmaking decisions that affect them.Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businessesimprove communication, reduce turnover, increase sales, hire better people and deliver bettercustomer service. As President and founder of Chart Your Course International he hasimplemented professional development programs for thousands of organizations globally. He hasauthored nine informative books including 401 Proven Ways to Retain Your Best Employees. Helives in Chapel Hill, NC.. Sign up for his free Navigator Newsletter by visitingwww.ChartCourse.com or call (770) 860-9464 London • Luton • Oxford • Cambridge 11 Monthly edition only for active businessmen

How to Interview Ponder for a moment the last person you hired. After and Hire you selected them, did they work out as intended? Or Top People did they turn into somebody totally unlike what you thought when you interviewed them? Each The most important aspect of any business is recruiting, and selecting, and retaining top people. Research shows those Every Time organizations that spend more time recruiting high-caliber people earn 22% higher return to shareholders than their industry peers. However, most employers do a miserable job selecting people. Many companies rely on outdated and ineffective interviewing and hiring techniques. This critical responsibility sometimes gets the least emphasis.London • Luton • Oxford • CambridgeHiring and interviewing is both art and science. Refusing to improve this vital process will almost always guarantee you will be spending money and time hiring the wrong people. Here are several reasons why traditional techniques are inadequate: • The majority of applicants “exaggerate” to get a job • Most hiring decisions are made by intuition during the first few minutes of the interview • Two out of three hires prove to be a bad fit within the first year on the job • Most interviewers are not properly trained nor do they like to interview applicants • Excellent employees are misplaced and grow frustrated in jobs where they are12 unable to utilize their strengths Monthly edition only for active businessmen

Hire the best and avoid the rest. Cisco CEO John Chambers said, Behavior Based Questions“A world-class engineer with five peers can outproduce 200 regularengineers.” Instead of waiting for people to apply for jobs, top Behavior Based Questionsorganizations spend more time looking for high-caliber people. An Behavioral based questions help to evaluateeffective selection and interviewing process follows these five steps: the applicant’s past behavior, judgment, and initiative. Here are some examples:Step 1 — Prepare. Prior to the interview make sure you understandthe key elements of the job. Develop a simple outline that covers the • Give me an example when you . . .job duties. Possibly work with the incumbent or people familiar withthe various responsibilities to understand what the job is about. • Describe a crisis your organization faced andScreen the resumes and applications to gain information for the how you managed it.interview. Standardize and prepare the questions you will ask eachapplicant. • Tell me about the time you reached out for additional responsibility.Step 2 — Purpose. Skilled and talented people have more choices andjob opportunities to choose from. The interviewer forms the • Tell me about the largest project you workedapplicant’s first impression of the company. Not only are you trying to on.determine the best applicant, but you also have to convince theapplicant this is the best place for them to work. • Tell me about the last time you broke the rules. London • Luton • Oxford • Cambridge 13 Monthly edition only for active businessmen

Step 3 — Performance. Identify the knowledge, attributes, and skills Situational Based Questions the applicant needs for success. If the job requires special education or Situational based questions evaluate the licensing, be sure to include it on your list. Identify the top seven applicant’s judgment, ability, and knowledge. attributes or competencies the job requires and structure the interview The interviewer first gives the applicant accordingly. Some of these attributes might include: a hypothetical situation such as: • What authority the person has to discipline, hire, and/or fire others “You are a manager, and one of your emplo- and establish performance objectives yees has just told you he thinks another • What financial responsibility, authority, and control the person has worker is stealing merchandise from the • What decision-making authority the person has store.” • How this person is held accountable for performance objectives for their team, business unit, or organization • What should you do? • The consequences they are responsible for when mistakes are made • What additional information should you Step 4 — People Skills. The hardest to determine, as well as the most obtain? important part of the process, is identifying the people skills a person bring to the job. Each applicant wears a “mask.” A good interviewing • How many options do you have? and selecting process discovers who is behind that mask and determines if a match exists between the individual and the job. By • Should you call the police? understanding the applicant’s personality style, values, and motivations, you are guaranteed to improve your hiring and selecting process. Article sponsored by PC Tronic Obviously many jobs, particularly sales jobs, require a high degree of people contact. By placing someone in this job who dislikes interaction with others would be a mismatch, affecting his or her job performance. Pre-employment profiles are an important aspect of the hiring process for a growing number of employers. By using behavioral assessments Rank of company Location Hungary and personality profiles organizations can quickly know how the person will interact with their coworkers, customers, and direct reports. They provide an accurate analysis of an applicant’s behaviorsLondon • Luton • Oxford • Cambridge and attitudes, otherwise left to subjective judgment. The D.I.S.C. Assessment and the Personal Interests, Attitudes and ValuesÔ are popular and useful tools. Step 5 — Process. The best interview follows a structured process. This Just scan QR code doesn’t mean the entire process is inflexible without spontaneity. What it means is, each applicant is asked the same questions and is scored with a consistent rating process. A structured approach helps avoid bias and gives all applicants a fair chance. The best way to accomplish this is by using behavioral based questions and situational questions.14 Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve communication, reduce turnover, increase sales, hire better people and deliver better customer service. As President and founder of Chart Your Course International he has implemented professional development programs for thousands of organizations globally. He has authored nine informative books including 401 Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464 Monthly edition only for active businessmen

Questions to Know and Interview You become a valuable contributor to the corporate balance sheet by hiring quality people the first time. If you control the costs of a bad hiring decision, you can impact thebottom line in your organization. Mistakes go beyond losing theservices of one person. There are administrative expenses andindirect costs to the business, including diminished productivity inthe weeks before the employee leaves. Increased workloads, andthe disruption in operational flow for the people who remain,reduce the effectiveness of everyone.In preparing for the interview, decide what you want to know. Askeach candidate the same or similar questions. It is much easier tocompare candidates if you measure everyone against the samecriteria. If you develop your questions before the interview, basedon the information you need to know, you can increase yourconfidence. It’s true you’ll probe for additional information basedon individual responses, but you’ll still initially ask each candidatethe same or similar questions.Questions on employment application forms and those askedduring pre-employment interviews have traditionally beeninstruments for early elimination of “unsuited” or “unqualified”people from consideration for employment. They are also used torestrict or deny employment opportunities for women andminorities. Therefore, be sure you ask only job-related questions.Some of my favorites include behavior-based questions. Ask thecandidate to share past successes and failures.Fine-Tune Interviewing SkillsMost schools and organizations do not teach their managers how Monthly edition only for active businessmen

to interview. Often we hire people for the wrong This SIMPLIFIES the process, SAVES you time, and makes the reasons and wind up with employees that are a bad interview less STRESSFUL, and more productive. fit for the job and the department. Many people hire Prior to the interview, use this book to select the applicable only those people they think are like them. questions you need to ask based on the position you need to hire. Avoid Legal Problems Questions are subdivided into logical categories making the Asking the right questions helps insure legally process even simpler. The categories are: compliant interviews. Good questions keep you focused and help you maintain control of the Chapter 1- Education-Research indicates people who did not use interview. The best questions are probing, and their abilities in school will not give their best on the job. You will require the candidate explain the “who,” “what,” learn how to effectively explore the candidate’s educational “when,” “where,” “why,” and “how” of their skills background. and work experience. Candidates can easily answer the “what” questions. But the “how” questions Chapter 2 – Work experience-Some of the toughest and most require candidates to explain in detail how they did revealing questions fall under this category. You will learn how to something. If they have not done it, they won’t be gain the information you are seeking, how to listen for specific able to fake it. It is nearly impossible to answer the answers and think in terms of your needs. “how” question and show depth and knowledge without having performed the task. Chapter 3 – Initiative-Initiative cannot be taught! It is a trait Some managers hire purely on “gut feelings” or many managers value highly in employees. You will learn to probe intuition. That can also lead to disastrous results. to find out if the candidate is a self-starter, or needs a lot of They both play a role in the hiring process, but encouragement to get the job done. should be used as a confirmation after a series of pre-planned questions are asked during theLondon • Luton • Oxford • Cambridge interview. Beyond the questioning, hire for attitude–everything else is secondary. Then if necessary, train for required skills. There is a prophetic axiom that applies here: “People are hired for aptitude and fired for attitude.” Because of the keen competition for talent, recruiting and hiring people who are eager to learn may be your best strategy. It is important to note most organizations grow their own talent through training. Lack of Preparation The biggest mistake managers make is not properly preparing for the interview. We have simplified the process. We have created a guide loaded with 350 great interview questions. When used in a systematic approach to interviewing, they will help you get the information you need to hire the16 best person for the job. Monthly edition only for active businessmen

Chapter 4 – Leadership – Effective leaders know how to delegate, Hire the Best manage a meeting, gain cooperation, and resolve conflict. You will and Avoid learn how to look for weaknesses in the candidate, that will be the Rest: revealed in answers to your questions. Employee AssessmentsChapter 5 – Interpersonal Skills – You want to identify and hirepeople with outstanding interpersonal skills. You will learn toaccurately measure the candidate’s ability to get along with others.You will learn to identify people with positive outlooks!Chapter 6 – Sales – Turnover is often high in the field of sales. Finding and placing the right person in the London • Luton • Oxford • CambridgeHigh self-esteem is an important ingredient in a successful sales right job is critical to success. Now that theassociate. You will learn to identify how the candidate organizes economy is improving that is no reason to 17time, sets goals, manages priorities, handles disappointments, and lower your standards and hire the first person whodifficult customers. walks through the door—a dreadful strategy. Now is the time to improve you hiring process.Chapter 7 – Problem Solving/Decision Making – These behavior- The difficulty lies not in FINDING people, butbased questions will help you determine whether or not a candidate SELECTING the RIGHT person. Have you evercan accept authority, delegate when necessary, and follow through faced this situation?on assignments. You will learn to look for basic intelligence, The new person you just hired had an impressivecommon sense and maturity, and how they handle problems and resume. He answered all the interview questionsopportunities. correctly. The background check came back with no blemishes. He seemed like the right person for theChapter 8 – General Questions – This final selection of questions position. You even had him interviewed by twoexplores a variety of areas. You will learn to decide what you want to other managers. However, his first week on the job,ask, and stick to your list. You will learn how to use these questions he had two employees in tears and one of your bestto get a final perspective on the candidate, and successfully workers quit. Was this a case of Dr. Jekyl or Mr.complete your interview. Hyde? Where did you go wrong? One bad hiring decision can damage or in this caseGreg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve “kill” a healthy organization. Take notice–jobcommunication, reduce turnover, increase sales, hire better people and deliver better customer service. As interviewing alone is unreliable in today’s market.President and founder of Chart Your Course International he has implemented professional development One reason interviewing by itself is unreliable isprograms for thousands of organizations globally. He has authored nine informative books including 401 because most of today’s job seekers are proficient atProven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator interviewing—they already know what to say andNewsletter by visiting www.ChartCourse.com or call (770) 860-9464 how to answer your questions. They can put onArticle sponsored by PC Tronic a good “presentation” and bluff their way through. Even the best interviewer has trouble seeing past Location Hungary the superficial image and identify an applicant’s true attitudes and behavior patterns–their ability to Rank of company interact with others. Furthermore, job resumes are often exaggerated and unreliable. What makes Just scan QR code matters worse, many companies do not properly train managers in interviewing techniques. Monthly edition only for active businessmen

A better approach in needed. Many organizations the employees said they quit their last job because of the poor are turning to behavior assessments and management skills of their supervisor. personality trait testing for both hourly workers Often people get hired, and in other cases promoted, for the wrong and managers. Back in the late ‘90s, only five reasons. Many times supervisors have not had the benefit of proper percent of Fortune 500 companies used some training and development. Soft skills or what is called Emotional type of assessment. Today, that figure is climbing Intelligence (EQ) can also be measured and individuals can benefit to 65 percent. A year 2000 study by the American from these assessments. Management Association showed nearly half of On the market today, there are many varieties available. There are the 1,085 employers polled use at least one specialized sales assessments for sales professionals, management, assessment in their interviewing process. or pre-employment assessments. Javier Lozano, SPHR, an organizational Hundreds of organizations are using a special version of the DISC capability coordinator for Chevron USA, recently assessment, which identifies the eight common behavior patterns told HR News, “A validated pre-employment test found in most people. The reason this is superior is its simplicity, can be a strong predictor of future performance validity, accuracy, and availability on the Internet 24 hours a day. and whether an applicant is a good fit for the job. Individuals or the employer receives a personalized 25-plus page If used correctly, a validated test can be one of the report that can be used for either hiring, coaching, or development best retention tools available to the employer.” purposes. This report provides detailed information on the individual’s: For example, many companies are using integrity assessments that measure the “six deadly sins” of • Value to the organization a bad hire. It identifies applicants who may steal • Communication preferences from the employer, engaged in computer and sick • Ideal work environment leave abuse, workplace aggression, and other • Motivation needs counter-productive behaviors. • Management expectations and needs QWIZ Inc. has several automated tests that help • Areas of improvement measure basic job skills such as word processing, • Areas for improvement computer skills, and basic reading and • Leadership strengths on a ranking scale from 1-10 mathematics. They also have a product that can help select better applicants to work in callLondon • Luton • Oxford • CambridgeGreg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve centers. communication, reduce turnover, increase sales, hire better people and deliver better customer service. As One bank using assessments selected people who President and founder of Chart Your Course International he has implemented professional development sold $60,000 in more services and products programs for thousands of organizations globally. He has authored nine informative books including 401 annually. A manufacturing company hired Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator people who generated $21,600 more per year Newsletter by visiting www.ChartCourse.com or call (770) 860-9464 than the company average, and $42,000 more than those who received failing scores with Article sponsored by Biver Grup assessments. By combining a behavioral interviewing process with assessments, Ritz- Location Ukraine Carlton hotels reduced their turnover from over 100% to less than 30%. Rank of company18 One of the key factors leading to high turnover is the relationship between the employee and his or her supervisor. In a survey we conducted, 42% of Just scan QR code Monthly edition only for active businessmen

Ranking TOP10#6/2017 L o n d o n Luton Oxford CambridgeELEMENTS 23-394 1.220.000 CBPPRIME SOLUTION BL. R1 B 830.000 CBPJOHN DEEREE 2100 810.000 CBP 720.000 CBPPC TRONIC 5700 680.000 CBP 580.000 CBPBIVER GRUP 01044 560.000 CBP 500.000 CBPARCHITEKTONICKE MODELY 11300CNC CHABEN 91501DYNAMIC 3D 84103KREDIT STAV We2005 300.000 CBPJASNA APARTMANY 03101 200.000 CBP CBP means - Collected Business Points TcoStsTApvAUoNiHIOwCTMTTBTpIcaonmnyrofuapreyehhohoucesuutieoncomalmcrthtcpatpeepatcsnsammueiohedghhuwhetbmrnieeltpdrepflvhuan1ieeeorronbatsyikostrueaoiazielfmcie0rsnotiedtslfizaocrctifphcscttsylotirmiantiieketaoorysraereCpopocoofittoedein,onswmldnroiussnatnfo,fe(tvottmdweegierrhhaqitrpm\"qowngefartcrnhxowsetDheiuoievuunrohietgaeotteupaieoatteveaeeridoeaspcbiicsrassplgncrlrraot:fsdhp-aii-uneiainmghaourteafntorrheav-yiriuaayuognrdliataoeonscaraadrimfls-sreincslsceftteuEfcpicoaete,ysiahkfthenlsiduksraanblnfaea:obpasiciaiatulelcgccgipbnatutnhranuiatetnlirekcthhsrshluigniseetdcstsaktamloeithaihne-rsshdC,oinyleptentfgetor:,eifen,vhgls,ynsdacl-.oecordoiploeeageatcsuaenbofereaacrmatmwleromslnsvevdfohyroicmeiametseeoeoffeimtmussosbcteirnllmnfpaatlpmrioa,iaiodacaesrgnultdannppettitooheflcpndbtniitigdioromcetmrecsyoSodnsliistgourpiledv)nrlehtewse/spaayrtarusiesinehasetsnantridestvawrtynsedsdanaidc.bosetikzdtinbonycPoe,sasri,reaeodneyobdimieIristgtteifndsSeucicsenapassinotpsetmOi.nhnodlptalgtniesoBhoyitseAugve;.intaagowefg\"ecureetpplilechint,afislrsTmop.mhoaintt.wceipsciotrhlnemdecoseiploaecieedgeyoianntlniprponshpoeanupsttttramsgiihataaolgnpinaneiyasrdlentveiptllfyyttotnialtnfemtaeecpy'hhdceimoesnabmamehiceeulienytsuge,amtnisxpepasosemggnttoipfrntrapinsnarsofhtonydopgn,aahe.hfzteveesloecenceiowosdeeanstrrttrusayd.dsleimheislocodebnioMdctBatcfenoygfpiuathsobuatirwmsdhowtneogsscochaenaieedaoarinpenr,adtzsunlcderhgilsii.tconoesdsenTueebtsvecmneecrrehcrtioe.vthi-degomogmcnuineooTruaagseboodenpuiehpruladnnoecssoerbPcsemtretomigyithoaaddndifyetleiioiteuincnbrtbhonoosicssttyyecnsssrf,;tt

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Using Assessments to Develop Managers and Others for Professional and Personal GrowthYou have worked hard to hire and train a good “Success in the knowledge economy management team. George has worked with you comes to those who know themselves, for three months. His communication style is their strengths, their values, and howdirect. He has many good ideas and is good at starting they best perform.”projects, but weak on finishing what he starts. Mary, on theother hand, is good at details. She finishes what she starts, Peter Druckerbut seems to lack initiative. Jose is a great teambuilder andkeeps the team motivated. His only weakness is time Assessments can help: London • Luton • Oxford • Cambridgemanagement. He has to be reminded to finish his projects • Individuals identify their strengths, know which jobs theyon time. Victoria is bright and intelligent, but is not are best suited for, and design a development plan tosociable. She prefers to stay in her office and send email overcome shortcomings.messages to those she works with. You ask yourself, “Why • HR managers predict a job applicant’s success before theycan’t everyone just be like me?” are hired.In my younger days, I had a narrow approach to managing • Business owners understand the temperament and workothers. I believed people who did not respond to my style of individual employees and managers.management style were DEFECTIVE. I evaluated everyone • Supervisors can give performance feedback to people inwith the same broken yardstick. I now know I was wrong.There are eight different, but predictable work styles or a style they understand and accept for improvingbehavior patterns common in people. performance and accelerating professional develop-ment.Toxic management. In the workplace, individuals and • People enhance communication, understanding, andmanagers unaware of these behavior patterns will improve personal relationships.unintentionally damage their personal effectiveness. • Sales managers select, hire, develop, and motivate superWhen a manager understands these unique differences sales people.then they are in a more powerful position. They are betterable to manage, understand, and lead people toward One client company used assessments to improve their 19higher levels of productivity, lower frustration, higher hiring and recruiting process. Previously, they made hiringmorale, and better retention rates. decisions based on the candidate’s resume and then hiredMany organizations are turning to behavior assessments the person based on their “gut” reaction. Once hired, many ofand personality trait testing for both hourly workers and these new people created friction, had bad work ethics, andmanagers. Back in the late ’90s, only 5 percent of Fortune their attitudes had a negative impact on their coworkers.500 companies used some type of assessment. Today, thatfigure is climbing to 65 percent. A year 2000 study byAmerican Management Association showed nearly half of1,085 employers polled use at least one assessment in theirinterviewing process. Monthly edition only for active businessmen

Emotional intelligence. By using assessments theycreated a visual benchmark (graphic) of their “top”performers. They used another profile to identify the values,emotional competencies, and behaviors needed for successbased on the requirements needed by each department. (E.g.sales, customer service, management, tech support, qualityassurance, etc.)They had a roadmap for success. They identified thebehavior patterns, communication styles, motivations, andattitudes of their top employees. In other words, they clonedtheir top performers.These assessments measure individual attitudes, values,personal interests, and behavior with 85% accuracy. Now thecompany is able to screen out applicants who may have goodinterview skills, have a great resume, but none the less are notsuited for the job. The process saves them thousands ofdollars in costs and reduces a lot of frustrations. Most assessments available on the market today canLondon • Luton • Oxford • CambridgeSuccessful management development be administered on the Internet and generate an programs first begin with self-analysis. amazing amount of detail. One assessment we are When you understand behavior styles, then familiar with provides over 25 pages of information you have a roadmap for improved potential including: and enhanced communication. One • General characteristics assessment identifies eight unique • Value to the organization behavior patterns people fall into depicted • Checklist for communicating on a wheel. The behavior styles are: • Don’ts on communicating • Implementor • Ideal work environment • Conductor • Perceptions • Persuader • Keys to motivating • Promoter • Keys to managing • Relater • Areas for improvement • Supporter • Ranking of 12 leadership competencies • Coordinator • Action plan for improvement • Analyzer20 Monthly edition only for active businessmen

As a management consultant, I am asked to work with groups ofpeople who experience difficulty working together and/or meetingobjectives. I worked with one organization that failed to reach theirsales goals.After completing a behavior assessment on each of the directors, theproblem was clear. The executive director and two assistant directorspossessed the same personality style–all three of them dislikedconfrontation. Their natural tendency was to go overboard to pleasepeople. They did like to hold people accountable. After theyunderstood their natural tendencies, they were able to adapt andmanage more effectively.Developing people is less expensive than firing them. Byunderstanding behavior differences an organization can align anemployee’s motivations with the company’s mission. Assessmentsalso help individuals reduce conflict and get along better.Furthermore, coworkers appreciate each person’s unique strengthsand abilities. With this knowledge organizations and managers canmaximize the abilities of their workforce in ways to help make allemployees star performers.Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improvecommunication, reduce turnover, increase sales, hire better people and deliver better customer service. AsPresident and founder of Chart Your Course International he has implemented professional developmentprograms for thousands of organizations globally. He has authored nine informative books including 401Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free NavigatorNewsletter by visiting www.ChartCourse.com or call (770) 860-9464 Article sponsored by CNC Chaben Location SlovakiaRank of company London • Luton • Oxford • Cambridge 21Just scan QR code Monthly edition only for active businessmen

London • Luton • Oxford • Cambridge “Carol A. Hacker” Hire the Best and Forget the Rest The costs of bad hiring decisions can sneak up on an organization and ambush profits, competitiveness and market share, not to mention affect employee retention and morale. It’s no secret that costs increase when the same hiring errors are made repeatedly. Although we hope to learn from our mistakes, unfortunately that’s not always the case. When it comes to bad hiring decisions, the cost to replace a misfit can be astronomical. How confident are you in your selection process? Are you tired of fighting for good people? Is your team’s performance a casualty of high turnover? Are you disappointed when what appears to be a good hire becomes a discontented troublemaker? Are you facing a labor shortage, or could it be you’re facing a shortage of skills? You become a valuable contri- to compare candidates if you butor to the corporate balance measure everyone against the sheet by hiring quality people the same criteria. If you develop your first time. If you control the costs questions before the interview, of a bad hiring decision, you can based on the information you impact the bottom line in your need to know, you can increase organization. Mistakes go beyond your confidence. It’s true that losing the services of one person. y o u ’ l l p r o b e f o r a d d i t i o n a l There are administrative expenses information based on individual and indirect costs to the business, responses, but you’ll still initially including diminished productivity ask each candidate the same or in the weeks before the employee similar questions. leaves. Increased workloads, and the disruption in operational flow for the people who remain, reduce the effectiveness of everyone.22 In preparing for the interview, decide what you want to know. Ask each candidate the same or similar questions. It’s much easier Monthly edition only for active businessmen

Questions on employment application forms and during pre-employment Carol Hacker is a human resource consultant,interviews have traditionally been instruments for early elimination of speaker, and trainer who ranks among the experts in“unsuited” or “unqualified” people from consideration for employment. the field of recruiting and retention issues. For moreThey’re also used to restrict or deny employment opportunities for women and than two decades, she’s been a significant voice inminorities. Therefore, be sure you ask only job-related questions. Some of my front-line and corporate human resourcefavorites include behavior-based questions that ask the candidate to share past management to small businesses as well assuccesses and failures. Because your number one job as a hiring manager is to Fortune500 companies. She’s the author of thedetermine the candidate’s weaknesses, you might want to ask some of the highly acclaimed books, Hiring Top Performers-following questions when you interview: 350 Great Interview Questions For People Who• Give me two examples of things you’ve done in previous jobs that demonstrate Need People, The Costs of Bad Hiring Decisionsyour willingness to work hard. & How to Avoid Them, The High Cost of Low• What could your past employers count on you for without fail? Morale …and what to do about it, and 450 Low-• Tell me about the last time you lost your temper at work. Cost/No-Cost Strategies for recognizing, rewarding• In your last job, what problems did you identify that had previously been & retaining good people, Job Hunting in the 21stoverlooked? Century-Exploding the Myths, Exploring the• Tell me about a time when you were disappointed in your work performance. Realities and 366 Surefire Ways to Let Your• What motivates you to put forth your best effort? Employees Know They Count. Carol can be reached• Describe your ideal boss. at 770-410-0517 or [email protected]• What could your last employer have done to convince you not to leave?In summary, you’ve got the power to prevent a job interview from becoming ahiring disaster! You’re the gatekeeper. Ask the right questions. Listen carefullyto the answers. Gather versus give information; follow the 80/20 rule – listen80% of the time and speak only 20%. It’s the best way to find out if thecandidate matches your job requirements. Go here for 350 Great InterviewQuestions.Article sponsored by Kredit StavRank of company London • Luton • Oxford • Cambridge Location SlovakiaJust scan QR code 23Monthly edition only for active businessmen

The CBI is a contemporary Honesty 1. Dependability Concerns. Low integrity test—a cost- and scorers are dependable, conscien- effective pre hiring and screening procedure for identifying tious, and reliable. High scorers can job applicants whose behavior, be undependable, careless, lazy, and disorganized. attitudes and work-related values are 2. Aggression Concerns. Low scorers likely to interfere with their success handle their feelings well and are unlikely to be disruptive. High Integrity as employees. The CBI consists of an objective questionnaire that can be Tests scorers can be aggressive, hostile, completed by the job applicant in disruptive, and have poor control of about 15 minutes. their anger. Get the Counterproductive Behavior 3. Substance Abuse Concerns. Low Index toStop Bad Hires scorers have no problems with Every single day employees don’t identified below, a measure of overall or alcohol and/or illegal drugs. High show for work on time, steal cash and total concern, and an assessment of self- scorers report substantial use of inventory, surf the web, e-mail on serving response bias. alcohol and/or illegal drugs and may company time, and disrupt the The other form is a paper-and-pencil be disruptive. workplace. It is burning up billions of version in which applicants answer the 4. Honesty Concerns. This is similar dollars of profits and inventory each questions on an answer sheet that is then to an honesty test. Low scorers have and every year. This test measures hand-scored and profiled by the test n o p r o b l e m w i t h w o r k p l a c e a person’s integrity and honesty. administrator, yielding the same dishonesty. High scorers have the FACT #1: Unscheduled absenteeism information as the computer-based potential for dishonest behavior in may be costing you as much as $755 version. The content of the two forms is the workplace. per year per employee. identical, and there is no reason to 5. Computer Abuse Concerns. Low FACT #2: 7% of employees believe believe that the scores yielded by the two scorers use their workplace com- it’s okay to sabotage their employer’s forms are not comparable. puters only for work-related uses. computer system. The Counterproductive Behavior High scorers use their computers in FACT #3: 6% of job candidates have Index™ is the most cost-effective ways that are unrelated to their work had a criminal conviction in the last 7 screening prodedure to identify these years. high risk work-related attitudes and F A C T # 4 : 4 6 % o f i n v e n t o r y behaviors:London • Luton • Oxford • Cambridge shrinkage is a result of employee • Substance Abuse theft. • Dishonesty FACT #5: 40% of workers admit to • Computer Abuse making personal use of company • Lack of Dependability e-mail and shopping online at work. • Workplace Aggression The Process • Sexual Harassment There are two forms of the counter- The Six CBI Scores productive behavior index (CBI) test. Either by using the scoring key (for the One form is administered, scored, paper-and-pencil version) or auto-24 and interpreted by computer. It matically (with the computer-based yields an objectively generated report version), the CBI yields six scores. The addressing degree of potential basic meaning of the scores are as concern about the six major areas follows: Monthly edition only for active businessmen

activities or are disruptive to their work. Article sponsored by Elements6. Sexual Harassment Concerns. Low scores are unlikely to engage ellementsin sexual harassment at work. High scorers have attitudes and Rank of companybehaviors regarding sexuality that are likely to be considered as Just scan QR codeharassment by the opposite sex. Location Czech Republic7. Overall Concerns. Low scorers report few instances of workplacedeviance. High scorers report a wide range of deviant behaviors inthe workplace (Integrity) and are likely to be problematicemployees.The Overall Concerns score is included in order to help identifyapplicants whose individual scale scores might all fall below thecutting score for inclusion in the Concern category, but whose totalscore does identify them as worthy of special attention. It isimportant to note that high Overall scores still require a closeexamination of the six individual scale scores.Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improvecommunication, reduce turnover, increase sales, hire better people and deliver better customer service. AsPresident and founder of Chart Your Course International he has implemented professional developmentprograms for thousands of organizations globally. He has authored nine informative books including 401Proven Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free NavigatorNewsletter by visiting www.ChartCourse.com or call (770) 860-9464 London • Luton • Oxford • Cambridge 25 Monthly edition only for active businessmen

Hiring Top Talent: Luck or Logic? “Tri Metrix -Job Benchmarking” The story repeats itself over and over again, in every business: “Our new hire had all the right experience, good references, and interviewed like a champ! But here it is six weeks later, and he’s not working out. We can’t ignore the fact that he’s wrong for the job, and we made a hiring mistake. Now, we have to start all over again!” Better luck next time? Not necessarily – that is, if you continue to select talent the way you always have, hoping that you’ll be luckier next time! According to research by Michigan State University, the typicalLondon • Luton • Oxford • CambridgeSo, now that talent churn has been proven as a interviewing process in use by most companies is at best only 14% serious negative impact on your company’s effective in predicting successful job hires. The remaining 86% bottom line, what are the options to remedy keeps your recruiting manager extremely busy managing the ineffective hiring practices? Choose one: proverbial revolving door of resumes, applications, hires, and fires. In turn, your business profits suffer from lapses in staff 1. Interview more people, faster! coverage that equate to lost opportunities, erosion of customer 2. Throw all your resources at recruitment! satisfaction, continual training expenses, and burnout for the 3. Find and implement a more effective remaining employees. That’s not counting your plummeting process! business reputation as seen by the outside world. Negative impact is so serious from continual talent churn that studies now If you chose “C” above, then you are on the show it is a contributing factor to the decline of company stock right track. You are beginning to realize that prices – and a reason for quality employees to carefully avoid continuing to hire as you always have will not working for those companies. move your business forward successfully. Today, with intangible assets (intellectual26 talent) accounting for up to 80% of the total market value of US corporations, something has to change. A new emphasis on identifying and retaining top talent is far overdue. Monthly edition only for active businessmen

One such emphasis is on creating a clearer definition of the How does your business currently measure human London • Luton • Oxford • Cambridgekey jobs your company has to fill. You will have a much performance against the KEY ACCOUNT-ABILITIES ofbetter chance of finding the right fit for a job if you DEFINE your critical jobs?THE JOB and then HIRE THE MATCHING TALENT to fill Do you have the right talent in place NOW for the uniqueit. A logical approach, the concept is still too new for many challenges of today’s evolving business world?businesses to comprehend, as they repeatedly practicetalent mismanagement through “fire, ready, aim” instead of TriMetrix System enables businesses to benchmark“ready, aim, fire!” Besides, is it possible to measure a JOB jobs and assess the talents they require forand then apply the SAME measurement to TALENT? maximum performance. The process can be appliedYes, you can do it. You can define jobs and identify matching and reapplied to any job, anytime in a constantlytalent with factual, unbiased measurements to improve the changing business environment.rating on your company’s talent management scorecard. It’s The TriMetrix System has been developed for aa matter of beginning your next hiring process by assessing multitude of business applications, including:the JOB first, and quantifying its top 3-5 “key • Job Benchmarkingaccountabilities.” The result will be a template for • Talent Selectionobjectively assessing and hiring MATCHING TALENT. • Employee CoachingAdd this new assessment methodology to your current • Employee Developmenthiring process to help prevent poor hires, and the related • Performance Appraisalsdrain on your business profits. Investments made in • Succession Planningselecting the right talent for evolving jobs continue to be the • Organization Developmentmost valuable investments in the future success of any Begin today with a review of how the TriMetrixbusiness. You can increase your “luck” in finding the right System can contribute to the successful applicationperson for the job by adding a new and measurable “logic” to of TALENT within your organization — and lay thehiring talent! foundation for business success!Article sponsored by PC Tronic Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve communication, reduce turnover, increase sales, hire better people and Location Hungary deliver better customer service. As President and founder of Chart Your Course International he has implemented professional development programs for thousands ofRank of company organizations globally. He has authored nine informative books including 401 Proven 27 Ways to Retain Your Best Employees. He lives in Chapel Hill, NC.. Sign up for his free Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464 Just scan QR code Monthly edition only for active businessmen

Hannibal is Coming to the Company PICNIC!!! “Let me tell you about this great guy I hired! He is a little older, but he passed the interview with flying colors and best yet . . .he loves to work with people. He is fascinating and has great ‘soft skills,’ just what we need around here. I have a gut feeling he is going to be the best sales person we’ve ever hired.”London • Luton • Oxford • CambridgeFinding and placing the right person for the right job is critical to business success. Because of the labor shortage, many businesses feel like they need to lower their standards and hire the first living body that walks through the door—a bad strategy. Job interviewing alone is unreliable in today’s market. Many people with hiring responsibilities are not aware how one bad choice can damage or in this case “kill” healthy organizations. Shortsighted decisions often lead to disastrous results. One reason interviewing by itself is unreliable is because most of today’s job seekers are proficient at interviewing—they already know what to say. They can put on a good “presentation” and bluff their way through. Even the best interview doesn’t give an accurate clue on their reliability and how they interact with their co-workers. . Furthermore, job resumes are often exaggerated and unreliable. A better approach in needed. Many organizations are turning to behavior assessments and personality trait testing for both hourly workers and managers. Back in the late ‘90s, only 5 percent of Fortune 500 companies used some type of assessment. Today, that figure is climbing to 65 percent. A year 2000 study by American Management Association showed nearly half of 1,085 employers polled use at least one assessment in their interviewing process. Javier Lozano, SPHR, an organizational capability coordinator for Chevron USA recently told HR News that, “A validated pre-employment test can be a28 strong predictor of future performance and whether an applicant is a good fit for the job. If used correctly, a validated test can be one of the best retention tools available to the employer.” For example, companies like The Plotkin Group created an integrity survey Monthly edition only for active businessmen

Lecter technically skilled people can’t make London • Luton • Oxford • Cambridge the leap to become good supervisors. that measures an individual’s honesty. It To help develop soft skills hundreds of identifies applicants who may steal merchandise companies are using a special version or money, misuse sick days, give unauthorized of the DISC assessment. The reason discounts and other counter-productive this is far superior to other assess- behaviors. QWIZ Inc. has several automated tests ments is its simplicity, accuracy and that help measure basic job skills such as word availability on the Internet 24 hours a processing, computer skills and basic reading and day. It takes only 10 minutes to mathematics. They also have a product that can complete, score and E-mailed to help select better applicants to work in call anyone in the world within minutes. centers. Individuals receive a personalized One bank using assessments selected people who 26-page report that helps them see sold $60,000 more services and products themselves as other people see them. annually. A manufacturing company hired people Furthermore, this report helps who generated $21,600 more per year than the facilitate a positive dialogue between company average and $42,000 more than those the manager, the team and his or her who received failing scores with the assessment. boss. The personalized report includes By using behavioral interviewing process and beneficial information as to: assessments, Ritz-Carlton hotels was able to • Their value to the organization reduce their turnover from over 100% to less than • Don’ts on communicating 30%. • Communication tips It is bad enough to hire Hannibal Lecter as an • Their ideal work environment employee and much worse to have Hannibal • Keys to motivating them Lecter as a boss. Soft skills or manager’s • Keys to managing them Emotional Intelligence (EQ) is a key factor in • Areas of improvement creating high retention. Many times people get • Action plan promoted for the wrong reasons or good • Ranking on 12 leadership skills / competencies 8Ni4gdYbrpGnelere60eordootvew01utubgCgeerca-rsrlPhaSelol9Clermacmypto4tpuout.msvie6esurtetrlnreh4Hhonson’bameesHvtyWveecIehivnrrlupaal,itt,hyrsssetioeesiinrantgrlnNictpuvgnorarCetia-gethcdRima.eoeow.sde.nrsbetegwaaudesAlSiswfaniokihnslng.eerYeiCenPnsysoh,ehrntseuahhaoueisrrsoinstptireCduBfeisoiemsome,fbrnaosumcpentptrrotldrasteaEnoeetsmnhmsirv.vducieepspeoolnetflfmicotboonfeouoyprgdomoenoel,eerredkpmagsescarna.rouanNdinlfndnoHlaieticzfvrsdc(elaasiaue7Cgitiltldnio7iiahiovoiivnt0annneoneargg)ssrr,lt Article sponsored by John Deere Rank of company Location Austria 29 Just scan QR codeMonthly edition only for active businessmen

How to Build Customer Loyalty and Make More MoneyMany businesses are not makingLondon • Luton • Oxford • CambridgeFacts: as much money as they can. Just because a customer buys • A satisfied customer doesn’t mean they are loyal customers your product or uses your service doesn’t mean they will come back. Don’t view • We traditionally overspend on new customers instead of developing loyal customers as a one-time event. Build customers. a relationship with them. What else do they need? Will they forget you once they walk out • Forum Corporation showed that up to 40% of the customers in its study who the door? A customer represents a con- claimed they were satisfied, switched suppliers without hesitation. tinuous revenue stream, not a one time purchase. You want to build a loyal customer • A Harvard Business Review study reported that 65-85% of customers who not merely a satisfied customer. switched suppliers said they were satisfied or very satisfied with their former supplier.30 • An average American company loses 15-20% of its customers each year. “Businesses can boost profits 25-85% by increasing customer retention by as little as 5%.” (Jill Griffin, author of Customer Loyalty: How to Earn It, How to Keep It ) Monthly edition only for active businessmen

A Rockefeller Study discovered several Host an off-site meeting for key customers - Take them to London • Luton • Oxford • Cambridgereasons why customers defect. a remote location and provide them with a few classes to help their business. Find out how your company is meeting their14 percent left because they did not answer needs. Build a relationship.their complaints Talk to Your Front-Line People - Find out what is going on9 percent left because of the competition by talking to your staff. Most of the time they know the problems9 percent left because they moved and the solutions.68 percent because of no specific reason Collect E-Mail Addresses - Studies show that people are more likely to read and do something with E-mail. PeriodicallyKnowing these facts should motivate us to send updates, tips, facts and stories to your client list. Make suredevelop a plan to build loyal customers. you don’t abuse E-mail. Don’t spam people, probably onceHere a few innovative ways to improve a month is fine.customer loyalty: Avoid Mailing Labels - If you are like me, I sort my mailEstablish a customer focus group-Invite standing up in front of the trash can. I make one pile to open andsome of your customers to come to the ones with mailing labels usually go unopened into the trash.a periodic meeting and provide incentives. Hand address or use laser printers on your envelopes. Use Colorful Postage Stamps - If possible, avoid bulk mailing, metering and “plain Jane” stamps. Colorful stamps get 31 attention and usually get opened. Discover Your Competition - What you don’t know could make a major difference. Talk to your competitors and your competitor’s customers. Pizza Hut didn’t begin delivering pizzas until Dominoes arrived on the scene. Monthly edition only for active businessmen

Steal Ideas - Look at other industries and find out what they do resourceful and attractive. Get an address that you can apply to your business. Don’t get tunnel vision and and put in on all of your promotional only look at similar businesses. materials, business cards and stationary. Be Different - Americans love trends and the zany. Do Call us if you need advice on how to do it and something unusual, funny or maybe even a little strange. Stand who to use. out from the crowd. The owners of a successful furniture store in Key Customer Representative - Hire or Boston dressed up like the Lone Ranger and Tonto and rode appoint a special employee to do nothing but through their parking lot on horses. They also build a state-of- keep in touch with your special customers. the-art 3D, animated theater inside their store for children. Now This person can call, visit and send parents can drop off their kids and go shopping for furniture. information to these customers. They can let This store has the highest sales per square foot of all furniture customers know of new services and stores in America. In keeping with this idea consider: products you provide. For example Ritz- Free Tickets - All the blockbuster movies opening every Carlton Hotels has a special department that weekend provides a great opportunity to send your customers tracks and makes a database of customer complimentary tickets. Include a personal note on your likes and dislikes. They post this infor- letterhead with the tickets. mation on a bulletin board outside the Anniversary Dates - Send a special gift on the anniversary you employee cafeteria. began doing business with your customer. A calendar with Treat your employees the way you want your comments like, “On this date you made a difference” or “We customers treated. The front-line person is couldn’t have done this without you.” the most important person in your Shoot This-Send a disposable camera with your logo on it. organization. If they feel management cares However, first take a picture of yourself with your message on a about them, they will reflect the same placard or sign. So when they develop the film they will have your respect to your customers. In fact, yourLondon • Luton • Oxford • Cambridge picture and your message. employees are your internal customers. Hire a Greenhouse - I know a real estate agent who buys viiohstpGnnueiferrscrorenCvihlogtugoiairhrcdngvsaaeigameSipn.mnrwegm,siAlpzwi4ianhltHse0whtcaimPir1’vo.lesrClenee,aPnshssrcNhtieaoegduervCdsletltoaeCptn.pibln.entoeradgoaWsulS,n-flrybesidaheges.uyidnsf.rsscoigeiHoontuuebonmenepeasRdtklshofteeeeoedarrtsyrresaconvpiahifnaoeemliulClotsYoet(pphhpsof7rlaor,omeu7errvrteeae0ceBYdnn)oNdteocnn8spauodsit6vrnurmeoEi0ellCggtmim-viaroinatu9enpuogmrnfl4rr,ooisb6scyreNema4faetIotetenniaerwosdttr.itensvhcr,lHeounterusatraetbtetseioilodanorimonuvinnbkdceeaygesssrl a poinsettia for all of her customers every Christmas. She then Article sponsored by Prime Solution mails a gift certificate to them telling them to go to a local greenhouse to pick them up. This way she doesn’t have to worry about delivery etc. . . Capture a Birthday - Write the birthday date on the back of all the business cards you collect. Then send them a card on their birthday. Surveys - Hire a company or use your employees to call or mail a survey to your customers. Ritz-Carlton hotels and Pizza Hut Rank of company survey up to 40% of their customers each month. Find out what they liked and what they didn’t. Location Romania Newsletters - Send out a periodic newsletter with tips and facts. Put information in about your new products or services. Write a Newspaper Column-Hire a ghost writer or write a weekly, monthly column for a newspaper or trade journal.32 Get a Web Site - For as little as $30-$90 a month you can make your service, sell your products 24 hours a day, worldwide. The Wide World Web is not a fad. Your site should be informative, Just scan QR code Monthly edition only for active businessmen

The Top 9Marketing & Sales StrategiesOliver Wendell Holmes said, “The great thing in life is not where we stand, but what direction we are moving.” No matter what business you work in, a “business as usual” mindset will insure your competitors are makingmore money than you are. If you don’t stand out from the competition you may findyourself stood up by your customers. Now more than ever you have to focus,improve, and possibly even change what you do to attain, retain, and maintaincustomers.Strategy 1. Think big and audit your time. Strategy 3. Build relationships with yourNo matter the size of your business, place customers. For each month that goes by,a mental image in your mind as if you are customers lose 10% of their buying power.the largest and most successful person in Create a customer database and contactyour industry. How much time is consumed them on a regular basis. Mail themby routine office work someone else should a postcard, birthday card, sales flyer,be doing? Spend more time with more newsletter etc. to keep your name, phoneimportant tasks such as marketing number, and service on their mind.strategies, improving customer relations, Strategy 4. Collect E-Mail Addresses. Getand implementing new strategies to permission from your customers to useexpand your services. their E-mail address. Periodically sendStrategy 2. Be different and stand out updates and notices to your client list. Asfrom the competition. Jordan Furniture long as you have their permission andsells more furniture per square foot than avoid overuse, E-mail can be a powerfulany other furniture store in the nation. and inexpensive marketing tool.They transformed their family-owned Strategy 5. Hire top sales people. London • Luton • Oxford • Cambridgebusiness into a multi-million dollar Successful businesses realize the quality ofcorporation by following a principle called their sales staff is critical to sustaining their“shoppertainment.” To surprise employees growth in the marketplace. A top sales-and customers, Barry and Eliot Tatleman person can outsell an average person 4 to 1.dressed up like the Lone Ranger and Tonto Sales people must understand theirand rode horses in their parking lot. They strengths and have a well-defined plan tobuilt an IMax theater inside one store to reach their potential. Many companies canentertain children while their parents provide you sales assessments to bothshopped. When you drive around the back identify top candidates and developto pick up your furniture they provide you currently employed sales people. 33free hotdogs and wash your car windows.Jordan’s Furniture website. Monthly edition only for active businessmen

Strategy 6. Put a shopping cart on your Strategy 8. Use customer service commandments to create good habits. website. Online sales are still growing at a Bates Ace Hardware store located in Atlanta created “Twenty Customer dramatic pace. This is coming from people Service Commandments” modeled after the Ritz-Carlton hotels outlining who want to save time, avoid crowded specific behaviors employees are to demonstrate when dealing with stores, convenience, and the ability to shop customers and fellow employees. For example, “Accompany a customer to outside of store hours. Just consider E-Bay the correct aisle instead of pointing to another area of the store.” They print for example, which generates millions of the commandments on a small card and employees carry it with them at dollars of sales each year. It does not cost work. Furthermore, supervisors reinforce good customer service by anything to set up an account on E-Bay, and quizzing employees on one commandment each day. you pay a proportion based on the cost of Strategy 9. Take your message to the media. Local newspapers and the item you are trying to sell. If you don’t television are always looking for stories and topics of interest. Learn to write want to use E-bay, consider using your own a press release or call your local media outlet about a special aspect of your shopping cart system on your website. By business. The Varsity restaurant in Atlanta featured an employee who had using a shopping cart system, I have worked there for 50 years. This resulted in a two-page spread about the increased my on-line sales by 300%. Click employee and the restaurant. here to see the one I use. Strategy 7. Pay-per-click advertising. oEfocGoorrmrgumcenapagmndllolieuz(ySran7emotiei7cfosia0t.nCht)is’ohHs8nage6r,ltoclr0iubeYv-dtaeto9luislunc4yirgen.6-Ct4CueHorhduneagropeshveeaelskIrHn,eatiiyelnu-lrct,nhnrNaeootarCtieeso.edsn.,sanaSliclinhegoesenn,shiuhnuapiflrstoefiroinbmmrgeh,patttileiseavrmfneprdeeebneootpNteorldaakeivspnainriginondagfctedolsuerspldNiiroivoneneggwrarlbas4lmede0tetts1tveererhPlcobarupyovsmvetvoeiemnsnhietteWirlnppsgraeeoydwrgsvrwiatcbowmeu..ssRCiAnefhoetsaarsriPsntteCrhesoYosuuioidsrmuaesrnenp.dtrBcsoaoenvmosdetf Many business owners are finding classified advertising is not an effective use Article sponsored by 3D Print Szhely of their marketing dollars. Others are finding pay-per-click advertising is an Rank of company Location Austria easier and cheaper way to reach a largerLondon • Luton • Oxford • Cambridge market. Pay-per-click will insure you receive top visibility on websites driving more customers to your door. Advertisers bid on keywords and the more popular the keyword, the more expensive each click is. Prices vary between ten cents to many dollars depending on the popularity of the word. The most popular pay-per-click advertisers are Google, Business.com, and Yahoo. Just scan QR code34 Monthly edition only for active businessmen

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