NEHRA News

But alas, here I was asking for a trash bag from the guy who sells bait at the bottom of my street.

Facts
From my house to the end of the street is a mile long.  Half way down the street from my house is a community playing field. The wind blows from the North East (I surmised this from the percentage of litter hung up on the North East sides of bushes.) Downwind from the field there is a great deal more trash along the sides of the roads. As I walked from my house to the end of the street I became more and more conscious of the amount and impact of the litter.

Feelings
What the heck is this?!? The street looks like a dumping ground!  It’s a beautiful country road and this is how we treat it? This is how we treat each other? This is how you treat me? For pete’s sake, do we need to bring back the weeping native American imploring us to keep America Beautiful?I think we might.

Motivation and Engagement
What compelled me to introduce myself to the bait guy (we had not been previously acquainted) and ask for a trash bag and get it done? What prevented others from seeing or doing the same thing? What compels an employee or manager to see the big picture, consider the impact on others and take initiative? What prevents others from taking those same leaps?

Shared Purpose
On my street we are a collection of houses more than a neighborhood. We wave politely as we drive past and say hello to the joggers and bikers who pass by. We don’t have a set of agreed upon Community Values. Do we expect convenience or cleanliness? We haven’t discussed this.

What are a company’s organizational values? Not the external, hang-on-the-wall type of values but the ones actually in play internally. Do we expect fast or good? Or both? Are we individuals or a team? Or both?

Whether someone is motivated or engaged has to do with whether they know about and care about and believe in the objectives and values at play in the work at hand. Are we all as concerned about property values and year end results as the next guy?

Natural Inclinations
On our street we’ve got take-the-bull-by-the-horns and "I can do it!" types of people. These would include me picking up strangers’ trash and the folks a few houses up who vacuum the lint off their lawn. We’ve got "smell the roses" and "come what may" types of people. These would include the coordinators of the block party and the "recycling is for sissies" type of folks. We’ve all got a place in this neighborhood and—thankfully!—we don’t need to coordinate those personalities and talents on a regular basis. 

At work, we do need to coordinate those individual needs and talents. Or, I should say, organizations would be a boatload more effective if we did coordinate. Wouldn’t it be nice to have a fuller picture of what an organization needed in order to accomplish an objective and, even better, have people who could identify when and how to put their talents into coordinated play with their colleagues?

Motivation and engagement requires knowing yourself and knowing what you’re trying to accomplish. In a team situation it requires understanding what others have to offer toward the goal as well. It’s also helpful to understand each other’s "hot buttons." With this key information we can know when one member’s "cleanliness value" conflicts with another members "privacy value" and therefore decide that this bit of trash can be left for its owner to take care of. (Geez, some people are so touchy!)

The Power of Mine
When I began picking up the trash starting at the end of the street on my way back to the house, I had lots of energy for the idea: I was doing a good deed, I felt responsible, I was contributing to the wellbeing of our neighborhood and setting a good example. Half a mile later, when the bag was heavy with drippy cans and bottles and cigarette packs...well, not so much. But as my energy waned, my sense of personal pride grew. I was closer to my house and darned if I was going to pick up all this up off their sidewalks and not pick up the stuff near my own. 

At work, even big-picture-seeing, initiative-taking employees and managers get tired of taking one for the team. 

Sustaining one’s motivation and engagement requires a clear understanding of one’s own purpose in relation to the work. What, despite others’ goals, is our own reason for being there. Why might we be in it for the long haul? If we don’t know the answer, we risk losing our momentum and connection to the goal.

Shared objectives, an understanding of one’s own and others’ needs and talents, and a sense of true overarching purpose. That’s what it takes. 

About the Author:
Julie Lynch is a management practice expert with over 20 years of experience in executive and management development, employee performance and organizational effectiveness. Her firm, Uncommon Consulting, specializes in facilitating the development of outstanding individuals and teams and has the unique distinction of serving as Master Trainer for Motivation Factor®: the remarkable new framework for achieving lasting motivation and engagement. Julie can be found at www.uncommonconsulting.com and followed at www.twitter.com/UncommonJulie.

 

If your company is poised to add to its workforce, you may be surprised to learn the talent pool has shifted dramatically over the past several months. When the economy plummeted, the only people looking for work were those who were out of work. With an improved economic outlook, "passive" job-seekers (those who are currently employed) are starting to think about exploring other possibilities. A short time ago, these same people felt thankful just to have jobs, but now they feel confident enough to begin job searches. This means the pool of potential candidates may be more plentiful, but these people may also have more options for employment (including staying put!) so competition for finding and hiring top talent has increased. Companies that can move quickly and tailor their interview process to accommodate this changing dynamic - yet still perform the due diligence necessary to make sound hiring decisions - can put themselves in a better position to succeed.

Here is how your company can gain an advantage in attracting this top talent.

Know What You Want
Don't just jump into the hiring process. Have a plan. Talk to managers and staff to determine what your organization REALLY needs and what roles need to be filled within the company. Once you have determined the positions, get specific. Identify the particular skills and experience the people who fill those roles should possess. Where can you be flexible? What skills are non-negotiable? The more you know about the type of candidate you're looking for, the easier it will be to find that person.

Create a Timeline
It is helpful to make the hiring process task oriented and develop a timeline with milestones to keep everyone on track. A timeline might look something like this:

• Respond to resumes within 24 hours.
• Conduct initial (phone, in-person) screenings within 48 hours of the resume review.
• If the initial screening is successful, inform the candidate that same day and schedule a second interview within three days.
• If required, have the candidate complete and submit a job application.
• If multiple rounds of interviews are necessary, schedule them as soon as possible. Remember: If you really like this candidate, chances are there are other companies and hiring managers who do as well.
• If required, begin the background and reference check process.
• Be prepared to extend a verbal offer as soon as possible after all interviews have been completed - even if the verbal is contingent on successful background or reference checks.
• Be ready to extend a written offer within a day of a verbal offer.

Knowing the milestones upfront can keep you in the running to hire the top talent, especially if you need to move quickly.

Review Your Process
Is there any way to streamline hiring procedures? A rigorous or time-intensive process may mean missing out on that "perfect" employee. That doesn't mean you should rush. The hiring process should be deliberate and thorough as the costs of hiring the wrong person are too great. There may be ways to combine or eliminate steps. For example, could you replace an in-person meeting with a phone interview, or schedule multiple face-to-face meetings on the same afternoon? Are you open to meeting employed candidates before or after normal business hours if necessary?

Emphasize Communication
Everyone wants to be "loved." If your team is truly interested in a candidate, don't play hard-to-get. Replace "We'll let you know" with details as to where the candidate stands. If the process gets delayed due to illness, vacations, business trips or busy schedules, let the candidate know the reasons. When delays occur, a call from the hiring manager to explain the situation and reinforce the organization's interest can go a long way.

Plan for Flexibility
Summer is almost here and with summer comes vacation schedules—for employees and candidates. Don't let vacations stall the hiring process. Consider taking some unconventional approaches to "meeting" during the summer months. Is it possible to have a conference call or meet via webcam? Do you have a back-up plan in place for in-person meetings? For example, if the VP is unavailable, can a Director do the interview? Could a colleague from a department sit in for a manager?

In just a few short months, the job market and the talent pool have changed. There are more talented people and more competition to get them. Organizations that can tighten up and expedite their hiring processes will be better poised to draw in the best candidates—and hire the best people.

About the Authors:
Joe Kotlinski is a Partner, Information Technology, and John VanderSande is Principal Consultant, Software Engineering at Winter, Wyman. Winter, Wyman (www.winterwyman.com), a leading staffing firm for more than 35 years, is the largest and one of the most recognized staffing organizations in the Northeast. Winter, Wyman specialize in permanent, contract and contract-to-perm staffing in Accounting and Finance, Human Resources, Information Technology, Investments and Financial Services and Software Technology. Headquartered in Waltham, Massachusetts, Winter, Wyman services the New England and Metropolitan New York markets with additional technology contracting capabilities nationwide.

 

NEHRA is pleased to announce an expanded Awards of Excellence for 2011 as a part of its strategic effort to drive HR excellence. PLEASE NOTE: Nominations for all awards are due by June 26.

HR professionals are often the group within an organization planning awards and recognition rather than receiving them—NEHRA would like to change that! As a member-focused association that has long recognized the importance of it members, the NEHRA Board of Directors has worked to develop new opportunities to recognize the contributions of HR professionals to NEHRA and to the field of human resources.

One of the strategic goals is to ensure that NEHRA is supporting members to achieve excellence both in their career and within their organizations. We firmly believe that our members are at the core of what we do and who we are, and it is our members who sustain and drives excellence within and outside the organization. With that in mind, NEHRA is expanding its awards and recognition efforts for members this year at our Annual Awards Breakfast on September 22.

In addition to the Erdlen Award, the Volunteer of the Year Awards and the Humanitarian Award, we have added several new categories in an effort to recognize other areas where HR professionals impact their organizations and where the people practices within organizations support business goals and strategies.

Information about all of the awards and the 2011 nomination process can be found at:

www.nehra.com/index.php?option=com_content&view=article&id=547&Itemid=47.

 

The John D. Erdlen Scholarship is awarded to the outstanding scholarship applicant. The scholarship is for $3,000 is awarded to a full-time undergraduate or graduate student at an accredited college or university. In addition to the award the recipient also receives a one-year NEHRA student membership. The Erdlen Scholarship can be received by a previous scholarship winner.

The Future Stars in HR Scholarship is awarded each year to a deserving full-time undergraduate or graduate student at an accredited college or university preparing for a career in human resources. This award is in the amount of $2,500.

Application information is available by CLICKING HERE. All applications and required attachments must be received at the NEHRA office no later than September 6, 2011. Final applicants will be interviewed by the NEHRA College Relations Committee and winner will receive their award at the NEHRA Annual Awards Breakfast on September 22, 2011.

Applications should be sent to:

Northeast Human Resources Association

Future Stars in HR Scholarship Awards

303 Wyman Street, Suite 285

Waltham, MA 02451

 

It will also ensure that your information is correct in the Member Directory. Once you log in, go to the "About NEHRA" tab and select Membership Directory and then click on Update my Membership Profile.

While you are updating your profile, you might want to consider joining one of the Community Forums or adding your name to one of the Listservs. An updated profile and connecting to one of the NEHRA Communities is a great way to maximize your membership and create your personal network.

If you need help with this process please do not hesitate to contact Carole Edson, Director of Membership, at cedson@nehra.com.

 

• To become a fan of NEHRA on Facebook, CLICK HERE.
  
• If you are already a member of LinkedIn, CLICK HERE to join the NEHRA LinkedIn Community!

If you are not already a member of LinkedIn, you will need to follow the easy steps to create your profile. Once your profile is completed you can follow the steps below to become a member of the Northeast Human Resources Group.

• Find the tab for "Groups" on your home page and select "Group Directory."
• Use the search function in the upper right and type in "Northeast Human Resources Association."
• Click on "Join this Group."
• This will bring you to a description of the group and you will be asked to make selections about your preferences for display the group logo on your personal page.
• Enter a contact email address, a digest e-mail address, delivery frequency, announcements and messages.
• Once you have made these choices click the button "Join Group."
• Your message will come to the NEHRA Group Administrator to verify membership and approve you for the group.

To Join a Community Forum Subgroup on LinkedIn

• Once you are a member of the Northeast Human Resources Group, select "Subgroups."
• Select all the groups you are interested in joining.
• Your request goes to the NEHRA Group Administrator for approval.
• You will receive a message that you are a member of this subgroup and you can begin to read and post information on the Subgroup page.

Current NEHRA Subgroups

• Learning and Development Community Forum
• Diversity and Inclusion Community Forum
• Consultants Community Forum
• Small Business HR Community Forum
• HR Technology Community Forum
• Talent Acquisition Community Forum
• Flexible Workplaces Community Forum

 

Liz's email address is epicardi@nehra.com.