On Saturday June 25 Jen Granner, Mike Thoemke, Josie Schwake and myself participated in Team Ortho’s 5K Commando Run. The fun included 13 different grueling obstacles throughout the race which pushed you to the limits mentally and physically, a few of the obstacles involved running through deep waters, jumping over burning logs, climbing over bales of hay and navigating up and down the slippery slopes. After finishing the adventurous race, runners rehydrate and replenished their nutrients with beer and hotdogs. Now that’s a Race!

We not only increased our physical fitness and enjoyed in a delicious post-race beer and hotdog; we also gained more enduring benefits. The positive attitudes and teamwork we partook in directly correlates to what a successful business is built around and we find it is extremely effective to foster it through physical fitness.

Physical fitness is known to raise your endorphins which gives your body a natural good feeling and releases stress. Employees who are less stressed and have a positive attitude will directly result in an increase in productivity. Employees with a positive attitude tend to represent a company better, utilize company work time more effectively and have a happier home life.

Effective teamwork will result in an effective and efficient business. Team building activities will replace the common use of “I” with “Us”. This will enforce the team to look out for one another, bring the best out of each other and do whatever it takes for the “team” to succeed.

With team building events such as the Commando Run your company has everything to gain and nothing to lose. Does your business participate in team building activities? If so; what type of activities?

I just finished reading a great book called “Who Moved My Cheese” by Spencer Johnson, M.D. The story revolves around four main characters that have four different personalities and it takes place inside a maze. The primary message is whenever the cheese moves you need to be prepared to adapt and overcome the situation in order to succeed and ultimately reach the cheese. Some may call these obstacles but if looked at in a different perspective they can actually be seen as a blessing at work or in your personal life.

After quickly reading the mere 96 pages; I asked myself the question “Why do employers find applicants that jump from job to job undesirable?” The obvious answer is they are a risky investment of time and money. Instead this should influence employers to interview the candidate.

Why? Because the majority of businesses and industries need to anticipate change or be able to adapt to changes rapidly otherwise they are in jeopardy of falling behind the competition. Candidates that moved rapidly from job to job may do so not because of the stereotypical reasons like laziness; they’re not driven or are unmotivated. One of the reasons they move from job to job is because the employment wasn’t stimulating or challenging enough. Granted not everyone will love their job and at times all jobs can be monotonous but some of these “job hoppers” are self-driven and strive to reach their full potential by continuing explore new positions.

By being part of a rapidly changing environment you could find yourself with a first-class employee. While the word “change” is scary to the majority of employees the “cheese movers” enjoy change. They understand change happens, can anticipate change and experienced several of changes so they can adapt rapidly. Their “job hopping” should be looked at as a potential, valued employee that will be flexible and optimistic to your company’s growth.

Now, instead of discarding a resume or application consider taking a second look an interview may be beneficial. Does your business change rapidly? If so; maybe employees with similar traits should be considered.

Micromanagement refers to a supervisory style where a manager gives instructions on each step of a process to assess every little aspect employee performance. Remember “Lumbergh” from the 1999 movie “Office Space?” He was a classic micromanager that drove all employees insane with his obsession with paperwork (notably TPS reports) and his passive-aggressive catch phrases. It’s important to remember there is a difference between being a concerned, intuitive and constructive manager and being a micromanager.

For some managers, micromanagement comes naturally. After all, it can be scary knowing that your performance is contingent upon the actions, successes and failures of all subordinates. New managers who aren’t quite secure in their positions may feel the need to assess each and every step an employee makes. There are several situations where micromanaging can be helpful.

• May be good for new employees because it provides constant corrections and guidance.
• May be essential in cases of poor performance so the precise problem can be assessed.
• Can convey that a manager cares about employees – more so than an absent manager.
• Gives managers full knowledge of every single thing that happens in the workplace.

For the most part, micromanagement is one of the worst things for a place of employment. Early guidance is important, but a good manager knows when to take the training wheels off and let employees shine on their own through professional development opportunities and instilling accountability. Once you know how to communicate clearly, delegate responsibility and motivate performance, you’ll find the need to micromanage disappears.

• Does not motivate any employee.
• Creates resentment from peers.
• Creates resentment from subordinates.
• Displays a lack of trust and confidence.
• Dramatically increases employee turnover.
• Provokes anti-social behavior and spiteful actions.
• Inhibits workers’ capacity for growth and development.
• Harms the corporate culture when rumors spread beyond the office.

For managers of temporary employees one obstacle is motivating the temporary employees. This can be extremely difficult since they are not receiving the benefits and compensation of full time employees. There are however several methods to increase motivation and inspiration in your temporary workforce, such as:

• Give your temporary employees the same respect of full time employees by learning their names and make them comfortable in their new workplace by giving a tour of the business (bathrooms, lunchroom, offices, etc…).
• Educate them about the history of the company and the management structure.
• Explain the importance their position contributes in the success of the business and how their skills help the organization meet those goals.
• Invite your temporary employees to department meetings. Inform them of announcements and plans for the department in which they work.
• Advise the temporary employee to the possibilities of changing their status to permanent employment (if available) and who they should contact if interested.

By managing the temporary employees through a model similar of full time employees, you will create a leaner workforce and friendlier working environment. Enhancing temporary employee’s sense of belonging and ownership of your business is beneficial to both parties.

Have you ever had any positive experience or outcomes from any of the above bullets? Or have you ever implemented a concept that wasn’t listed above that benefited your company or the temporary employee? If so, reply below and share your success.

Employees generally don't become "problem employees" overnight and there are often red flags that the employee might be an issue from the beginning.

Old Habits Die Hard
In October, our Minnesota Vikings brought back Randy Moss who was a former player. At the time, the Vikings offense was struggling and many Vikings fans viewed bringing Randy back as the answer to their problems.

In the past, Randy Moss has been unpredictable and often behaved selfishly on and off the field. In a press conference, Moss criticized his Coach for failing to take his suggestions about how his former team, the Patriots would play the game. However, his rant did not end there as he also managed to explain that he would ask and answer his own questions in response to a $25,000 fine from the NFL. A day later, Coach Childress cut Moss from the team.

Take Quick Action
While many Vikings fans disagree with Coach Childress, there are a few things to learn from his quick decision to cut Moss.

When your company hires a new employee, it is reasonable to expect them to aim to perform above expectations, especially during their first few days on the job. It should be expected that they demonstrate how pleased they are to have joined your company and their commitment to their new role. A red flag should be raised if you do not see excitement, a desire to work hard or if the new employee criticizes management. In most cases, you can safely bet that the situation most likely will not improve with time and quick action should be considered.

What Can be Learned from the Vikings?
As we learned earlier, old habits die hard. It’s reasonable to anticipate a learning curve regarding new skills, but negative attitudes and critical comments are often an indicator that things will not work out well for the future.

It is recommended to have an introductory period as a part of your employee handbook to give you the added ability to take quick action and terminate your own Randy Moss. As with any termination decision, you should consult your organizations Human Resource department or if you are a client of Midwest Staffing Group, you can always review the situation with our HR business partners!

Has this economy caused a set-back in your work life? For many Americans finding a job is difficult but there is a solution. Even with the deadlines being extended people are starting to run short on unemployment eligibility. For an expedient resolution between the times unemployment benefits are exhausted and finding a new job, a position as a temporary employee can be the solution.

First and foremost you start earning money immediately. Most positions require minimal training and with a little paperwork you have an income source. This is a great help when upcoming or current bills are coming due. It is difficult making ends meet when you don’t have a full time job but receiving a paycheck every Friday will eradicate a little of the burden.

Secondly being out of a job for a long period of time can make it difficult to apply for a job because you’ve lost contact with past references and your resume is becoming outdated. Temporary employees have daily interactions with supervisors at several of respectable companies. With a little hard work and effort you can make a temporary position into a resume booster and networking event.

Finally a temporary position does not necessarily stay a temporary one. Many companies use a temporary service as a source of finding full time employees. There are several instances where a temporary employee demonstrated good work ethics which positioned them for a permanent position within the company. At that point the sky is the limit with many opportunities for advancements!

Temporary agencies increase the checking account, boost your resume and are an outlet to re-enter the workforce and network. Temporary positions are a great opportunity that should not be overlooked! Have you have had experiences at a temporary job? How has it helped in the short or long term? Please share your experience we would love to hear about your success resulting from a temporary agency!

As a manager, you might find yourself at some point managing a cross-cultural workforce with little or no training on how to do so effectively. Often times, corporate diversity efforts target training at the immigrants and overlook needed training for their managers.

If you find yourself managing a cross-cultural workforce, use these tools and ideas to guide the relationships:

• Learn cultural differences. In other cultures for example, people have different perceptions of time. U.S. workers, in general, adhere to schedules, whereas those from many other cultures do not. At Midwest Staffing Group, our staffing coordinators deal with managing diverse cultures on a daily basis. By providing our team with a base understanding of various cultural backgrounds we are able to more effectively manage the employees. If possible, read books or articles about cultures of every person you deal with internally and externally.
• Learn how to pronounce their names. By taking the time to learn how to correctly pronounce your employees’ names you are showing them you care about them as a person.
• Share food. If possible, host a pot luck featuring foods from various cultures at your company. Or take a few minutes to sit down with your employees to enjoy lunch because sharing a meal can deepen a relationship. In our staffing offices, we often have employees bring us food from their cultures.
• Imagine what your employees are going through. If you have grown up in the US, you probably haven’t thought much about what it might be like to move to another country. As a manger, take time to talk to your employees about their experience and try to understand the challenges and the possible grief that accompanies uprooting.
• Listen. By multi-tasking during a cross-cultural conversation you risk misunderstanding and show the employee that they aren’t important. As with any employee, it is important to give your employees your full attention when they are speaking to you.
• Learn what motivates. As with anything, there is never a “one-size-fits-all” approach to motivating a workforce, let alone a cross-cultural workforce. With Americans, a manager typically will emphasize opportunities for personal growth and monetary gain. With employees from other cultures there might be other motivating factors. With employees from India for example, a manager might want to emphasize, personal loyalty, and cultivate a "human touch" in relating to employees.
• Career Development. As managers, we frequently ask our employee’s, "What are your career plans?" We often expect that employees will take partial responsibility for their professional advancement. However, in some other cultures, the expectation is that it is the boss's responsibility to decide on an employee's future. As a manager, ensure that you are aware of who you are dealing with when discussing career development and adapt a strategy that works for you and your employees.

Managing across cultures can be a challenge but the rewards are well worth it! A cross cultural workforce can allow you to have a diverse team where employees bring different skills, ideas and experiences everyday!

Employee engagement is becoming top priority for many employers; in last month’s article we discussed the importance for businesses to understand the level of engagement of its workforce. An engaged workforce is a key driver to increase productivity, innovation and to maintain a competitive advantage. Although regularly measuring employee engagement through surveys is an important component to understand job satisfaction, there is a lot more management can do on a daily basis. The 'Employee Turnover and Retention' study by the CIPD, groups the reasons as to why many employees choose to resign into two distinctive groups:

The 'Pull' Factor: Sometimes it is the attraction of a new job or the prospect of a period outside the workforce which 'pulls' them.

The 'Push' Factor: On other occasions they are 'pushed' (due to dissatisfaction in their present jobs) to seek alternative employment.

Line manager’s who foster a “poor relationship” with employees can be a push factor behind an employee’s decision to leave their job. Often times, a poor relationship with a manager is hard to define, but a thorough exit interview is a step in the right direction in identifying potential issues. A recent study by Henley Business School highlighted factors employees identified as a way a line manager can affect engagement:

1. By fostering a participative, facilitative and empowering management style - not controlling or micro-managing
2. By being approachable, available and open and willing to share thoughts and feelings
3. By giving ongoing, constructive, open, direct and timely feedback
4. By working with honesty, authenticity and competence

Organizations should also examine ways to support line managers in engaging their employee’s. This might include setting engagement-based targets for management which are linked to rewards, team goals and team rewards. According to the same study, a lack of training, development and career opportunities were also major reasons why many employees resigned from their jobs. More companies are now implementing a workforce management approach as part of a strategy to help them identify unutilized skills within the company and the best ways to develop them. A workforce management strategy of fully utilizing skills is of particular importance in the current economy with many businesses running lean.

Organizations that view employee engagement as an ongoing process rather than a once a year survey are sure to see a more productive workforce! Midwest Staffing Group has a team of dedicated HR professionals that are ready to assist your organization in evaluating and implementing a comprehensive workforce management strategy through a variety of programs including line manager training, diagnostic survey’s and a variety of other methods! Contact your local branch office for more information about how we can assist your organization reach your strategic workforce goals.

Does your organization have a concern about the impact that the long recession has had on employee morale and engagement? Are you wondering how your current work force is holding up and if there’s anything you could do to improve the environment? As many organizations may have put off hiring to make up for revenue lost they have also turned to their current workforce to boost productivity, work longer hours and to take on additional responsibility.

In addition to increased workloads, remaining employees might have to deal with additional measures such as salary freezes, furloughs, reduced retirement and health benefits. Many organizations have also conducted layoffs at least once over the course of the recession which also impacts employee morale.

As employers are asking their employee’s to do more with less, it is essential that employer’s understand the level of engagement of their employee’s to ensure top performance. Employee engagement can be measured through various measures, but perhaps one of the more effective ways is through an employee engagement survey. Midwest Staffing group conducts annual engagement survey’s and selects actionable items to improve for the next year. We have an experienced HR team that is dedicated to assisting our client’s measure and improve their employee engagement levels! Feel free to contact our HR department to discover how we might be able to assist your organization.

If you wish to develop your own, Gallop has created 12 basic questions to discover engagement levels. This is a great starting point to help you develop your own survey! http://www.workforce.com

After you have developed your questions, one tool that helps measure morale is a web-based survey application called "Survey Monkey". Organizations can customize the surveys to meet their needs on a variety of topics and use it to supplement the objectives of larger strategic initiatives. Measuring employee engagement levels is a great first step to improving a work environment; just ensure your organization is ready to address what it uncovers!

Buzz Marketing

Word of mouth is the most powerful marketing tactic, which can either help or hinder companies. Every visit and encounter between you and your staff with a customer is categorized and ranked by the customer. If the service is good or bad, it will be remembered and most likely be talked about. If the visit is non-eventful run of the mill encounter it is not thought about twice. It seems to me that the majority of my conversations with family, friends, and co-workers lead to places we have just been, places we want to go because we heard good things about it and always leads into places we will never go to again because of the service or quality.

“The average person who has a bad-service experience tells at least nine others about it and l3% of complaints relate their experience to more than 20 other peoples. In comparison, people who receive an excellent service only tell three or four others about it" - Research Institution of America

Triggering a Good Experience

1. Be personable
2. Make connection with customer make them feel like their business matters
3. Listen to your customers
4. Empathize with customers
5. Exceed customer expectations
6. Stay proactive and keep gathering customer service ideas
7. Employee satisfaction directly correlates to quality customer satisfaction

Management at Culvers Connects

I had a memorable experience at St. Albert’s Church bazaar where the Albertville Culver’s catered in a stand. I have always enjoyed Culvers because of their great quality food and friendly service but at the bazaar, their service went above and beyond especially being out of their element with limited supplies on hand. My family and I ordered four corndogs and a pulled pork sandwich. The corn dogs were brought out to our table promptly but too promptly, I bit into mine and found that it was cold. I pondered just eating it but decide to take mine back so Culver’s was aware that their cooking time needed to be tweaked.

I brought it back to the counter where they apologized profusely and said that they would bring one out right away. Shortly after I sat down a Culver’s employee had followed me back and asked about the condition of our other corndogs we informed him that they were all cold but too hungry to wait for new ones. He apologized again and offered to bring out four new ones, which we declined since the other three were already devoured.

Management then made the decision and brought us over not just one but four new-cooked corn dogs. We were all pleasantly surprised by this gesture and commented on how this kind of exemplary service is needed at more places in order to gain customer loyalty. Thanks to Culvers initiative, they retained 5 loyal customers

Importance of Good Customer Service

1. Customer retention
2. Customer referrals
3. Trigger a good experience worth talking about