In this spirit we sincerely say

THANK YOU And BEST WISHES For A Safe And Wonderful Holiday Season.

We look forward to working with you in the New Year!

From all of us at Jerrold HR Solutions

Sincerely,

Stacey Jerrold

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Visit our website at:
http://jerroldhrsolutions.com

There are two sides to this issue.  The first is the more obvious of the two: the actual cost of healthcare.  During the past decade, that cost has skyrocketed in relation to other business costs.  In fact, it’s skyrocketed in relation to just about any other product or service, with the possible exception of oil and college tuition.  Every year, businesses and corporations have passed more of the cost of their health insurance programs on to their employees.  Despite all of this, politicians have been unable to hammer out a workable solution.

But at this point, that’s only one half of companies’ worries in regards to the cost of an unhealthy workforce.

There’s another facet to the issue, one that can be just as costly, if not more so.

Counting the cost

This second facet involves the cost of lost productivity—in other words, the cost of millions of employees who are too sick to work.  These workers fall into three distinct categories, which are listed below:

• Those who do not work at all due to the fact that they suffer from an illness or disability
• Those who miss time from their jobs because of a health problem (or multiple problems)
• Those who don’t miss time from work, but still experience a loss of productivity due to a health ailment or one suffered by a member of their family

Examining the results of the Commonwealth Fund Biennial Health Insurance Survey can bring the picture more into focus and help determine exactly how many Americans fall into one of these three categories.  For example, according to the survey, an estimated 18 million Americans between the ages of 19 and 64 are not working and have a disability or chronic disease or do not work because of health reasons.

Then there’s the issue of sick days and/or time off work. The survey data indicated that 69 million workers took sick days in 2003.  In addition, 64% of respondents said they had missed at least one day of work in the past year because of their health problems or a family member’s health problems.  This time off translates directly into lost productivity.

Also hampering productivity are those employees who come to work even though they’re sick or a member of their family is sick.  This “presenteeism” (as opposed to “absenteeism”) has a profound effect on both individual companies and the economy overall.  According to the Commonwealth survey, 55 million workers reported that they were unable to concentrate on the job because of illness, either theirs or a family member’s.  As you might imagine, those workers without paid sick leave are more likely to show up for work when they’re sick or ill.

Prevention as an investment

So—what’s the bottom line?  A lot of money is being lost, for one thing.  The amount lost in 2003 alone was $260 billion.  And if you’re to believe news headlines from the past five years, the overall health of Americans has been getting worse.  As a result, that number, more than likely, has risen every year since then.

The key, as is almost always the case in regards to healthcare and healthy living, is prevention.  For companies looking to increase productivity—and profitability—they must help their employees take those preventative measures.  Although during these uncertain economic times, corporations are tempted to cut costs any way that they can, including by trimming health benefits, providing employees with what they need in order to stay healthy is of paramount importance.  What employees need are two things:

1. Affordable and comprehensive health insurance coverage

2. Paid time off when they’re sick or when they need to see a physician

These shouldn’t be viewed as costs, but rather as an investment.  When you consider how much it costs when employees (or their family members) are unhealthy, it’s an investment that’s well worth it in the long run.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

If you have any questions about this topic, feel free to contact me at 212-688-9392 or via email Stacey@jerroldhrsolutions.com

Sincerely,

Stacey Jerrold

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Visit our website at:
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However, sometimes the best solutions are the ones that are so readily apparent that they go unnoticed.  One such solution involves the health and lifestyle choices of the employees in question.

Factors for success . . . or failure

There are many factors that can impact employees’ productivity levels.  They include diet, sleep (or lack thereof), stress, morale, and exercise (or lack thereof).  A recent survey conducted by ComPsych, the world’s largest provider of employee assistance programs, sheds some interesting light on these factors and how they can negatively—or positively—affect employees.

ComPsych surveyed more than 1,000 employees across the United States during the timeframe of January 1 through February 15, 2008.  The survey involved companies of all sizes and those operating in a variety of different industries.  Overall, the survey was quite extensive and unearthed a wealth of data.  However, in the interest of brevity, we’ll address a few of the more important findings, as they relate to the factors listed above.

•           Diet—Of employees with balanced diets, 73% reported having high levels of productivity and 50% reported having high levels of energy.

•           Stress—Approximately 70% of employees with poor diets had high levels of stress.  In addition, 76% of employees participating in no physical activity reported a high level of stress.

•           Exercise—Over 65% of physically active employees reported high productivity levels, and 67% reported high energy levels, as well.

•           Morale—Of course, as you might imagine, the three factors listed above can have a profound impact on morale. About 55% of very active employees reported having high morale, and 51% of workers with ideal weight reported the same.

The power of promotion

So . . . what does all of this mean?  You might be thinking to yourself, “I already knew this.  It doesn’t help me any!”  Or perhaps you’re thinking that you can’t force employees to be healthy, so this information constitutes a moot point at best.

But that would be underestimating the power of promotion.  There is plenty that a company can do to build and cultivate a corporate culture that promotes a healthy lifestyle.  While it’s true that you can’t force an employee to make healthy choices, you can make it easier for them to make those choices.  That’s why it’s imperative for company officials to analyze their culture and ask some tough questions:

•           Does our culture promote health and well being?

•           Do we make it easy for employees to make healthy choices during the workday . . . or difficult?

•           How much more productive could we be through promotion and other health-related programs and initiatives?

The evidence is indisputable.  Healthy employees are productive employees, but it even goes beyond that.  They’re happy employees, as well, and that combination is almost impossible to beat—especially by your competition.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

If you have any questions about this topic, feel free to contact me at 212-688-9392 or via email stacey@jerroldhrsolutions.com.

Sincerely,

Stacey Jerrold

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http://twitter.com/StaceyJerrold

Visit our website at:
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As a result, the future of the company suffers.  This is especially the case when it comes to assessing your workforce, especially those employees who are close to retirement age.  However, failing to conduct such an assessment—and to conduct it on a periodic basis—can have a negative impact on the future growth and prosperity of your company.

Gone forever

If you have employees who have worked for any substantial length of time—think 20 years or more—those employees are valuable in more ways in one.

Not only do they have the skill and experience cultivated by 20 years on the job, they also have extensive knowledge of your company and how it operates.  As a result of this combination of extensive knowledge and experience, many (if not most) of these employees form the bedrock of your organization.

And if they retire soon, they’ll be gone forever . . . and they’ll take what they know with them.

So in the interest of making sure that their departure doesn’t derail the company, an assessment needs to be conducted.  That assessment should include the following action steps:

• Identify all members of the workforce who are conceivably within the age of retirement.
• Decide which ones hold the most value in terms of their knowledge and experience.
•  Determine which employees would be the best candidates for 1.) Acting as a mentor for new employees (possibly their own eventual replacement), and/or 2.) Continuing to work for the company as a consultant or contractor upon their retirement.

•  Meet individually with these employees and inquire about their plans.  (It’s important during these discussions to convey to the employees their worth and emphasize the fact that you’re not trying to hurry them out the door.)
•  Suggest—if you believe the time is appropriate—your plans for making the employee a mentor or eventually offering them work on a contract basis following their retirement.  If you don’t believe the time is appropriate, make a note to broach the subject at a later date.

The consequences of inaction

Is this a time-intensive endeavor?  Yes, it is.  However, it’s also a crucial issue currently facing companies of all sizes, an issue that’s only going to become more urgent with the passage of time.  By addressing the issue now, and doing so in a pro-active fashion, you’ll reduce the chances that you’ll be forced to react to the consequences of inaction.

It’s often difficult to find time to “work on the business” . . . but this is one instance in which doing so will make it much easier to “work in the business” later on.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

If you have any questions about this topic, feel free to contact me at 212-688-9392 or via email Stacey@jerroldhrsolutions.com

Sincerely,

Stacey Jerrold

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Visit our website at:
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The reason?

Because it benefits you in ways that go beyond simply retaining your best employees.  (And that, all by itself, would be enough.)

There is a crucial mistake that many companies make when they’re delegating tasks to their employees, and even when they’re considering which ones to promote and how to promote them.  That mistake is tied to a golden rule of corporate productivity, which is this:

Make sure that everybody in the organization does what they do best.

Simple, right?  Well, you’d be surprised at how easily “simple” becomes “complicated.”

An example from The Office

Let’s use an example from the hit television show The Office to illustrate this point.  The show is a “mockumentary” about a paper company by the name of Dunder-Mifflin, located in Scranton, Pennsylvania.  The manager at this particular branch is Michael Scott.  Prior to becoming manager, Michael was a salesman at the Scranton branch.  In fact, he was the top salesman at the branch, which is the main reason he was promoted to manager.

That, in a nutshell, was a mistake.  Anybody who has seen the show can attest to that. What the Dunder-Mifflin brass did is something that’s actually quite common in the corporate world: they put Michael in a position that does not play to his strengths.  What he does best is sell, not manage.  Their attempt to “reward” Michael with a promotion clearly backfired.  However, Michael occasionally turns his attention away from managing to sales, and when he does, he enjoys success.

Michael Scott should have been promoted to a sales manager position, if he was promoted at all.  That would have been best for him and also best for the company, especially his co-workers.  Many times within a company, a key employee is moved from what they do best to something else they don’t do nearly as well, and this is often the result of a promotion.  It even happens when a candidate is first hired.

Because the candidate has an expanded skill set (and there are more than one openings available), the company might be tempted to bring them in for a position that’s outside their range of expertise, a position that’s perhaps more managerial in nature.  Unless this is truly an exemplary individual, the strategy is almost certain to backfire.  Below are the two main reasons why it will:

• As a general rule, what people do best they enjoy the most. If the employee is not able to pursue their passion, they will eventually become disenchanted.
• The company is hurt on two different levels. First, the employee isn’t doing what they do best, so the company loses productivity.  Second, the employee is becoming disenchanted, which means they’ll lose their drive and motivation, further causing productivity to suffer.

The silver lining

Despite all the doom and gloom portrayed to this point, there is a silver lining.  By ensuring that everybody within the organization is doing what they do best and playing to their strengths, you can raise your retention rate drastically.  When a person is doing what they do best—what they truly love to do and have a passion for—there’s practically no way to tear them away from it.  Even money won’t do the trick, unless they can be convinced that the new situation will be identical in every way to their current one.

And this is a classic “two-for-one” bargain, because it also means that these employees will be infinitely more productive, as well.  So not only will your retention rate increase, the company will make more profit and continue to grow for the foreseeable future, since your best candidates are locked in, happily doing what they love to do.  That truly is the best of both worlds.

This type of “common sense retention” falls under the category of “can’t see the forest for the trees” syndrome, and some of you might be saying to yourself, “Of course that’s the best way to retain employees!” However, the hustle and bustle of the corporate world has a way of clouding even the best of intentions, to the point of distraction.  So review every member of your team, and make sure that you can identify the one thing that they do better than anything else.  Once you’ve done that, then make certain that their role within the company fully embraces that one thing.

Because as funny as Michael Scott might be—intentionally or not—his situation is better left to television and not the real world.

If you have any questions about this topic, feel free to contact me at [email address here].

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

If you have any questions about this topic, feel free to contact me at 212-688-9392 or via email stacey@jerroldhrsolutions.com

Sincerely,

Stacey Jerrold

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http://twitter.com/StaceyJerrold

Visit our website at:
http://jerroldhrsolutions.com

That small step involves what the candidate hears during the interview process vs. what they experience after accepting the offer and starting their employment.  This “before-and-after” dynamic is crucial to the overall retention experience, and it’s all the more crucial because many employers don’t take the time to examine what type of experience they’re providing for their new employees.  And then they wonder why they take another job after only three months.

It’s human nature

The “before-and-after” experience is a smaller component of the larger, more complex subject of onboarding, which we’ll be discussing in future articles.  However, it differs from onboarding in the respect that it continues for a greater length of time after the candidate becomes an employee—for at least the three-month period mentioned above, and perhaps even longer.

What it comes down to is this: you have to pay as much attention to what you say and do both before the candidate is hired and after they’re hired as the candidate does.  The fact of the matter is that the majority of company officials fail to do that.  The reason? They don’t have the time to do it, or perhaps more accurately, they think they don’t have the time.  Sure, everybody’s busy, but those people willing to apply energy to critical areas are the ones that will be more successful in the long run, and providing the best experience to candidates in this situation is most definitely critical.

You see, an employee is mentally comparing and contrasting what you say about the company and the position during the interview process with what they experience after they’re hired.  They do this either consciously or subconsciously.  (It’s human nature . . . there’s no way around it.)  And if the notes they compare don’t match, then the experience you’re providing is ultimately a negative one.  Consequently, your chances of retaining that employee decrease dramatically.

A hierarchy of needs

Okay, so what are some of the areas about which employees take (and compare) mental notes?  There are a few, to be sure, but there’s also a hierarchy of importance:

• Job requirements—This is the one that can cause you the most damage.  Nothing will deflate a new employee more quickly than discovering that what they were told about their new position during the interview was nothing like it actually is once they started the job.
• Company culture—Telling a candidate during the interview stage that they won’t be expected to work past 5 p.m. isn’t wise if the company culture is one that dictates—in an unwritten fashion—that longer hours are not only encouraged, but expected.
• Perks—This could include the availability of a company car, the number of holidays the company observes each year, the amount of vacation time afforded new employees, or even the details of their health insurance plan.
• Miscellaneous expectations—If the new employee has been told that they’ll meet with their immediate supervisor for an hour every week for the first four weeks of their employment, and that doesn’t happen, then their expectations were not met.  This category can include a host of other things, including what equipment you’re providing the employee, the length of their lunch break, the company’s policy regarding personal phone calls, etc.

There are two measures that you can undertake to ensure that you’re providing the best “before-and-after” experience.  The first is to meticulously write down what you tell candidates during the interview process and then consult the list in the weeks after the candidate begins employment.  Keep an eye out for any discrepancies.  The second measure is to conduct a “post-interview” with the employee and inquire as to whether or not their expectations are being met.  This is probably the more difficult of the two measures, since there’s a prevailing company mindset that stipulates new employees “must prove themselves.”  (That’s why companies have a probation period.)

What many company officials fail to realize, though, is that they’re on probation, too, as is the company in general.  Not only does the employee have something to prove, but in a way, you do, as well.  By realizing this and addressing it in a pro-active fashion, you can enhance the experience that new employees receive and dramatically improve both their satisfaction and your overall rate of retention.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

If you have any questions about this topic, feel free to contact me at 212-688-9392 or via email stacey@jerroldhrsolutions.com

Sincerely,

Stacey Jerrold

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http://twitter.com/StaceyJerrold

Visit our website at:
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This is important for a couple of reasons.  First and foremost, it’s human nature to not pay enough attention to your best employees and top performers.  Why is that?  Because they’re usually self-motivated go-getters who need no prompting or anybody looking over their shoulder.  As a result, managers don’t feel the need to interact with them as much, or to “check up on them,” if you will.

This gives the manager more flexibility and more freedom to tackle other issues.  After all, there never seems to be enough time to get things done.  If you have a select number of employees who are high achievers, people who need a minimum of supervision, it only makes sense to leave them be and let them do their jobs, right?  To a certain degree, that’s correct, but if that philosophy is taken too far, it can prove disastrous in terms of retention.

The 20-80-20 rule

For superstar employees, a positive experience with the company includes the opportunity for professional growth.

If they don’t believe that they’re growing in their current position and that they’re working toward something bigger and better, than they’re going to think about leaving.  Even if they like everything else about their job—including their boss—feeling as though there’s nowhere to grow will prompt them to begin contemplating whether or not the grass is really greener on the other side.

With that in mind, here’s a practical strategy for solving two problems at once.  Let’s say that your team or department adheres to the standard 20-80-20 rule, meaning that 20% of your employees are superstars, 80% are competent but not spectacular, and another 20% are bringing up the rear.  Instead of spending precious time and energy attempting to motivate the bottom 20%, cut them loose and upgrade their positions by replacing them with star candidates.

By doing that, you’ve already increased the overall quality of your team.  In addition, you’ve created extra time for yourself, since you don’t have to devote it to your underachievers.  You can now take that time and put it to better use.  For example, you can focus on your top 20% and discover what their professional needs and career goals are.

Involve yourself now

This may sound a bit simplistic, but the best way in which to do this is by asking them.  Not in casual conversation, of course, but behind closed doors during a formal meeting.  It shouldn’t be an intensive, pressure-packed meeting, though.  It should be one that fully engages the employee and makes them feel comfortable enough to broach topics they might not bring up themselves.  Below is a loose blueprint for how you should conduct this meeting.

•           Ask what their expectations are for their employment with the company.  This type of open-ended question may prompt a response you didn’t expect, but that’s information you need to know.

•           Ask what their career goals and objectives are.

•           Ask what the company can do in order to help them achieve their goals.

•           Begin to formulate a concrete plan based upon their responses to the above questions.

•           Plan to meet on a consistent basis in the future in order to gauge progress and set additional goals.

Star employees think about their career ambitions all the time.  It’s in their nature.  So if that’s the case, then it makes sense to be part of their thought process and to be involved in their plans for the future.  If you don’t make sure that your company is involved now, you increase the chances that it won’t be involved down the road.

If you have any questions, feel free to contact us.

Copyright protected. ©Gary Sorrell

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

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Stacey Jerrold

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WHY?

If you don’t know why you are successful, and what helped get you there, you may be doomed for failure.

Great leaders know this fact and constantly question, challenge, test, and duplicate their successes.

Here are some tips to help you become more successful:

· Customer surveys and group meetings. Implement an annual or bi-annual survey of your customers and find out what they like, what they don’t like, and what you can improve.  Another effective way to illicit this information is to have meetings with your customers and brainstorm ways to improve. (Think about what Ford did with the Taurus.  The vehicle was a direct result of consumer’s suggestions).  Pay close attention to the customers that are unhappy.  Let them speak about what they would like to see improved.  Then fix it.  Whenever possible, allow employees and key personnel to be present.

· Conduct an external assessment of the competition. Take a look at what they offer and what improvements they are making. Ask your staff:

• Who are our competitors?
•  Are they better?
•  Why are they better?
•  Are we better?
•  Do they have a bigger share of the market?
•  Why?
•  How can we improve to become better than our competitors?
•  Who can put us out of business?

· Conduct an internal assessment.  Survey your employees and find out what improvement(s) they think you should make. (Internally and externally)  Have them brainstorm ideas for improvements.  You may be surprised at the suggestions and ideas that your own employees have.  Another key to making this effective is to make sure you respond to the suggestions.

· Accept and prepare for change. The only constant today is change. Create a culture within your company to embrace change and anticipate future changes.

•  Is your market place changing?
•  Any new products being introduce that is a direct competitor to you?
•  Any new competitors entering your arena?
•  Will new technology affect your product/service?

The best leaders are those who are not satisfied with complacency.  Encourage everyone in your organization to keep informed in your industry and be prepared to make the necessary changes to get and stay on top.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

Sincerely,

Stacey Jerrold

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Visit our website at:
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This can, and most often will, result in low productivity, confusion, and lack of results, that creates low morale and possibly high turn-over.

However, employees that are empowered will produce amazing results in the workplace, and usually do it with a great attitude and enthusiasm.

When leaders and managers empower effectively, they don’t give up authority and responsibility completely; rather, they share these elements with the employees. They help the employees reach new heights and further their career.

A key to successful empowerment is to clearly communicate your expectations, establish clear boundaries of authority, and create an action plan for results.

Leader guidelines for empowering employees

Include Employees in Direction of your company.

This includes a part in the strategic planning phase, writing goals and objectives and the implementation of the goals with a specific timeline. Let your employee’s help determine the timelines and rewards of the completion of the task.

Be Clear in Your Communication

Be sure employees understand what you are asking for. Ask them to recap the conversation, listening for gaps in what you said and what was repeated back.

Use Their Ideas

How much time do you spend listening to your employees’ ideas and suggestions? Ask for their input in how they would go about completing a project. Let them do it their way if the result will be satisfactory to you.

Demonstrate Your Trust

Determine what resources they need before they start the project and clear the way for the resources to be available. Resist checking in on every detail, but have controls in place so they know when they should check with you.

Match Their Interests with Your Needs

Meet with your employees and learn what they want and need. When possible, assign tasks that will allow them to grow and take on additional responsibilities.

Give Realistic Timelines

Determine a realistic timeline together. Be specific as to when a project is due, don’t say, “Return this to me as soon as possible.” If you need it by the end of the week, say so clearly.

Establish Priorities

It is helpful for employees to know which pieces are the most important to you. Make certain that they know what needs to be done first and why.

Coach, Don’t Manage

Coach employees to success. This means listen, ask questions, offer strategic advice, and always give direct feedback.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

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Stacey Jerrold

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Visit our website at:
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Leadership Development: How to Develop Yourself into a Great Leader

As leaders of businesses, it is often hard to keep up with the times and mold yourself into a great leader. Many people look at people who are great leaders like: Bill Gates and Steve Jobs to get inspiration. They study these people to see what they have done to make their businesses into international superstars. There are many leaders to pull from for inspiration. Finding the right niche to help you advance is an important factor to focus on. When you have the right motivation and niche to help you, you are ready to begin the process of becoming a great leader. It is going to be a long road full of difficulties and stress, but like so many leaders have discovered, it will be worth your time and investment. Here are a few suggestions to help you develop yourself into a great leader:

1. Look to the past- Whether this is through mentors such as Roosevelt, Truman, Gates, or Jobs, focusing information from great leaders of the past and the traits they carried is a way of developing great leadership traits of your own. Leaders in the past have had experiences that will help you to not repeat their mistakes and benefit from their successes. Granted, you are not running a country, but you are running something that is your livelihood. You can gain experiences when you listen to their counsel, identify the traits that are successful, and mimic their strategies.

2. Train like the rest- A great leader is also a great follower. By going to training with the rest of the employees, you can gain great insight to where your employees are in their development. You will be able to understand their strengths and weaknesses and help instruct each individual further in their career. This also looks good for you as the leader, owner, or supervisor. A higher authority that puts oneself into that situation is looking for ways to improve themselves too. As an employee, having an authority figure that is looking to improve themselves, their employees, and their company goes a long way to improve company morale. Not to mention, increase productivity and customer focus.

3. Listen- This seems simple enough, but it’s not. Listening to your employees is the most important step of all if you want to develop yourself into a great leader. This leadership development strategy is practiced simply by hearing and responding to what employees have to say. Listening to complaints, suggestions, and overall compliments is very important to your employees. A great leadership trait is listening. When a leader wants to have a group that is efficient in their work duties, they listen to the employee’s suggestion(s) as to what needs to be done to make the process less strenuous and the resources they need.

It is very difficult to develop yourself into a great leader, but it can be done. Looking at the present great leaders of multi-billion dollar companies, you can see the many techniques they use. Having well organized methods to help you develop yourself into that great leader and mentors or a coach to keep you focused is paramount. Keeping employees happy is how you can truly help yourself develop. This is through showing and leading by example first.

Start today! What are the top 3 leadership traits you want to develop? Does your coach agree with you? What action steps are you going to take…and when? Enter your comments below in the reply area.

Need help? Call us today.

We encourage your participation and comments.

Also, please feel free to forward this blog to your friends and colleagues and to come back often.

Sincerely,

Stacey Jerrold

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Visit our website at:
http://jerroldhrsolutions.com