OK, I'm intrigued. The power of social medial to both share jobs and to let an unsuspecting user see that you are looking for one is really powerful. What concerns me is the loss of control that happens when you let something like this loose. It is me? Is it my Gen X point-of-view?
I'd love to know what you think. Personally, I'm still a big fan of old fashioned networking.
Several event came together over the past couple of day. First, I spent the last several days at the Profiles International World Conference in Forth Worth Texas--where a parade of cows and horses marched down the street on Saturday morning--but that is a separate post. The key topic of the conference was developing leaders and managers through a regular 360 review process. Profiles has also penned a great new book on "Leadership Charisma" that helps identify what it is that makes leaders leaders.
Even more exciting, the updated Checkpoint360 tool will now measure the Leadership Charisma index!
It seems that there is quite a bit of pent up frustration amongst workers out there who have been heads down for the last two years--just taking it because they are happy to have jobs. As we start to see the haze clearing heads are lifting and opportunities are starting to become commonplace. While we're not in the go-go times from years past it is certainly better than it was. Massachusetts unemployment is just south of 9%, better than a lot of the country but not where it used to be--that will take time.
Companies are going to have to start meding relationships with overworked and underresourced employees and now it the right time to do it. Investing, even small dollars, can make a huge difference in morale and in performance. Take the 360 that I spoke about earlier--an inexpensive way to develop your leaders by demonstrating interest and using actual information to close gaps. Almost all leaders welcome the opportunity and if they don't--are they really leaders?
Every year, I look forward to the New Year. It just seems like such a natural time to pause and think about the year behind us and the year that we look forward to. 2010 won't go down in my book as my most favorite year but it was one of remarkable accomplishment. I was able to put 140 managers through a core skills program that consisted of four fundamental management classes. I got a new software system installed that will change the way work is done at my hospital. I gave some tough feedback to a manager who was failing--and her performance improved dramatically. I got to promote an employee out of the administrative ranks and into the professional ones. We got a new A/C system in our condo. My brother turned 40 and I was able to go to the surprise party. My partner had a great year at work. We went to Paris, Provincetown, and Phoenix (hmmm, only towns that start with "P").
So, 2011. Every year I spend some time just thinking about what the next year holds. I'm always optimistic so I just assume that the year will bring good things. If you haven't already, get out a piece of paper or open up a Word document. Now, just write down what your intentions are for the new year. Where would you like to be in December 2011 looking back over the year and looking forward to 2012. Did you actually move the ball forward?
My 2011 intentions are simple and they are safely written down and in a spot where I can access them and read them regularly. I encourage you to do the same.
Today Facebook served up a Home Depot HR recruitment advertisement to me. I can't help but think about the implications associated with this new frontier. The fact that it know what targeted ad to send to me about possible employment is huge. When I think about the possibilities of web 2.0 coming true I am amazed. Personalized content--from what movies I might enjoy, to products associated with my Alma Mater--the web truly allows for a customized and branded experience.
So, if you organization thinks Facebook, LinkedIn, or Twitter is a waste of time, think again.
Let's chat about Elizabeth Edwards. My memories of her seem to be attached to the news media. She really came into the political spectrum when her husband John ran with Senator Kerry for the Presidency. She was a class act then and continued to be a class act.
So, what does being a "class act" really mean? I think quite a lot. I think being a class act includes being honest with yourself and with your family, it is living every single day to its fullest. It also includes helping others and speaking your voice when others cannot. Elizabeth Edwards was truly a Class Act.
Her brave fight with Cancer, her support of her husband under circumstances that most people wouldn't have tolerated, to the point where she had had enough. All depict a class act
So, when you are complaining about work, "The Holiday's", the dirty dishes or the laundry that you need to do, think about "A Class Act" and proceed appropriatly.
Elizabeth, thank you for your service, wisdom, and bravery.
Today is December 7th (well, now 8th by a few minutes)...Today my thoughts turn to my Step Dad, Archie Kelley.
My Step Dad, Archie P. Kelley served his country well in the US Navy. Since today is December 7th, the day the Japanese bombed Pearl Harbor, I thought I'd write about him. Archie was stationed on a submarine at Pearl Harbor on that faithful day. He was in the engine room, the officer in charge, and responsible for keeping things running.
When the bombing commenced, his submarine ended up at the bottom of the harbor. Archie was faced with figuring out what compartments to flood to keep the sub from tipping over. That meant closing doors with people on the other side. When Archie describes it, tears still come to his eyes--and he is 92 years old.
Luckily, there was an uncharted exhaust pipe that lead from from the engine room to the surface. Archie and his men climbed up that pipe to the surface. And, I'm sure, what awaited them on the surface wasn't much better.
So this evening, I called my Step Dad--As I was listening to the phone ring I thought "Do I say happy Pearl Harbor Day?"...but, the minute he picked up I realized all I had to say was "Thinking about you on this terrible day...Thank You."
A very close friend of mine recently lost her mother. I felt privileged to have known her and always loved the annual 4th of July party that her Mom and Dad hosted at their home overlooking the beach in Rockport, Massachusetts. As is often the case, the time leading up to a loved ones death is filled with Herculean efforts to visit the patient in the hospital--and, often, it means taking some time off of work.
This was the case with my friend. Her Mom was in a nursing facility over an hour away. It required fighting traffic, fighting deadlines at work, and ongoing fatigue. My friend handled it like the pro that she is.
I was impressed that her boss took the day off to attend the funeral. It is generally what a good boss does. They take time off to pay their respects to the deceased--but, more importantly, they are there to support their employee.
This manager, however, also called his employee on the phone the very next day to ask her if she was going to be finishing up a project that was due. Really? What planet does this guy live on? A direct report just buried her mother--and you were there--and saw the tears, the emotion, and the love. And then you call and ask about a project?
Managers...this one if for you. Don't call. Give your employee time--time to figure out what their new normal is.
Today's Guest Post comes from Stanley Janas at Halogen Software. He makes a compelling argument about linking training and development to performance metrics. It is a great read. In the spirit of full disclosure, I am now Director of Learning + Development at Tufts Medical Center here in Boston, Massachusetts. Halogen has been solicited for a quote for their performance and learning management software solutions.
Getting Value from Your Employee Training Initiatives
Learning and Development teams face two main challenges: accurately identifying
their organization’s learning needs, and verifying that their training
interventions are effective.
try to define their learning offering by looking at their most popular learning
activities and expanding their offering in that area. They rationalize that
employees know what training they need and communicate that through their
selections. Learning activities are added and removed from the catalog based on
common method to define curricula is by working with management to develop a
training offering that aligns with the organization's strategic goals.
of the most effective ways to define a training offering is to look at the
employee performance data gathered from your performance management process.
Develop Your Training Offering Based on Actual Learning Needs
of the best ways to identify learning needs is to look at employee performance ratings,
especially on competencies, and identify gaps between organizational needs or expectations,
and actual performance.
taking an aggregate view of this data you can:
competencies with the lowest (or highest) overall scores so you can easily
identify skill gaps that need to be addressed in the organization.
Look at the percentage
of employees who have received a specific rating on a competency, making it
easy to identify organizational learning needs.
Compare each employee's
score against the overall average for the group or against targets, to identify
areas for development.
This analysis allows Learning and Development teams to clearly identify
performance gaps and assess learning needs for the entire organization. If your organization conducts assessments for succession planning
purposes, you should look at the employee performance data from this process.
Access Development Plans for the Entire Organization
addition to providing employee performance ratings, your organization's
performance appraisals likely invite managers to assign development plans to their
Collecting and analyzing this data from your performance appraisals
is another way to get real data on individual employee training needs, whether their
development plans are associated with competencies that need development, with
stretch objectives that require an employee to acquire new skills or with
career or professional development plans. Again,
you may also be able to get similar information from any assessments
conducted as part of your succession planning process.
Provide Training That Supports High-Level Organizational Goals
should also look to your organization's high level goals, mission, vision and
values. While managers and employees use this information to align their
personal goals, Learning and Development teams can use it to create curricula
and learning paths that support the achievement of these goals.
Validate the Effectiveness of Training by Measuring Improvements in Performance
same data that helps Learning and Development teams identify skill gaps can
help them validate the effectiveness of learning interventions. Learning and
Development teams should measure changes or improvements in employee
performance ratings over time to validate the effectiveness of training.
is the most accurate way to truly measure the value of training in terms of
sustained performance improvements.
Stanley Janas is Director
of HR at Halogen Software. He can be reached at firstname.lastname@example.org
The following arrived in my email in-box the other day. Talk about making a professors day!
I have to share this with you. As you remember (or not), I asked you about different HRIS in the past. Well you'll be happy to know that I have handled the purchase the very first HRIS for my company ALL BY MYSELF.
From the research; viewing demos; seeking IT
input (regarding software and hardware requirements); scheduling demos for my managers; endless back and forth communication with vendors; selecting final three vendors; checking references; to writing my recommendations (including pros & cons) for each one.
And yesterday, we signed the contract.
But I wouldn't have experienced such thrill if it wasn't for you. So you see, I haven't been sleeping in your class even though I didn't ace it, I have learned a whole lot!
You deserve the Teacher of the Year trophy in my book...
trade publications refer to “the hidden job market.” These
are the jobs that are not advertised, and in spite of their
someone estimates that 80% of
available jobs are not advertised. It is not entirely
clear how that is calculated. What matters to you, the job seeker, is
these jobs are as abundant now as they have ever been. And they are
available to you if you understand where to look.
Why is there a hidden job
is still expensive, online or off, and in a 10% (or higher in some
industries) unemployment situation, posting an ad opens a floodgate of
applications an employer can’t manage because he laid off his recruiting
staff in the last go-round. Better to put the word out quietly, in a
controlled settling, than to post in so public a forum as a website,
or trade journal.
are more reliable – for everyone involved. Even the Navy
knows that a buddy system improves retention . The referring employee
endorsing both the company and the candidate, the candidate can get the
skinny on life at the Company, and the Hiring Manager gets a name he can
right to the top of the stack.
are often created for a specific need, or to suit a specific internal
candidate, where insider knowledge is so crucial you wouldn’t want
but the person you
in mind. How often have you said in your own work situation, “I
wish we had an Anne to put on this problem,” or “Martin would
be at his best if we could find a way to let him analyze data all day
So how does one find this
job market if it is invisible?
got to work your network. Because working your network works.
is not a paragraph about “social networking,” tweeting, status
updates or YouTube
job posting. This is not a strategy for amassing the
largest number of names you can in order to hit them up for jobs. This
simply about staying connected with the people you know, and letting
you achieve your goals.
people you know are your “lower-case f” friends, your family, your
former colleagues and classmates. Social networking sites and tools may
make it easy to connect, but not if you are doing it shallowly. If you
are doing it well, a beer or a phone call will do. And guess what,
Workforce America ,
it’s not just when the chips are down, either. You’ve got to
actually think about other people, and tell them when you do. Help them
when they ask, and ask for help when you need it. Roll a few logs and
actually build that relationship and you will be surprised at what you
have a friend/mentor/former co-worker that I chat with online on
yes we are networked 4 ways. But we also write notes to each other
(stamps, envelopes, and all!) and about one a month we find a way to
coffee on a Sunday morning
and share ideas. When she broke her ankle, I
came by to keep her company; when I lost power during an ice storm, she
up. And when she heard about a shift in her company that implied an
opportunity I might take advantage of, she let me know.
opportunity stalled in its growth stage. She spread the word about me,
and sparked some interest, but the change wasn’t getting off the ground,
and I soldiered on where I was until 4 months later, I was laid off from
now a different friend, one I had not heard from in nearly 15 years.
a time, we had been quite close, but her career pursuits took her across
country and Life happened to the both of us. I will admit that we
reconnected through the new-fangled social networking you are so tired
hearing about, but it was our original old-fashioned friendship that
reconnection such an ease and a pleasure. When she heard I had been
off, she asked, “What are you looking for? My company has some new
it turned out it was the same company.
two colleagues, who knew each other so well, who both thought of me as a
for their company, had no idea that they both knew me. Our
were so far apart in years and makeup that we were all dumb-founded to
this connection. I brushed up the resume again, and I was
reintroduced as a candidate. This week I started working at that
network will not get you jobs, you know that. Even the friend who
directly hires you is not hiring you for friendship. The stakes are too
high for that. They are hiring you for your skills, your style, and the
history of success (both personal and professional) you are bringing to
job. You are literally seeing return on your investment.
don’t have to be friends with everyone you work with; you don’t
have to center your personal life around your work. What you do have to
do is invest a little of the personal in the professional, and the other
around to be “top of mind” when the subject of great fit and match
is on the table.
of yourself to the people you know. Notes, emails, phone calls, (a text
or a “poke” if that is your vibe), keep the connection alive.
about what happens to people you no longer work with, live
room with, play with, and find a way to visit with them. Not because it
may someday lead to a job, but because you like
them. And they are nice to be with.
to check in, and keep that promise. This is where so many of us lose
network. Friendships take time and effort, but in both cases, small
quantities suffice. Sitting sidelines at the soccer game, shopping for
new shoes, shooting hoops, taking the baby around the block, telling
you thought of them today.
to be the amazing person your friends think you are. They
you know. You don’t get it, because frankly they are so
amazing with all they manage, that why would they think twice about
You’re both wrong. You’re both right. Live up to the
to help, to keep company, to watch the kids, to send a care package, to
letter of reference, to put in a good word.