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For corporate Human Resources personnel, it is not an unusual occurrence for a staff member to spent as much as eight hours a week maiking phone calls and finding information for Employment Verification purposes. Not only is this process exceedingly time consuming, it also creates an issue with a position is in critical need of being filled and cannot be done so at once due to this lengthy process. You can outsource this work easily through an online service specifically designed to perform these types of tasks quickly and efficiently. Because this process would be outsourced and no longer performed in-house, the cost to the company would be less than most professionals would earn by working for a half an hour. This adds up to a respectable savings for the corporation over the old fashion method.

A recent study indicates that it is not unusual for a human resources individual to spend eight out of forty hours in a week tracking Employment Verification. Fortunately, for all parties involved, a company named VeraTrack has invented a solution that takes the hassle and the concern out of these mundane tasks. As a nod to the Information Age, VeraTrack offers an automatic system that is controlled over the internet through a website. After a client, you would create an account, log on, request the applicant’s authorization, and then begin the Employment Verification process.

Any business can go online and employ other links that can help to find other companies who perform different kind of background checks for a fee. Additionally, these links will allow you to choose by the particular location of your company. Many companies such as schools and school bus transportation will find links for many of the thorough background checks that are needed in order to protect our children from harm. As the Human Resource representative has many particular jobs to perform, it is wise to dedicate their time to more serious matters than employee verifications of work history. This will eradicate the need to store private employee histories in an unsecured file cabinet.

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Success in business depends to a great extent on good people management skills. These skills can be improved and learned. It can be a plus to have a innate affinity for people, but you can do numerous things that will facilitate the process. Relationship Development: Remembering co-workers by name should be a great beginning. Speak to people; look co-workers in the eye during a conversation. Be respectful, in addition be attentive to what the other individual says, irrespective of whether you agree or not. The development of listening skills is one of the greatest things you can do to develop your human resources management skills. Be sure to welcome any contributions from team members. Keep your word: Do not give promises you can’t fulfill. When you don’t keep your promises, the fragile bond of trust is wrecked, and if they don’t trust you people won’t offer their best. When you say something or give your word on something, you are wasting your time unless you act with integrity. The truth is, when you can’t be depended on, you can be certain they will act in the same fashion. Encourage any observations: It’s a two-way street. Maintaining an open mind with regard to other people’s opinions is very important in managing people. Being approachable and open shows that other people’s thoughts are important to you, your ideas will be valued in the same fashion. Welcoming open conversation also opens doors to creative problem solving, innovative methods of accomplishing the goals of the business, and strengthens the company dynamic. If your staff have a voice, the success of the company becomes important to every member.

Encourage communication: Communication is fundamental to managing employees with skill. Be approachable, use listening skills, be open minded, and encourage all your team to express their views. Staff should be inspired to communicate with one another as well as with you. The exchange of ideas is important in the creative process, if the employees communicate efficiently, it becomes much easier to spot any issues before they present a problem, permitting corrective measures to be implemented to prevent further problems. A little time is essential, yet the rewards are worth it. By building the bonds of a good team and listening to what your employees have to offer, a successful business can be achieved.

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It has been becoming a common practice in organizations to produce high productive results through ensuring effective teamwork (Papers4you.com, 2006). Many experts have argued that teamwork is really an effective tool in organizations where work is highly interconnected and demands up to date information sharing. For that purpose, it is imperative to first build an effective team and second to motivate them in various monetary and non monetary ways to gain maximum output.

There are certain characteristics of an effective team that should be ensured for optimum out put (Robbins & Coulter, 2002). It is argued that an effective team always have clear team goals that encourage team members to replace priority of individual goals with that of team one. Team should also comprise of people with relevant skills according to the context of goals. Mutual trust is also imperative among team members and that can be facilitated through open, honest and collaborative organizational culture. It was further argued that such trust may give rise to unified commitment that is directly linked with high level of intensity to achieve team goals. Similarly good communications and negotiation skills through which each member can understand each other is also imperative and all these processes should be lead by an effective team leader who can motivate team members even in difficult situations.

Apart from ensuring such characteristics it is highly beneficial if organizations provide teams with any team incentives as it can have twofold benefits (Papers4you.com, 2006). First, it provides an opportunity for each team member to secure a bonus on a outcome of whole group that can push the member to work hard for group achievements. Second, due to common incentive for whole group, it will flourish cooperation instead of competition among team members hence increasing chances of achieving team goals (Cascio, 1995).

Apart from giving monetary incentives, sometimes organizations may pursue non monetary motivational incentives such as giving them sense of involvement and empowerment. Beardwell & Holden (2001) highlights Quality Circles (QCs) as one of such techniques where team of 6-10 employees in meeting held weekly or fortnightly identifies problems from their own area through data collection methods and statistical techniques. These problems are then analyzed by same team, solutions are devised and then formally present to the manager who may implement this circle’s proposal. Thus a sense of power of their own destiny is felt by team members.

Hence effective team work can be achieved through effective team building and teamwork is always beneficial for organizations as it increase flexibility and speed as task is being done by more than one individual with different skills, effective use of diverse workforce is possible where more innovative ideas and efficient decision making is more probable due to heterogeneity in the team and more importantly provided by right set of motivation and support it can increase productivity far more than what can be achieved on individual basis (Robbins & Coulter, 2002)

References

Beardwell, I. & Holden, L., (2001), ‘Human Resource Management- A Contemporary Approach’ Third Edition, Essex: Pearson Education Limited

Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.

Papers For You (2006) “P/HR/245. Team work: theory and case study”, Available from http://www.coursework4you.co.uk/sprthrm3.htm [19/06/2006]

Papers For You (2006) ” P/HR/220. Challenges of managing groups and individuals”, Available from http://www.coursework4you.co.uk/sprthrm3.htm [19/06/2006]

Robbins, S, P & Coulter, M, (2002), ‘Management’, Sixth Edition, New Jersey: Prentice- Hall Inc

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Every business must take the right steps to cultivate the culture it desires. The culture is the single greatest force that affects your employees. You want all employees to convey the feelings and attitudes that best support your company’s goals. No matter how many employees you have, you want all of them to project the coherent company culture that you want customers, vendors, and others to perceive about your company.

Your corporate culture does not relate directly or exclusively to your profit margin. Rather, it relates to the emotional health and well-being of your employees which is closely related to your profit margin. Be sure your employees get the right training to do their job well and to grow professionally. Be sure that the work pace is sustainable and will result in good quality. Always show employees that you appreciate their contributions and reward special achievements.

You can gauge the health or your corporate culture by observing your employees. You want to hear laughter in the office, and you want employees to be focused. If you notice the absentee rate increasing or employees taking longer lunches and breaks, it may mean that your corporate culture needs to be revisited. On a regular basis, have lunch or coffee with different employees and ask them to discuss their concerns and make suggestions.

To really show your employees that you care more about them than profit, schedule a social event during work hours.

Jo Ann Joy, Esq., MBA, CEO
Copyright 2006 Indigo Business Solutions. All rights reserved.

About the author Jo Ann Joy is the CEO and owner of Indigo Business Solutions, a legal and business consulting firm. Indigo Business Solutions is a “one stop shop” for small businesses, because we offer both legal and business services. We can provide all the professional services that a business requires, and they won’t have to be “referred out” and pay another professional. Jo Ann has a law degree, an MBA, and a degree in Economics. She is a strategic business attorney who works closely with clients to greatly improve their chance of success. Her background includes commercial, corporate, contract and real estate law, and she has experience in accounting, financial planning, mortgages, marketing, product development, banking, and business planning and strategies. She ran a successful business for 10 years, and she has written and given presentations on many different legal and business subjects. If you have questions about legal, business or tax topics, please visit our website http://www.IndigoBusinessSolutions.net Phone: 602-663-7007; Fax: 602-324-7582.

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At the age of 36, Michael Abrashoff was selected to become Commander of the USS Benfold - at the time, the most junior commanding officer in the Pacific Fleet. The immediate challenges that faced him were staggering: Exceptionally low morale with unacceptably high turnover. Few thought that this ship could improve. In many ways, the Benfold was actually an extreme example of the same problems facing many organizations today.

As the new head of his own command Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”

“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”

The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership - a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.

In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit — an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process - a solution that began from GrassRoots efforts.

GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:

• Lead by Example - GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.

• Listen Aggressively - GrassRoots Leaders don’t simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.

• Communicate Purpose and Meaning - GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.

• Create a Climate of Trust - GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.

• Look for Results, Not Salutes - GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.

• Take Calculated Risks - GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.

• Go Beyond Standard Operating Procedure (SOP) - GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn’t change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.

• Strengthen Others/Build Up Your People - GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.

• Generate Unity - GrassRoots Leaders work to not only change undesirable behaviors but to alter the underlying attitudes. By working toward a mutual respect for everyone, they level the playing field, permitting everyone to perform at their highest level.

• Cultivate Quality of Life - GrassRoots Leaders actively integrate fun into the work experience. They want their crew to have as much fun from 9 to 5 as they do at home from 5 to 9; thereby, gaining the passion, enthusiasm and creativity that they usually lock in their car in the parking lot each morning.

By every measure, these principles were able to achieve breakthrough results. Personnel turnover decreased to an unprecedented 1%. The rate of military promotions tripled, and operating expenses were slashed by 25%. USS Benfold became regarded as the finest ship in the Pacific Fleet, winning the prestigious Spokane Trophy for having the highest degree of combat readiness.

His first book, It’s Your Ship, has sold over hundreds of thousands of copies and is a New York Times and Wall Street Journal Best Seller. While receiving accolades from such business-minded entities as Wall Street Journal, Fast Company, and others, perhaps the greatest testament to Michael’s leadership style is represented by one of his crew, who published the following review of It’s Your Ship on Amazon.com:

Reviewer: EW3 Holly (Davis) Simpson from Louisville, KY December 11, 2003

I am a plankowner* of the Benfold and admired Capt. Abrashoff’s leadership. His superior leadership brought the morale of our ship from just ordinary shipboard life to a ship that many in the fleet wanted to become a part of. Our ship was a show-piece and we were proud to carry out his orders.

What could have been a horribly desolate six months on deployment, including the holidays spent in the Gulf in 97-98, turned into a memorable experience for all, thanks to Capt. Abrashoff who even made UnRep a grand event! We learned from him that although we had a VERY important job to conduct, we were rewarded with pride in our accomplishments. Capt. Abrashoff was a very approachable Commanding Officer, an experience I had never encountered in the military and has been rare while employed with state government. He made an effort to see that his crew not only did their jobs exceptionally well, but that we enjoyed the festivities he provided for the ship while in port.

I have read his fantastic book, reliving all the memories of my Benfold life and have used his leadership knowledge to become a successful professional in the “civilian” world. To the readers who feel Capt. Abrashoff is “arrogant” in his leadership style–I think if you had as awesome a ship as the Benfold to be a part of, you would be extremely proud of it and the leadership that made it such a fine place to spend a few years of your life.

*a plankowner is a member of the crew of a ship when it’s first commissioned

Michael Abrashoff is originally from Altoona, Pennsylvania and is a 1982 graduate of the Naval Academy in Annapolis. He currently resides in Arlington, Virginia and has recently published his second book, Get Your Ship Together.

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com. Check out Entelechy’s website at www.unlockit.com.

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com.

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When you are implementing change in an organization remember this line: “Slow is fast and fast is slow.” While this statement is the opposite of what often feels or seems right, it lies at the heart of a successful change implementation program.

Most leaders feel the need to “push” change to “make it happen.” In most situations, pushing change will actually slow the organization down. As Saint Augustine said: “Patience is the companion of wisdom.”

In a recent discussion with one of my coaching clients, we identified change management and implementation as his highest priority issue. As we discussed the leadership and communication implications he needed to address during the change process, he said that his natural desire was to do precisely the opposite of the course of action that we finally agreed upon. He said that his natural inclination would be to “Go in and tell them what to do and expect them to do it.” In fact, the course of action we chose made him feel like he was sitting still and doing nothing. That’s a tough situation for an action-oriented leader.

This business leader needs to change both attitudes and behaviors in his team. He is not in a crisis situation, but neither can he wait forever for people to “get onboard” with the changes. He is a focused, hard-working leader who really cares about his business and his people. He needs the change to happen quickly and smoothly, but not at a break-neck speed. I advised him to slow down during the early phases of the change implementation to give his people the opportunity to contribute their thoughts and to maximize the probability that they will buy-in to the plan later.

The leader, in this case, has good data and sound insights about what needs to happen in his business. Unfortunately, his team does not yet see things like he does. Honestly, I think his plan will prove to be the bestand most direct solution to improve his business performance. Unfortunately, what he and I think is irrelevant when it comes to his team accepting and embracing a new way of doing things.

This situation highlights one of the major dilemmas leaders face. Namely, consciously choosing, in the early stages, to do what “feels wrong” or “seems too slow” because it pays big dividends later. Delayed gratification comes into play in a number of leadership situations, but slowing down while driving a change through your organization is vital to long-term change acceptance. The idea is to personally slow down so that your organization can speed up.

To explain my thinking on this topic, I’ll share a change acceptance model for consideration. Every change, whether good or bad, involves loss. The loss of “the way we used to do things,” the loss of comfort, the loss of security, etc. This feeling of loss triggers something like a grieving process that follows a relatively predictable pattern. The pattern goes in this order:

Denial
People focus on the past and hope the change fails or goes away.

Resistance
People acknowledge the change, but they focus on the effects (their feelings of loss, anger, etc.) and not the positive benefits of the change.

Exploration
People begin to face the reality of the change and explore both the positive and negative aspects of it.

Acceptance
People accept the new way of doing things and start to move forward again.

Leaders often go through this process privately or with a small group of close advisors before they decide on the need for a change. Then they try to push the change through the organization. However, their people have not had the opportunity to process the change, so the organization reacts with denial:

- “It can’t be done.”
- “It’ll never work.”
- “If it ain’t broke, don’t fix it.”

Or resistance:

- “I’ll quit before I’ll do that!”
- “You’ll have to force me.”
- “I’ll do it if I have to.”

Leaders who push too quickly for agreement tend to lock themselves and their organization in a downward spiral of conflict and resistance. Once locked in a downward spiral of bad attitudes and behaviors, making progress on the change implementation becomes very difficult.

Leaders who slow down to give people a chance to process, and contribute to, the change on the front-end, get better buy-in and faster progress on the back-end. The approach that initially feels slow and laborious winds up reducing the overall change implementation timeline.

About the Author:

Guy Harris is the Chief Relationship Officer with Principle Driven Consulting. He helps entrepreneurs, business managers, and other organizational leaders build trust, reduce conflict, and improve team performance.Learn more at http://www.principledriven.com

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