Windridge - Identify. Develop. Retain.

Fake Job Reference Services Add New Wrinkle to Screening - from SHRM

As if we need another obstacle to overcome while trying to gather accurate information on candidates…

New web-based services that offer fake work histories and references to job seekers are changing the complexion of resume-padding and are further complicating the challenges employers face in identifying and hiring honest, qualified employees.

If you are a SHRM member read the full article.

Ten Things Not to Say When Firing an Employee

Letting people go is always difficult and it’s easy to sometimes be either too blunt or too open ended. I like Jonathan A. Segal’s list of what not to say in this uncomfortable situation.

The top 10 comments to avoid uttering

Here are 10 things you should never say when terminating an employee:
While these comments may not be evidence of an illegal motive, they may produce anger that results in the employee's visiting a lawyer to determine whether a viable claim exists.

1. "This was a job elimination and had nothing to do with your performance."
Do not say this when a discharge had everything to do with an employee's performance. Your desire to protect an employee's feelings—or your own—can later be used as evidence of pretext if the employee brings a discrimination claim.

2. "We have carried you for many years. It's just not possible to continue to do so during these difficult times."
Don't trash the past. It is not only insulting to the employee, but it may be inconsistent with the employee's prior evaluations. Remember, pretext alone wins cases.

3. "We have no choice but to terminate your employment."
There are always other options. Why not tolerate mediocrity a little longer? Termination need not be the only viable option, so don't suggest that it is.

4. "You have no one to blame but yourself. You just did not try hard enough."
Hold employees accountable, but don't impugn their integrity. When employees feel personally attacked, they fight back.

5. "This is just as hard for me as it is for you."
There are few absolutes, but it is absolutely true that it always harder to be fired than to fire. Don't ask an employee who is looking at unemployment to feel your pain.

6. "This is not the right job for you. When you get the right job, you will thank me."
That may make you feel good, but it will make the discharged employee bristle. The "thank you" may come in the form of a complaint.

7. "I am sorry, but you are fired."
You may mean: "I am sorry we have come to this situation." The employee may hear that you think you are wrong. It's not a good time to have a conversation about the meaning of "I am sorry." Avoid apologies, even though you may genuinely feel badly.

8. "I know how you feel."
Unless you have been fired recently, you don't know how the person feels. If you have been fired recently, now is not the time to share that experience.

9. "You will always be a part of the corporate family."
Trust me. This will make the fired employee think: "Oh, good. Will I still get the newsletter after I sue you?"

10. "Pardon the e-mail, but you are fired."

Keep this list in mind next time you are faced with having to let someone go….

Full article in Business Week

Don’t Take the Call!

This post came from the Institute of Management Consultants USA Daily Thought, and it’s too important not to pass along.

Sometimes I need to take a cell phone call during a client meeting. Isn't this OK if I announce in advance that I am expecting an important call?

The message you are sending, although probably unintended, is very simple - "Taking this call is more important to me than the discussion we are currently having, so I need to interrupt our discussion right this minute so that I can take it." How would you feel if someone who was supposed to be advising you couldn't be bothered to stay focused on your issues?

Tip: Silence your cell phone (or set it to vibrate, if necessary) prior to going into a meeting. If you are expecting a phone call that you must absolutely take, inform the caller ahead of time that you will note when he or she calls and get back to them when you take a break.

I’ve heard of candidates, who during an interview stop and take a call or quickly glance at their phone if they “feel” a call coming in. (Hopefully they were smart enough to turn the sound off!)

Take away - Consultant (or candidate) turn off or silence your phone, resist the urge to just “check” and pay attention to who you are speaking with.

*And personally, this is also important when you are simply with friends or family having a meal… “Silent mode” or the OFF button are there for a reason!

Five Steps to Achieving Behavioral Change

These days I’m doing more and more  behavioral assessment work for the current workforce. These are the people who, because of the streamlining of jobs, need to “up their game” and shoulder new areas of responsibility and decision making.

Developing yourself as a leader isn't easy; behavioral change is hard, time-consuming and frustrating. Removing the five most common roadblocks to change can make your path to self improvement better:

1. Take ownership. If you don't think you can change, you can't. Believe in your ability to change and take ownership before getting started.
2. Be patient. Positive and lasting results take time, usually 50 percent to 100 percent longer than most people initially think.
3. Accept difficulties. Real change takes real work. When setting out, be prepared to face challenges you didn't anticipate.
4. Refuse to be distracted. Something more important will inevitably come up. You need to make your development a priority and refuse to let distractions divert your path.
5. Maintain. Once you've started to see traction, don't declare victory. Sustainable change requires maintenance over a lifetime.

—Plan for distractions in advance. Assume that crazy is the new normal. You will probably be close to the reality that awaits.

My encouragement for those trying to make behavioral changes (and who isn’t?)  is don’t give up too soon! Lasting change takes time, patience and perseverance.

(Read the entire article, Don’t Give Up on Change, by author Marshall Goldsmith.)

What do Behavioral Assessments Measure?

Behavioral tests typically measure traits related to behavior at work, interpersonal interactions and satisfaction with different aspects of work. They are often used to assess whether individuals have the potential to be successful in jobs (where performance requires a great deal of interpersonal interaction) or for assessing work in team situations.

There is also the reality that instead of a high level of interpersonal interaction there may be a need for more subtle scoring ranges due to the more secluded nature of the work being performed. Many times this type of work is remote and a person must be someone who can work independently without a lot of social interaction or feedback.

Both these high score and lower score behavioral trait ranges are important to note because they take into account the specific requirements of the job. It’s also important to note that “best fit” for a position (high or low scores) will be dependent on the work that is done; in other words, a higher score is not always better.

Behavioral assessment measurements typically fall into the following four quadrants:

1. Interpersonal traits: How a person functions with others
2. Organizational traits: How a person functions with tasks and responsibilities
3. Dedication traits: Measures one's commitments
4. Self-Control traits: Measures one's emotional maturity

Some commonly measured personality (behavioral) traits for work settings within the four quadrants include:

• Extraversion
• Conscientiousness
• Openness to new experiences
• Optimism, agreeableness
• Service orientation
• Stress tolerance
• Emotional stability
• Tough-mindedness
• Responsibility
• Trust
• Initiative or proactivity
• Self confidence
• Composure

The Winslow Behavioral Assessment in particular also measures Alertness - cognitive thinking skill, which is critical for executive level decision making, sales and management positions. 

When using behaviroal assessments as part of your selection process always start by understanding what behaviors are necessary to be successful in the position(s) being filled and what kind of behaviors you will need to see from this candidate six months from now when all the new-is-through.