By Jim Annis

 

Tap, tap, tap. Tap, tap, tap. He is tapping his pencil on the desk again and it is driving you nuts. This may be the last straw for this employee. You've been looking for a reason ... is this "it"? The excuse to get off the fence? We see it all the time. An employee that is, well ... meh. Uninspiring. You know the one. You have decided that you will give them 24 chances; then, when they reach 25 - like the pencil tapping above - they're outta here. For fence sitters who refuse to make a decision, this article is not for you. Here are some ways to jump off the fence, unbroken and without egg on your face:

An objective approach

Step back and reflect on yourself first. Did you consider all variables? Did you communicate all performance expectations? Are you demonstrating a Type A CEO controlling personality? There was a time where I was like that, which was not fair to any employee of mine. I would make a snap decision to "wipe the table clean," fire him and start over. Avoid that trap by documenting their behavior versus your attitude. Can you prove and document policy violations? Causing damage to others? Safety violations? Keep asking the pertinent questions until you can confirm your own "gut" decision. If you are too close to it, or if it feels too personal, then call in a third-party professional like an HR consultant or professional employer organization. They'll tell you that you're probably dealing with one of the following types of employees:

Is the company going to have the culture of A players or C players? You are the boss. You decide. Any of the above scenarios do not apply to big-ticket items like harassment, or if they are clearly underperforming. When you really sit down and figure out who the valuable people are and are not, you gain perspective on who is helping achieve your vision, and who isn't.

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today’s workplace. Celeste Johnson, Applied's COO, contributed to this article.

 

Read article in the Reno Gazette-Journal here.

By Jim Annis

It's lunch time. Your friend and fellow CEO starts to lament about being fined by the state for Nevada Revised Statutes (NRS) infractions. What do you do? a) Buy him a beer; b) give him the name of a good labor lawyer; or c) drift off to sleep (the NRS topic is a real snoozer) while wondering, "Have I made the same mistake?" NRS may evoke a yawn, but compliance is important. Take a look at the checklist below for the laws that often trip up employers.

Daily overtime. Employers as a rule do not comprehend. We've simplified it. If your employee makes one and one-half times minimum wage or less they get daily overtime. If your employee makes one and one-half times minimum wage or less they get daily overtime. If your employee makes one and one-half times minimum wage or less, they get daily overtime. Did we get through? And remember, Nevada has a two-tiered minimum wage law depending on the offering or non-offering of health insurance. This makes the daily overtime amounts two-tiered also.

Track ALL employees' hours. NRS say "all employed," which means that you must track even salaried employees hours. Employers must track ALL employees hours (said again for impact). For employers with 50 or more employees, 1,250 hours are necessary for an employee to qualify for the Family Medical Leave Act (FMLA). With the Affordable Care Act (ACA), employee hours are needed to perform related calculations to determine when ACA "pay or play" has to be considered.

NO rounding of hourly time. Never. Our labor law attorney advises us to detail down to the minute. If you insist on rounding, round in favor of the employee.

Independent contractors: You can’t just decide if you want to make someone an employee versus an independent contractor.The IRS has a very stringent checklist to qualify as an independent contractor and the labor board will challenge this.

Ban-the-box. Ban-the-box (related to the EEO statement on felonies) laws typically prohibit employers from inquiring about a candidate’s prior criminal convictions on a job application. The law focuses on providing a fair chance to applicants with prior criminal convictions. African-Americans and Hispanics typically are convicted at a rate disproportionately greater than their representation in the population; therefore they may be disparately excluded from employment. On the other end of the spectrum, employers must be proactive in their review of a candidate’s background to avoid claims of negligent hire, reputational harm, and injury to the workplace. An employer can demonstrate business necessity of non-hire by showing it considered three "green factors" in making its decision: 1) The nature and gravity of the criminal offense(s); 2) the time that has passed since the conviction and/or completion of the sentence; and 3) the nature of the job held or sought. Nevada does not have ban-the-box laws, but other states, cities, and counties do.

Payment at termination. NRS say payment at termination must be immediate. You cannot take the cost of tools out of someone's paycheck, no matter how tempting, unless you had a pre-signed arrangement. Once you get someone to go to the labor board and complain, you just opened up the can of worms for all employees — current and former — for infractions. Proactively put a policy in place with expectations and also pursue other means to recover them post-separation.

You are a busy CEO. Save your energy. Instead of figuring out how to not comply with NRS, just know that whatever you think is a good idea has already been thought of and addressed in the law. As HR professionals, we have not come across anyone who has come up with something new. Put your earnest efforts into compliance instead!

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today’s workplace. Celeste Johnson, Applied's COO, contributed to this article.

Read article in the Reno Gazette-Journal here.

By Jim Annis

 

The words, "in-house investigations," might lead to CLUE board game flashbacks like: Case File Confidential; suspects that begin with names like Colonel and Professor; Rooms and Weapons; and "Who dunnit?"

Failing to perform in-house investigations will not result in fun and games — that's how employees win lawsuits. Why do an investigation? The onus is always on the employer. Ignorance equals risk. Begin an investigation when the gossip starts, before you receive a complaint and before you are sued. The three most common issues involved in an investigation are harassment, whistleblower, and discrimination. Whatever the issue, following the suggestions below can help manage the risk.

What should be investigated? All gossip, what you hear through management by walking around, subtle "please do not tell anyone" conversations (then do not promise confidentiality — you must address a problem) and comments in anonymous suggestion boxes. Small bumps can become a cancer. Assume each issue is legitimate and drive that type of cultural commitment daily.

When should it be investigated? Immediately. No exceptions. Look forward and reason backward. Go big-picture and follow the trail, with an eagle-eye view. Imagine the timeline spread out from when it happened to two or three years down the line if you wind up in court. If an employee put you on notice Monday, October 1 and then you did not do anything for three weeks, you're toast. If you took action Monday afternoon upon notice, then you should be evaluated more positively.

Why would you investigate it? You have a responsibility to employees. You'll lose them is they perceive a lack of commitment to a healthy work culture. Response to an investigation is generally positive: "Management is handling the issue." If you get rid of the issue, good job — shareholders will be happy.

Who should do the investigation? Investigations are hard. Period. Who you assign to do them is crucial. Options include in-house HR, a PEO, outside HR consultants, an objective person in leadership with no direct reporting, or a person who is not highly emotional.

What's the end game? Document the following in order:  failure, conclusion, report and follow-up. The most important point is to reach a conclusion. Write it all down on a factual basis, no opinions, based on tangible information. It's harder to do than you think. Follow up with the complaining party by calendaring three months down the road, and develop a feedback loop. If you do wind up in court, this is what you want the suing employee to relay to the judge: "My employer followed up with me so I felt good." You win. Investigation is not a dirty word. It's clean and can help make your environment "sparkle." You will almost always discover something in the process that will help improve the workplace.

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today’s workplace. Celeste Johnson, Applied's COO, contributed to this article.

By Jim Annis

 

The interview can be a game-changer in both the company's and the individual's lives. A fly on the wall would be a great judge as to the skill of the interviewer and interviewee...

Scene: Typical interview room. "A" candidate Rachael is very interested in working here. The busy HR manager, Bob, has had six interviews today and this, the most qualified candidate, is the last. The fly has been buzzing around for a few weeks.

Fly: Bob's been primping for two minutes! Tie, check! Mouthwash, check! Nose, check!

Bob: (Leans on the desk, head on his hand). Hi Rachael. Thanks for doing the phone pre-interview. Summarize your sales achievements over the past few months.

Rachael: (Sitting at an angle). My team surpassed our quarterly goals by 300 percent in the accounting tech software market. I read in the Wall Street Journal that you are prepping for the launch of your new upgraded product. When does that hit the market?

Fly: There's no I in team! She's nailed the three Ps – planned, prepared and practiced. She is not rushed and confident. When a human sits directly across from someone he/she recalls less of what was said. It also causes a perception of negativity and opposition. By sitting at a slight angle she changes this automatic bias. And she's done her homework. Questions are relevant. Smart!

Bob: (Sighs) We've been working overtime to get it out. Go live is March 1, but we'll be lucky if it sticks.

Rachael: Tell me about the corporate culture. What are your expectations of the work week and hours? How do you incorporate green initiatives and volunteerism into your daily operations?

Bob: What do you mean?

Fly: He's fumbling. Hope he can get a grip.

Rachael: What's your company's commitment to quality of life? Preserving natural resources? Do you encourage volunteer activities through corporate social responsibility?

Bob: Well, all that is on our website. Right here. (Points to the screen on his iPad). Is that really important to you? You are a salesperson. And a good one!

Fly: I better dive bomb Bob and get him out of his funk. He is going to lose her to the competition. Bzzzzz ... incoming! Whack!

Bob: (Swats the fly and gets focused). Rachael, you're the kind of person we're looking for with this position. We'd like to begin negotiations today and get you on board.

Fly: Awesome, she's got the job!

Rachael: Bob, I appreciate your time but I am not sure if it is the right fit. Best of luck.

Bob:(Shakes her hand, sheepishly). Thanks.

Fly: Too bad. She was a keeper. (Buzzes off, humming, "Nah nah, nah nah nah nah, hey hey hey, good bye.")

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today’s workplace. Celeste Johnson, Applied's division director, contributed to this article.

By Jim Annis

 

I was born a salesperson. At seven years old, I was selling greeting cards door-to-door. My experience has revealed that some people have innate sales ability and can be a star on day one. I’ve also learned that people with the right skill set can be developed to have a prosperous career. Both have certain habits in common that contribute to prosperity.

Identify the “right” prospect

Sales is about a lot of the “right” activity. An epic fail begins with trying to be all things to all people. Identifying an “A client” profile is key. Sticking with that decision will work for you as long as you are flexible and keep tabs on market changes. Think “dinosaurs aren’t here for a reason.”

Organized... to a point

A successful salesperson is organized but not detail-oriented. If you have ever looked in a salesperson’s desk that has left your business, you know exactly what I mean. Most salespeople will leave a huge mess because they always want to get along to the next deal. Use of software like Salesforce can help.

Plan your work and work your plan

Weaknesses in time management will kill commissions. If you do not plan your sales work, you will not make money. There is a delicate balance between prospecting and closing. A two-week plan mapped out with the call targets, including an integrated travel schedule for the next month, is a great, replicable system.

Two ears and one mouth

An excellent salesperson will not show up and throw up. They ask questions and gather information. They “listen” through social media and connect with potential clients through LinkedIn and Facebook so face-to-face meetings are not cold calls. They read voraciously about a prospect’s industry news, allowing for dialogue during a sales meeting. People still buy from people they like and trust. Sincere authenticity is the basis for fruitful relationships. Feigning interest in the client or target, their business and their hot buttons means instant death.

Daily courage

Salespeople need, and have, a great deal of courage. Some products and services are simply demanded every day and sell easily. For others, hourly rejection is the norm. The courage to say no – and realize when to “fire” a client before you even hire them – is a bonus.

Emotion management

Successful salespeople do not take things personally. Upon rejection, they simply say, “Next!” However, if a salesperson doesn’t show enough emotion and enthusiasm for what they are doing, then it is a red flag. When a salesperson is “truly” working, they are communicating to everyone about their results.

Habits are important for consistency. Fluidity and the ability to respond and be in the moment is a “master” skill. Salespeople who can flex their approach as the situation demands – to make another person more comfortable or to best accomplish the task at hand – are much more likely to be successful in influencing others.

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today’s workplace. Celeste Johnson, Applied’s division director, contributed to this article.

by Jim Annis, @AppliedCoCEO

We are preparing the next workforce, and they are preparing us. Generation Y, Z and younger definitely have their personal preferences that will influence whether they choose to work for you or a competitor. BYOD is a term that means a worker can bring their own device — smart phone, laptop, iPad, etc. — to work. It is a sticking point now and contention will grow as younger employees push back on their employers' need for risk management.

How to manage at the company level

Do not fight it. Even schools have given up on banning devices and govern their use instead. According to a PricewaterhouseCoopers report on millennials, over half of respondents routinely make use of their own technology at work, and 78 percent said that access to the technology they like to use makes them more effective at work. Statistics from TrackVia report that nearly 70 percent of surveyed millennials admit that they use their own devices and software, regardless of their employer's policies.

Big data or little data — it belongs to the company

At The Applied Companies, our smartphones are company-issued and belong to us. Employees may have their own cell phone for personal use only. Wherever data goes, it is ours — and that is supported by recent case law. I have learned to appreciate the value of and control over possession of my company's proprietary information. You know that database downloaded on the phone that our company created? That is mine. It is not the right of an employee to do with what they choose. As a business owner, if you can embrace that, you are golden.

Model policies

Sixty percent of workers access company data on smartphones and tablets. Only one-third of companies have implemented management tools and processes. The first decision you face is 1) have all corporate-owned devices; 2) BYOD; or 3) a hybrid. Second, will you allow outside users access to your network resources? At minimum, you should address these issues: devices allowed; security policy; service/support policy; which apps are allowed/banned; integration with acceptable use policies; employee exit strategy and process. The following software can help manage the process, especially for company owned phones:

•Mobile device management (MDM): Software-based enforcement of security policies with respect to network access, application download and usage, service usage, and device security.

•Mobile content management (MCM): Focuses on secure document management through authentication, authorization, and access.

•Mobile application management (MAM): A software-based security suite that focuses on securing access and actions of applications rather than entire devices.

Tired of the detail already? Delegate! Consult with HR as well as your IT folks. Creating clear communication now will lessen BYOD gray areas and save you headaches on the back end.

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson, Applied's division director, contributed to this article.

 

Read article in the RGJ here.

By Jim Annis

I have learned over time that the boss is not the number one priority at work every day. Some CEOs create an anxiety-ridden self-centered environment. Others are the "perfect boss." It's important to manage either relationship in a healthy way that develops your career as well as meets your boss's needs. Why? Employees look for three things from their higher-ups: resources, permission, or support. Creating a reciprocal relationship with your boss will allow you to seek those things AND give the boss what they require to be successful.

How do you manage up?

Minimizing - or at least not accentuating - the power gap between you and the boss is important to gain power because "High power makes you deaf and low power gives you laryngitis," as noted in the leadership book "Influence Without Authority" by Allan R. Cohen and David L. Bradford. Reduce your insecurities. When employees and employers are equally engaged, it reduces the reliance on internal process/hierarchy and promotes relationship-building.

When to help the boss

Think about your manager's goals. How can you support those efforts? Do they put off decisions? Ask them what will help facilitate moving forward. Keep your boss productive by helping them stay out of the weeds and say, "I'll take care of that, don't worry!" Then take care of it. Sometimes, you may begin an uncomfortable conversation. All too often, disagreement is associated with insubordination and accompanies a fear of being fired. The employee tendency is to give up too early, which is a career-limiting move. Powerful people act powerfully, and usually they also want powerful direct reports.

Communication for the greater good

Communication takes time, energy and being proactive by asking open-ended questions and exploring with "tell me more." Many leaders are Type A personalities which might not allow them to say, "I need help," or even more important, "I need time off." It may take courage for CEOs to ask because of perceived weakness.

Mental health day or six-month sabbatical?

You have to know when your boss needs one or the other, and feel comfortable telling him or her. It takes preparation. Education – directly from the boss – is critical. If it does not exist, ask your boss to make a job description that not only defines what they do, but how they do it. Then ask them to present it to you and the people to whom he will delegate in case of absence or daily needs.

The upside

When my mom and dad passed away within months of each other, I was very distracted. During a staff meeting when I was clearly struggling, one of my directors suggested, kindly and respectfully, that I might want to take the afternoon off. I wound up taking a month off, but should have taken a year. The company survived just fine. I am grateful they took a risk in telling me because managing up worked.

Once you put these recommendations into action, how do you know your managing up is working? Three clear signs: 1) you are both more like partners than in a hierarchical relationship, 2) your efforts are recognized by your boss, 3) they rely on you more over time at a strategic level.

 

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

Summer is coming! Hey boss, I bet your company has a great time off policy. Do you have vacation plans? Have you asked your employees if they do? If the answer to these questions is no, then you might be labeled "anti-vacation."

Use it or lose it

We imagine that you promote your wonderful time off policies, but do you reinforce them?

One of the best risk management techniques to reduce paid time off liability is the "use it or lose it" policy. Employees are not allowed to accumulate their time and there is typically a year-long period during which if employees do not use those hours, they lose them and the associated pay. The policy of "use it or lose it" reinforces the company's view of the importance of taking a vacation.

The fear factor

Are your employees afraid to take vacation? How would you know if they were? In 2014, a research survey by the U.S. Travel Association and GfK Market Research revealed that nearly 40 percent of respondents did not plan on using all of their paid time off. The top two reasons were 1) the work awaiting them; 2) they believe that no one else can do what they do at the office, and 3) they don't want to appear replaceable. Leadership may be directly or indirectly guilting and intimidating employees if the communication on the issues is not properly managed. Taking an annual employee survey will help you monitor the fear factor at your business.

Leaders and the vacation culture

It begins with you. Start now. Personally, I am trying to be away from the office frequently because I want to spend more time in the desert. It is healthy for me to be away from the office because the staff learns that the company functions well without me. Frankly, I am not getting any younger and my quality of life will eventually diminish to where I cannot vacation easily. Now is the time. At our monthly staff meetings, I share precious vacation moments to help promote our vacation friendly culture and truly celebrate those memories.

Everybody needs it

For 11 years, I worked at a place that made you feel guilty if you took a vacation. After I left the company, I learned the value of getting away from the office. Vacation helps you come back refreshed and your work is WAY better than before you left. The Applied Companies offers a paid 40 hours to participate in community service and volunteerism in addition to the regular time off.

The bottom line

Not seeing the big picture of taking care of employees will hurt your business. The competitive job market allows "A" employees to seek "pro-vacation" companies. I have great pride in the fact that I have never turned down a vacation request, and the reason for that is a strong proactive preparation of cross-training to ensure absences do not cripple us.

Summer is coming! Now that you have had time to think about it, where will you go?

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

 

Read the article in the Reno Gazette-Journal here.

 

Being shy and being introverted aren't the same thing. An introvert enjoys time alone and gets emotionally drained after spending a lot of time with others. A shy person doesn't necessarily want to be alone, but is afraid to interact with others. According to Susan Cain, author of "Quiet: The Power of Introverts in a World That Can't Stop Talking," "Shyness is the fear of social disapproval or humiliation, while introversion is a preference for environments that are not over stimulating."

Cain asserts that our culture is biased against introverts. They are encouraged to act like extroverts—those assertive, outgoing types that love teamwork, brainstorming, networking and thinking out loud—instead of embracing their serious, often quiet and reflective style. This leads to a "colossal waste of talent, energy and happiness" of the group that makes up nearly 50 percent of the population.

So what's an introvert to do? Plenty. Several jobs that have been cited as a great fit for an introvert, yet we list them with a caution. At some point an introvert will need to engage with others in their work environment and/or the public. Introverts: We recommend finding a job that fits your passion, and then search for the circumstances that allow you to work at your passion—alone and/or in a minimally stimulating environment. Here are some careers to consider: animal care and service workers, machine repair, social media manager, archivist, astronomer, court reporter, film/video editor, financial clerk, geoscientist, industrial machine repair, blogger, truck driver, artist, photographer, on air personality (radio DJ), Internet technology or computer programming, night cleaning person/janitor, night watchman, lab worker or researcher, trade occupations like landscaping, pathologist, engineer, statistician, actuary, accountant, stock broker and bookkeeper.

As a staffing company, we interview introverts and extroverts every day. An extrovert interviewing an extrovert is a sight to see. They practically levitate the conference table, may talk for hours, then go have dinner afterward. An introvert interviewing an introvert is also an interesting combination. Imagine a short interview, with little interaction, clear and concise focused questions (and answers and a sense of relief from both parties when it is over!) But seriously folks, we have learned by experience not to pigeonhole people. In the interview process, introverts demonstrate skills needed by any company, including concentration and focus. Like anything else, introverts needs to "sell what comes with you."

Employers, don't count introverts out of the interview selection and ensure that your system includes everyone and an opportunity for engagement. In fact, there are some interesting studies that suggest introvert versus extrovert may be determine by genetic factors and therefore an interview question that overtly asks "Are you an introvert or an extrovert?" may be discriminatory. Put that question on your "do not ask" list.

As a company, I have been told that diversity is one of our strengths. We have several introvert employees - and we are in the people business - who successfully interact with job candidates, employees and client companies on a daily basis. Introverts are great listeners. How will you best engage the quiet power of your 50 percent?

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

Read the full article in the Reno Gazette-Journal here. 

 

The words "office politics" can make you cringe. We've all been there. That certain someone (often early in our career) who stabbed us in the back as he or she was overeager to climb the ladder, happily leaving everyone in the wake. Or the nepotism enjoyed by the upstart owner's child with zero experience but ultimate influence.

Is it really all that bad?

Not in our book. It is about power — either real or perceived. Think about the people in your life who have been successful office politicians. Who could rally the troops? Who got things done? Who made solid recommendations versus complaining? It is about power — either real or perceived. Think about the people in your life who have been successful office politicians. Who could rally the troops? Who got things done? Who made solid recommendations versus complaining?Most likely those people all had a high emotional intelligence quotient, were highly engaged, had great networking and negotiating skills, knew the nuts and bolts of the business and recognized the value of corporate culture. All these traits can be key skills that benefit an employer, fellow employees and customers.

Participating positively in office politics

How to do it? Believing you can make a difference and having confidence that your ideas will be heard is necessary. Be open and communicative, listening to build rapport and shutting down negativity. Give good, quality recommendations to leadership. Show leadership and allow and invite others to work alongside you to get something done. Offer a simple phrase, "Let me help you," and watch the productivity magic take place. Alliances are key because a lot gets done when hierarchy is not involved.

Managing employee politics

As a leader, you establish expectations of what is/is not acceptable. There are often difficult behavioral situations that may cause you to stick your head in the sand. The degree of the political sensitivity can dictate the action or lack thereof. We have made decisions to minimize damage in our organization because of the games employees were playing. It is hard to address. It is not always clear or black and white. Leadership influences performance but not behavior.

The aspect of office politics that speaks the loudest to me is the positive. There will always be the game players who manipulate the organization intentionally or consistently contribute to negativity. You deal with it and move on.

The great news is that your next generation of leaders may be the ones who wield positive political power. Perhaps your best "informal" leaders do not want to be a leaders at all. Maybe they simply want to be the best glue inside the team, the true servant leaders. We need everyone to make it work ... at work.

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

Read article in the Reno Gazette-Journal here. 

 

Honestly, if a job candidate has an annoying vocal trait or habit, it takes me about three minutes before I simply cannot get past the way they are talking. These vocal styles and verbal mistakes can hurt your career and job prospects.

Vocal Fry. 

Google hot vocal trends for video demonstrations of this low creaky vibration. A study compiled by The Atlantic regarding journal PLOS One research found that after listening to vocal fry examples, 800 study participants were asked for their impressions on which were more educated, competent, trustworthy, attractive and appealing as a job candidate. Respondents preferred the normal voices by 83 to 86 percent.

Uptalk.

If you are a child of the 80s you probably remember - or might still use - this form of rising, questioning intonation when making a statement. This affirmation seeking style can imply a confidence problem. Although uptalk people may be perceived to be easily approachable with a positive outlook, it doesn't make them sound credible or authoritative.

Pitch.

High-pitch, quiet voices get less attention than commanding voices. According to the Wall Street Journal synopsis of a Duke University study, a CEO's pitch should be more James Earl Jones less Gilbert Godfrey. There is a high positive correlation between male executives with voices on the deeper (that is, lower-frequency) end of the scale in relation to earning and assets. Pay averaged $187,000 more per year and $440 million more in assets.

Sloppy grammar.

The things that hurt the most are use of the word ain't and double negatives. Mental Floss has a great YouTube video on the 38 Common Spelling and Grammar Errors for your education and enjoyment.

It is normal to dislike your own voice. Common self-criticisms include: whiney, high, slow and/or fast, nasal, loud or soft, unclear, unconfident, monotonous, breathy or nervous. Your dislikes about your voice can differ significantly from what others perceive. The best way to get a feel for what the world hears when you open your mouth is to create a video with you speaking. Create a mock interview session with someone that you trust – or go to an outside company like C-Virtual – then assess what you see and hear.

You have two choices in terms of actionable results. The first is to embrace your vocal style and make it part of your brand. Think Kristin Chenoweth, Tony and Emmy award-winning actress and singer, whose nasal voice is often called annoying yet knocks it out of the park on stage with her vocals. The second option is to change your style and perhaps some bad habits like "ums" and "uhs" include hiring a vocal coach, viewing online video tutorials and joining a group like Toastmasters.

Remember, voice plus delivery equals affect. Just because you have a "good" voice does not predict success. Set your expectations. Be real with how your voice may or may not be a good fit for your industry, preferred job and professional relationships – then work it or change it!

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

Read article in the RGJ here. 

 

What do you do when you hear a key employee is job searching? Or decides to leave? In this competitive market, losing a key employee can cripple your business. Take a risk management approach to this HR issue.

The Facts

You can avoid the risk and influence employee decisions through a specific employment agreement or contract. This may discourage great employees from leaving and under what terms (non-competes, contract expiration date, etc.). However, unless prevented under a specific contract term, an employee leaving voluntarily is possible. If you keep in mind that people need to do what's best for them… it's OK. Be supportive and graceful (if they are a good employee).

Control the Loss

Don't go to your "little kid" and be angry. Instead, focus on what's best for your business and control the loss through prevention and reduction strategies. Keeping your best employees happy and engaged is the best risk prevention. Get compensation right the best you can all of the time, which means it needs to be at market for average employees and at least a step above for the great ones. You can prevent adverse effects on your company by asking the departing employee to do the following: 1) request that they not call your clients; 2) communicate honestly – and mean it – that by leaving they are not burning any bridges and if they seek another opportunity with your company they will be treated respectfully; and 3) offer to mentor them if they are going to another industry with which you are familiar. In this manner, you will earn the respect of those who remain as they see that it is not the end of the world or the relationships developed if they choose to leave.

Employee Experience Quality Improvement

We ask our employees what they would like their career growth path to be, and then help them get there. Remember, it is not too late if you discover that the employee is interviewing. Intervene if it is in the best interests of your company. At the Applied Companies, we have always espoused that meaningful work, open and honest communication, and work-life balance creates the "great place to work" culture here. The reality is that money makes a difference to some folks. We need to keep up-to-date and we go through a salary survey periodically. On a quarterly basis, we ask for honest feedback as to how we can improve as a company. Although we do not have people voluntarily leave the company often, we ask a set of questions before they leave:

•What are you not getting here that you can get there?

•If you had a magic wand, what would you have changed?

•What do you need to stay?

•What can they offer that we cannot? Do you really know that we can't? Did you ask us?

•Does this decision serve you well?

Be magnanimous. Try to learn where they want to go in life and confirm their decision is going to get them to the end result. That's a risk you should be willing to take.

 

Jim Annis is president/CEO of The Applied Companies, which provide HR solutions for today's workplace. Celeste Johnson and Tom Miller, Applied's division directors, contributed to this article.

Read the article in the Reno Gazette-Journal here.