The Hiring Process- Most Common Mistakes

The hiring process, like all effective processes, must be carefully planned.  You cannot wait until a vacancy occurs.  It takes careful thinking about each job, a thoughtfully developed job analysis, and a continuous updating of all jobs in your organization.  Here are some common errors companies make when hiring:

1.  Not updating the specs -  It might seem logical to start by pulling out the current job description and searching for someone who qualifies.  Think carefully.  The job description could have been written years ago.  Jobs change over time.  Ensure to review the job description first and update it. 
2. Inflexible specs- Job specs can be so rigid that you’re unable to find anyone who meets all the requirements.  Sometimes you have to make compromises.  Re-examine job specs and make priorities.
3. Establishing Unrealistic Specifications – You my dream up specs that you would ideally like to have, but are rarely found in candidates for the open job.  Don’t make the mistake of establishing specifications that really are not needed to perform the job.  By mandating them, the best candidates may be eliminated. 
4. Waiting for Vacancies – Sometimes you know when a person plans to leave (ex. Retirement).  This gives you weeks or months to find a replacement.  Implementing an ongoing recruiting policy can minimize problems such as finding 2 weeks to hire someone because you had an employee quit.  Even if there is no vacancy, accept applications from good prospects and keep an active resource file.  This gives you a head start in the recruiting process.
5. Settling for a “Warm Body” – The job is open and the right candidate just hasn’t come along, so you hire a marginally qualified person to just “do the work”.  Big mistake.  This is how companies often wind up with a glut of marginal workers.  You figure you can train them to become at least satisfactory, but the time, energy and money spend rarely pays off.  It’s better to get the work done by other team members, employing temps or outsourcing the work. 
6. Cloning the Incumbents – In seeking to replace an effective employee who has moved on, companies often seek that person’s mirror image.  Conversely, if he/she was not effective, an employer might search for the exact opposite.  As a result, you are creating unofficial job specs.  It is unwise to use the incumbent or a predecessor’s personal characteristics as significant factors in determining the qualifications for a job. 
7. Up from the ranks – Promoting internally is commendable and should be encouraged.   There are many benefits.  However, a problem arises when a company tries to limit the candidates for a position to only current employees.  The best candidate might not be on your payroll.
8. Relying on the friend of a friend – Personal contacts are excellent sources of referrals, however you have to be careful people are not palming off a friend or relative that needs a job.  Put all candidates through the interview process, regardless of how you found them. 
9. Ads that don’t pull – Job ads are expensive whether on line or through print.  Put thought into your ad.  Get help in writing ads when required and post them in places where the right candidates will find them.
10. Failure to Take Proactive Steps in Seeking Candidates -  Simple.  Visit sites where candidates post their resumes.  Ensure competition is not enticing your employees away. 
11. Resume Fantasies – Beware of functional style resume where the candidate describes functions performed in previous jobs.  Although this is good is screening for experience, look for achievements and ask for specifics during interviews to test the applicants knowledge.
12. The Casual Interview – An interview should just be more than polite conversation.  Ask specific questions.  Use behavioural interviewing.
13. Overly Structuring Interview – Some answers require follow up questions.  Ensure you allow yourself time and flexibility to do this in order to get more information.  If the candidates says they saved the company money, ask how. 
14. You Can’t Ask That – Keep yourself apprised of the Human Rights Code and other labour legislation.  Phrase your questions appropriately
15. Telling Too Much Too Soon – Don’t allow the applicant to tailor his/her background to match the job description you just told them all about.  This can be done later.
16. Verify, verify, verify – Also called the reference check.  Ensure you are not hiring a liar.  It’s important to make every effort to get as much information as possible about an applicant before you make the hiring decision.

 

Hiring staff is one of the most important roles a manager has.  Picking the wrong people can cost money, time and emotional upset.  Keep these hiring errors in mind and you’ll be more than an effective manager!

 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She can be reached at 705-929-0467 or at erinsavoieconsulting@bell.net.

Strategic Plans a Benefit for Every Business

Every business needs a strategic plan.  From real estate agents, to a manufacturer, to a home based business; the strategic plan keep business owners and managers on a set path to success.

The benefits of developing a well written strategic plan are: 

• Focus is placed on the important things. Resources (time, talent, money) are properly allocated to those activities that provide the most benefit.
• Prove an awareness of the changing environment as a foundation for needed change.
• Analyze the internal business culture and evaluate its impact on the company’s performance.
• Recognize the impact the changing business environment is having on the company and affect the needed changes in direction.
• Become aware of the company’s potentials in light of its strengths and weaknesses.
• Identify and analyze available opportunities and potential threats.
• May bring about a needed change of direction of the company.
• Strategic issues can be brought up for top management review.
• Able to set more realistic objectives that are demanding, yet attainable.
• A need for better information for decisions making may be recognized.
• Growth can be accelerated and improved.
• Poor performing areas can be identified and eliminated.
• Gain control of operational problems.
• Develop better communications with those both inside and outside the company.
• Provides a road map to show where the company is going and how to get there.
• Develop better internal coordination of activities.
• Develop a frame of reference for budgets and short-range operating plans.
• Gain a sense of security among employees that comes from better understanding of the changing environment and the company’s ability to adapt.

Very simply put, strategic planning identifies where the organization wants to be at some point in the future and how it is going to get there.  Any time a business is going to ask a financial institution for much needed cash, it must present a well thought out and realistic plan.  This helps the bank determine the risk in loaning the money. 

Strategic plans do not happen overnight.  There should be research involved.   When I write plans for businesses, I talk to the owner/manager of the business about what his/her vision and objectives are.  I talk to the employees to get their perspective on the organization and its clients.  I research the competition.  I talk to their clients, both real and potential.  I look at economic factors.  I consider the people they have in place and what their capabilities are….It’s a long, but worthwhile process. 

Writing a well-thought-out and organized business plan dramatically increases your odds of succeeding as an entrepreneur. Running or starting a business without a business plan is like walking through the dark without a flashlight. You can probably go a long way using just your senses and relying on basic instincts. But operating in such a manner leaves you wide open to the risk that something will get in your way (like a competitor) and you probably won’t see it until it is too late.

 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She has extensive experience in developing strategic plans in various industries.   She can be reached at 705-929-0467 or at erinsavoieconsulting@bell.net.

Twenty One Ways to Motivate Your Employees

1.  Encourage participation in setting goals and determining how to reach them
2. Keep all employees aware of how their jobs relate to others
3. Provide employees with the tools and training necessary to succeed
4. Pay at least the going rate for jobs in your industry
5. Provide good, safe working conditions
6. Give clear directions that are easily understood and accepted
7. Know each person’s abilities and give assignments based on the ability to handle those assignments
8. Allow people to make decisions related to their jobs
9. Be accessible.  Listen actively and empathetically
10. Give credit and praise for a job well done
11. Give prompt and direct answers to questions
12. Treat employees fairly – with respect and consideration
13. Help out with work problems
14. Encourage employees to acquire additional knowledge and skills
15. Show interest and concern for people as individuals
16. Learn each employee’s M.O. (modes of operation) and deal with them accordingly
17. Make each person an integral part of the team
18. Keep people challenged and excited by their work
19. Consider your team members’ ideas and suggestions
20. Keep people informed about how they are doing on the job
21. Encourage team members to do their best and support their efforts

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She can be reached at erinsavoieconsulting@bell.net or at 705-929-0467

When Accidents Happen

Many small businesses without an official human resources department do not understand when they have to file and accident claim with the WSIB.  Firstly, any business that has even one part time employee must be registered with the WSIB.  It’s the law. 

Employers must report a work-related accident to the WSIB if they learn that a worker requires health care and/or

• is absent from regular work
• earns less than regular pay for regular work (e.g., part-time hours)
• requires modified work at less than regular pay
• requires modified work at regular pay for more than seven calendar days following the date of accident.

When deciding whether to report an accident where a worker requires modified work at regular pay for more than seven calendar days, employers should consider that

• shift workers, or those on irregular work patterns, may not be scheduled to work on the eighth calendar day. In these cases, the employer must report the accident if the worker requires modified work on the first shift that follows the eighth calendar day.
• the seven calendar day period is not reset for workers that initially require modified work for less than seven calendar days, return to regular work for a brief period, and then require further modified work. In these cases, the requirement to report is based on whether the worker requires modified work after the initial seven calendar days following the date of accident.
• if a worker initially returns to regular work, but then requires modified work, the employer must report the accident if the worker requires modified work for more than seven calendar days from the date that the modified work began.

When notice is not required

Employers are not required to report a work-related accident if the worker

• receives only first aid
• receives first aid and requires modified work at regular pay for seven calendar days or less, following the date of accident
• does not receive first aid, but requires modified work at regular pay for seven calendar days or less, following the date of accident.

First aid is the one-time treatment or care and any follow-up visit(s) for observation purposes only.

First aid includes, but is not limited to

• cleaning minor cuts, scrapes, or scratches
• treating a minor burn
• applying bandages and/or dressings
• applying a cold compress, cold pack, or ice bag
• applying a splint
• changing a bandage or a dressing after a follow-up observation visit.

Accidents requiring health care

In deciding whether an accident should be reported to the WSIB because “care” has been provided to the worker, the employer should consider the type of care provided, rather than the professional qualifications of the provider giving the care, or where the care was provided.

The employer must report the accident to the WSIB when a worker is injured and the treatment received could only have been administered by a health care practitioner.

The accident must be reported regardless of whether

• the employer pays the health care practitioner for the service provided, and/or
• the health care practitioner treats the worker on the employer’s premises.

An employer is not required to report the accident to the WSIB if first aid is provided to a worker by a

• co-worker, manager, lay person, or
• health care practitioner, when the first aid did not require the professional skills of that practitioner.

Employer’s failure to comply

At the initial entitlement stage of a claim, the WSIB may levy four separate $250 penalties — one each for

• late reporting
• incomplete reporting,
• not reporting on a pre-approved version of the form, and
• failing to provide a copy of the Form 7 to the worker.

The WSIB may again levy these penalties if the employer fails to respond to subsequent requests for information, or at the time of a recurrence.

Because failing to comply is also a provincial offence, employers may be prosecuted. If convicted, employers are liable for a fine of up to

• $25,000 or up to 6 months in jail, or both, for individuals, and
• $100,000 for corporate entities.

For more information visit www.wsib.on.ca.

A high frequency or a severe accident can lead to a Workwell audit.  For more information on the Workwell Audit or creating a health and safety program, please contact Erin Savoie Consulting at erinsavoieconsulting@bell.net or at 705-929-0467. 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She specializes in human resources consulting and creating health and safety programs

Is Your Health and Safety Program up to Par? Sudbury, Ontario Businesses Take Note!

It appears that the Government of Ontario is gearing up to kick its safety legislation into high gear.  Not only is the Ministry of Labour in the midst of hiring 41 new health and safety inspectors but  also Ontario will appoint Tony Dean as chair of an Expert Advisory Panel to conduct a comprehensive review of the province’s occupational health and safety prevention and enforcement system.

Mr. Dean will lead a panel, comprised of safety experts from labour groups, employers and academic institutions to recommend options for structural, operational and policy improvements.

The panel will research best-in-class approaches to improving workplace safety in national and international jurisdictions and will look at a range of issues including:

• Continuum of safety practices in a workplace and entry-level safety training
• Impact of the underground economy on health and safety practices
• How existing legislation serves worker safety

Part of the review will be supported by the Institute for Work & Health, a globally renowned and independent research centre for occupational health and safety.

The Expert Advisory Panel will report back to the Minister of Labour in Fall 2010.

This means that if your health and safety program needs some assistance, now is the time to act. 

If you need assistance with your health and safety program, call me, I can help. 

 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She specializes in creating health and safety policies and implementing programs for small and medium sized businesses.  She can be reached at 7058-929-0467 or at erinsavoieconsulting@bell.net

Job Seekers – Stand Out Resumes, Cover Letters and Interviews. Tips to Remember.

My recent experience in resume writing is that in a highly competitive job seeker market,  people are willing to spend a little more time and money developing resumes to ensure they stand out from the crowd.  There are many books and websites available as resources.   When I am posting any job for clients, I can receive hundreds of resumes for one posting.  For the most part, I don’t read them all word for word, but initially scan them for key words and experience that catch my eye.   The following are tips that I have developed for job seekers.  I have shared these tips with my clients and they have resulted in success when followed.

The Resume:

• Keep it simple…2 pages maximum.   Recruiters don’t have time to read your entire job description from your last job. 
• Create an objective.  If you are looking for a specific job, write it down to show the recruiter you are sincere in your search and not just sending out dozens of resumes and will take the first job that is offered.  (Even if that’s true!).  That is, if you are applying to a bank, your objective may read…to secure a job in the financial industry to apply  experience and skills acquired in the last 15 years of working in a bank….
• Create a profile about yourself.  This should be 3-4 sentences that wrap up you experience, achievements and personality in a nutshell.
•  List your skills….this can be anything from attention to detail, to sales skills and report writing. 
• List your achievements in your prior experience, not just the experience itself.  For example, you may write…grew territory 15% in one year through application of sales techniques and superior follow up with clients….
• Use verbs when detailing your experience.  Ensure that each item has an action.  Be creative.  Instead of saying “Maintained accounts receivable”  try “Managed over 1000 accounts in receivables and improved collection from 60 days to 30 days”
• Look for the keys words that the employer is using to describe the person they want and use those in the resume when you can.

The Cover Letter

• Keep it short and sweet.  I usually use 3 short paragraphs.  The first tells them the job I am applying for, the second outlines why I am suitable, and the 3^rd asks for an interview.
• Look at the job ad and again, look for the keys words that the employer is using to describe the person they want and use those in the cover letter.  I have often bulleted the second paragraph.  Here’s what you are looking for, here’s what I can do…
• Put the cover letter in the body of an email, not as an attachment.  There is more likelihood it will get read that way

The Interview

• Prepare by researching the company and understanding their goals.  This can usually be done on the web, or by calling and speaking to the recruiter or another employee. 
• Have your answers prepared.  Most recruiters use behavioural interviews.  Research possible questions and answers and write these down. 
• Ensure you have a list of your achievements handy
• Dress appropriate.  Ensure your socks match.  You should be wearing  what the recruiter is wearing , if not better.
• Brush your teeth and have fresh breath. (trust me on this one from the recruiters stand point!)
• Prepare a list of questions to ask about company goals, the position
• Ask them at the end if there is anything they are concerned about that they would like to explore further.

If you would like help in developing a solid resume or to prepare for an interview, please call me.  I can help. 

 

Erin Savoie is a small business consultant, based out of Sudbury, Ontario.  She has a proven track record in assisting job seekers developing resumes that get noticed.  She has worked with many clients on interview preparation. She can be reached at erinsavoieconsulting@bell.net or 705-929-0467.

Keep your Employees Safe and At Work! Musculoskeletal Disorders a Huge Risk!

Workplace accidents cost employers more than they know.  According to Ontario’s WSIB, in 2006, the cost was approximately $98,000. Direct costs to the WSIB accounted for about 20% of that figure. Indirect costs to the company make up the rest of the total costs, including:

• Property damage
• Lost production
• Manager and supervisor time
• Compliance costs associated with Ministry of Labour orders
• Lowered employee productivity while on light duty.

A business operating on a 6 per cent profit margin in 2002, would have needed nearly a million in sales to make up for the $59,000 lost that year from a single injury. In 2006, that same business would need over one and a half million in sales to recover the costs of a single injury.

What is even less know in that fact that workplace pains and strains (otherwise known as musculoskeletal disorders(MSDs)) accounted for 43% off all WSIB injury and claim costs in 2007.  MSDs can affect the neck, back, and limbs.  Injuries diagnosed as strains, sprains, carpal tunnel, and repetitive strain injury are considered MSDs.  Paying attention to early signs of MDS hazards and workers’ symptoms is beneficial to both workers and employers.

Most MDSs are preventable.  Take a look at what your workers are doing and together, plan a strategy with them that will benefit all.  For example:

• Ensure work stations are at an appropriate height and angle
• Train all workers in material handling techniques
• Provide lift assist devices and make it policy that they must be used over a certain weight
• Improve grips and handles on objects
• Provide frequent rest breaks
• Ensure employees are stretching before any lifting or other activity
• Ensure employees are using tools that are appropriate for the job
• Ensure workers are completing their tasks at an appropriate pace
• Provide personal protective equipment such as knee pad if they are kneeling
• Design job duties to ensure tasks are varied and not repetitive
• Place anti fatigue matting on the floor
• Provide stools for allow for a change in posture

 

Most importantly, engage your employees to develop solutions.  They are the ones doing the job.  Whether you have a Joint Health and Safety Committee, or if you develop policies on your own, be proactive and implement policies and procedures to ensure your workers will stay at work.

 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She develops health and safety policies and assists organizations in passing the Workwell Audit.  She can be reached at erinsavoieconsulting@bell.net or 705-929-0467. 

The Performance Appraisal a Great Tool when Handled Properly

Why is it that both managers and employees dread the performance appraisal?  When used properly, the performance appraisal will assist in communicating and controlling the organization’s goals, objectives and values.  For administrative purposes, they provide employers with a rationale or basis for making many human resource management decisions such as those relating to pay, promotions, demotions, terminations and transfers.  For employee development purposes the appraisal data provides employees with performance feedback.  Such feedback reinforces desirable behaviour, while seeking to guide and motive employees to improved performance where needed.  Feedback also helps employees clarify role expectations, performance expectations and standards.    Performance appraisals assist organizations in monitoring quality of the work force.  This will ensure acceptable standards of performance are being maintained.  If they are not, steps can be taken to simplify jobs, train workers, motivate workers help them solve personal problems or dismiss them. 

The performance appraisal can be formal or informal.  Users of formal systems schedule regular sessions in which to discuss an employee’s performance.  Informal appraisals are unplanned, often chance statement made in passing about an employee’s performance.  Most organizations use a forma appraisal system but also provide varying amounts of informal day to day feedback on performance.

When designing a performance appraisal system, an employer must consider:

• Who should be evaluated?  The same system may not work for clerical workers as it does for management. 
• What criteria should be used?  Does the system monitor individual traits, behaviour or job results? 
• How will the appraisals be used?  For pay increases? To assess training needs? 

A performance appraisal system must be 5 general requirements: 

• Reliability – consistency of a measure over time and between raters. 
• Validity – accurately measures job performance
• Practicality – the system must be acceptable to both evaluator and those being evaluated.
• Fairness – employees must feel that appraisals are conducted fairly and that their consequences are fair.
• Impact – If employees with low ratings get the same rewards as those with high ratings, the system loses impact. 

The various methods used in conducting a performance will depend on the structure of the organization and what best suits their culture.  Different methods include

• Job results indices
• Essay Method
• Graphic Rating Scales
• Ranking employees
• Peer evaluation
• Field Review
• Behavioural Checklist
• Management by Objectives
• Team style peer review

Whatever the method chosen, the performance appraisal is a great tool to uses for not only employee development, but those administrative purposes outlined above. 

For more information about conducting employee reviews, contact Erin Savoie Consulting at erinsavoieconsulting@bell.net or 705-929-0467. 

Erin Savoie is a small business consulting based out of Sudbury, Ontario.  She can be reached at erinsavoieconsulting@bell.net or 705-929-0467.  Her expertise lies in the fields of human resources management, operational improvements, developing health and safety policies, customer service and sales training. 

New Protections For People At Work – Workplace Violence Legislation Passed

Today, the Ontario government passed legislation that requires all businesses to develop policies and programs to help further protect workers from violence and harassment in workplaces.

The new protections will require employers to:

• Develop and communicate workplace violence and harassment prevention policies and programs to workers
• Assess the risks of workplace violence, and take reasonable precautions to protect workers from possible domestic violence in the workplace.
• Allow workers to remove themselves from harmful situations if they have reason to believe that they are at risk of imminent danger due to workplace violence

Amendments to Ontario’s Occupational Health and Safety Act passed today and will go into effect six months after Royal Assent.

What does this mean for your business?

1.  You will have to develop a workplace violence policy to include in your health and safety manual and/or employee manual.  This policy needs to be specific to your business.
2. The policy will need to be posted and communicated to workers through other means.  It should be communicated to new employees through a health and safety handbook. 
3. Workplaces need to examine the risk of violence/harassment in the workplace.  For example, perhaps workers should not be working alone.
4. The policy needs to include the fact that workers must understand they can legally stop work if they feel they are in danger of workplace violence.  There should be a process to follow.
5. Companies, a minimum of once per year, need to assess their program, examine trends and alter that policy if needed. 

 

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  One of her areas of expertise lies is policy development in health and safety.  She can be reached at (705) 929-0467 or at info@erinsavoieconsulting.ca. 

Excellent Customer Service Tips for Management

The busy Christmas season is upon us.  Many retail stores have hired extra staff to deal with cranky Christmas shoppers.   It is a great time for many retailers to impress their customers with superior service, so they will remember and return in the slow months of January and February.  No matter if you slash your prices and run promotions, if your customer service is suffering, your bottom line will as well.  Having excellent customer service means you shouldn’t have to run promotions and slash prices to get customers into your store. 

Here are some tips to remember in order to develop excellent customer service

Develop a plan

How exactly do you want each customer transaction to occur?  Managers need to develop a timeline of significant points along a transaction, where your staff has the opportunity to impact the customer.  For example, if you have a hair salon, your timeline might look like this:

  cycle of service

customer calls to make an appointment

customer arrival to shop

shampoo

colour

cut

style/blowdry

cash out

 

What can you do at each point in the cycle to impress your customer and make their purchase experience memorable? 

 

 Train your staff

Once you come up with your timeline and ideas to each point to impress your customer, you must train your staff on how to act.  This should be done in a group setting and if done right, can be fun and really motivate your staff, especially if they have input in this part of the process. 

Training needs to be specific. For example, when the customer calls to make an appointment, if you want to “wow” your customers, you need to deliver a script to your employees on how to answer the phone. 

 

New employees need to be trained on your customer service plan before their first day on the job.  This will help them avoid in developing bad habits, and you will be able to set your expectations right away.

 

 

Hold your employees accountable

Once your employees are trained on how they should deliver your product/service, there should be no excuses if they don’t follow your plan.  Don’t let it slide.  At first you will have to be diligent in following up with your employees at each step in the cycle to ensure they follow your plan, but if you do, soon it will become habit.  You can make it fun by running contests to see who follows your plan the most!

 

 Ensure your staff has the right resources to deliver excellent customer service

If you customers don’t have the right resources to offer excellent customer service, they will be frustrated, and so will your customers.  Ensure you prepare ahead of time for your peak periods of business by ordering extra stock, ensuring you are adequately staffed, and ensuring your staff is trained. 

 

Train your staff in dispute resolution

Let’s face it, no one has ever won an argument with a customer.   Dispute resolution does not come naturally for most people.  Ensure you staff is trained to deal with employees when they are not happy.  They need to listen, show empathy, and come up with an immediate plan to solve the problem, regardless who is at fault.

 

Presentation

Your staff and your store create your image.  Ensure your staff are presentable.  Develop a dress code if required.  Ensure you store or office is clean and welcoming to staff, just as you would if you were inviting people into your home.

 

Follow up with unhappy customers

We are only human.  Mistakes will be made.  Ensure you follow up with unhappy customers, again, regardless who was at fault.  Throw in something that will encourage them to return.  Also, look at the trends of the unhappy customers.  Is there something in your business operations that you need to improve to prevent a recurring problem?

If you apply the above tips, your business will be consistently known for its excellent customer service.  Excellent customer service means returning customers which means more money in your pocket!

Erin Savoie is a small business consultant based out of Sudbury, Ontario.  She can be reached at 705-929-0467 or at info@erinsavoieconsulting.ca.

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