In 1980, the Harvard Business Review published an article, "Marketing Success Through Differentiation of Anything." I use it every day. Porter wrote in 1980 that strategy should target cost leadership, differentiation, or focus. Porter claimed that a company must only choose one of the three or risk that the business would waste precious resources. This article influenced my career because it taught me how to differentiate what I was doing from the rest of the market.
I used to be in the fastener business. You can have two great hex head bolts from two different companies and they are exactly the same — same thread pitch, same finish, same diameter, etc. What influences the buy decision? Over my years of experience, the absolute bottom line is — service. How you serve your clients and the relationship you have with them is what will seal the deal or kill the sale. People buy from people they like and trust. We have a division that is a staffing company. There is nothing as generic as a staffing agency because people are people, right? Wrong. Every day as a company, we evaluate what new business we want to pursue so that we can protect the high service level that we have with our client base.
Prove yourself – ask for recommendations
This is a must in business, and yet I will always be uncomfortable asking for referrals. I think it cheapens your image. My favorite kind of phone call is one that starts like this, "I was talking to so and so and they said they use Applied, so I'm calling to talk to you."
Know your customers
Without this data, how will you do your job well? It is the personal touch that makes all the difference. I remember all of my customers' names and birthdays, their kids' names, and their dog.
Develop a working model for success
Others can try cost cutting or the latest tech to win more business. I know that a high level of service is the only way to go. Recently, I spent time at the Marriott in Fort Lauderdale. I have a Hilton Honors card, yet I almost got a Marriott card because of the experience. I will stay at that hotel again because the consistency of the excellent service means there is terrific training. Every employee with whom I had interaction, from the minute they opened the door, I felt welcome. Employees used the same words. Brand consistency and high quality makes you want to tell a friend.
Evolve and improve
Continuously improve to meet the high expectations you've set in your customer's minds. Stop by your customers' office for no other reason than to say thank you. Ask them, "Is there anything we can do for you to improve our service?" Improvements we have made include: email time cards; pay cards instead of paychecks; electronic W2s; online storage versus lateral file cabinets, and online employment applications.
The more things change, the more they stay the same. We are in the people business, so we have decided that we will never have an auto phone attendant. Although we can make tech advances, the tried-and-true, above-and-beyond customer service for which we have a reputation will prevail as the reason we beat out our competitors.
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 original article in the Reno Gazette-Journal here.
Your professional image can make or break you. With frenzied competition for jobs, employers have an “out” if you don’t match or exceed their standards of professionalism. Much like horseracing, the last one out of the gate is at a disadvantage and needs a miraculous run to place first. Every day presents and opportunity for you to reinvent your professional image in order to get that dream job or ensure longevity in your current position.
Why is this important? There is a cycle that influences your success that you should recognize and manage: Perceptions, opinion, performance, productivity. Perceptions start the ball rolling. This leads to opinions, including judgments and perceptions about your professionalism, either real or imagined, which can affect your performance and productivity. Ultimately, people develop new perceptions about your productivity and the cycle continues.
The first step in polishing your professional image is to to undergo an image audit. Elements include: appearance, interpersonal interaction, written communication, and networking. Perform a mental audit. Most of us know what our strengths and weaknesses are. Consult a trusted friend or mentor to give you feedback. Purchase professional image coaching services or receive them as part of free training offered by public/private job placement resources.
Your employer or future employer can help too. As HR experts, we know that employees need guidance and expect employees to represent our company professionally. We have instituted an Ethics Policy (all aspects) and Social policy (focused on networking and public alcohol consumption) to help us legally support our philosophies. Ask your employers for a copy of similar policies and compliance coaching.
Communication is a significant part of your image. Written, verbal, and non-verbal aspects present daily challenges. The classic example is e-mail. There is no excuse for sending a message without using spell check. From an HR perspective, we remind employees that email lives forever in the file backups. Use good judgment. Before you push “send,” ask yourself, “Do I want this e-mail published on the front page of the newspaper?
The overarching message is that someone is always watching. You don’t need to wear makeup to go to the grocery store, but image does matter. We don’t know where we will be working tomorrow. Today’s technology allows real-time communication and instant judgments. Think about someone taking a phone video of you with “bed head” at the grocery store - like paparazzi do to the stars - and posting it on YouTube.
So, think before you push send. Your image depends on it.
Jim Annis is president/CEO of The Applied Companies, which provide HR Solutions for today’s workplace. Applied Business Solutions’ Celeste Peterson, PHR, Applied Business Solution’s Division Manager, contributed to this article.
Listening in Business
Harvard Business Review reports results of a 360-degree feedback study: one out of four CEOs has a listening deficit. Did you hear that? Let me repeat it for the 1/4 of you that did not hear me. One out of four CEOs possesses a listening deficit. Just imagine the effects. What a collaboration killer. It can derail a company, yes your company.
What happens when you really listen?
You reach an understanding of your employees, customers, vendors, and other community partners. People listen less as they go up the career ladder because: 1) they get "I am in charge" syndrome; and 2) they develop an "I am expected to already know this" fear. When you put a frog in boiling water, it immediately jumps out. Put a frog in a pot of cold water, slowly turn up the heat, and the frog will cook in place. The same thing incrementally happens to a CEO. Everyone comes to a CEO for answers. The CEO may feel they cannot say, "I do not know" as they may lose the respect, but by listening to colleagues, they may develop solutions in a shorter time versus independently.
Do you have two ears?
God gave us two ears and one mouth for a reason. HR representatives, customer service folks, and especially sales people, shut your mouth and listen. As a peddler first, I coach, "Don't spill your candy in the lobby." Listening takes time. The rewards are great for those who invest in listening versus taking a short cut or making assumptions.
What are listening limits?
As HR professionals, we invite dialogue to maintain a workplace with open and honest communication, which can be contentious. We let people rant, yet refuse to be sucked-in. We sit quietly and listen. The popular TV series, Downton Abbey, plays with this powerful silence technique. The old, "When E.F. Hutton speaks, people listen," TV commercial also comes to mind.
More listening opportunities?
Social media has given us a lot more "ears" listening to stories about our business, as well as a lot more mouths talking about us - both positively and negatively. Another channel to "tune into" on a regular basis, if we ignore it peril waits. Recently, an insurance plan used by our Professional Employer Organization (our company and client employees accessed it) was less than desirable. People let us know. Did we go with status quo? Nope. We listened to the recommendation that we go back to the prior carrier. The positive response has been overwhelming.
Listening means more business, better business. When evaluating new clients, you will "hear" what is coming, know what you are getting into a head of time, and begin to pick opportunities that are more profitable. Imagine that classic magician's trick. You'll pluck a gold coin from behind your ear and the applause will be deafening.
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 this article in the Reno Gazette-Journal here.
The word "follower" these days is closely associated with social media like Twitter, who you are following and why. Forget the blue bird and celebrities for just a minute. As an employee, you can influence your career by knowing what's "trending" in the workplace regarding followership. Oh, and just to be fair, check out #followership when you're through reading this.
What is “followership”?
It is not subservience or passive obedience. Followers engage in constructive critical thinking as well as interact with and support the leader to help achieve a task. Sadly, follower has a negative, "Oh...you are just a follower, next!" connotation as in a situation of the "haves" and the "have nots." Nothing is further than the truth. Followers often have more power - although typically more informal - than leaders. Leaders say, "Hey I have a great idea let's do it!" The role of the follower is to ask questions: How is it going to work? Why are we doing this? Is there an alternative? By empowering followers to handle key initiatives, we can create more refined and targeted ones.
Leadership only works if there are followers
If there were only managers, there would be a lot of talk and planning but no boots on the ground. One does not reach responsible leadership without demonstrating effectiveness in a functioning group. All leaders are followers depending on circumstances. A CEO leads, yet also has accountability to board of directors and or shareholders. Congressional leaders are beholden to their constituents back home.
Who has the power?
Great followership has a process: review, challenge, change, innovate, then go back and review again. This type of critical thinking influences and creates action. It starts with good judgment. Good followers must be able to take direction, but they have an underlying obligation to do so only if the direction is ethical. No one disputes good judgment as a core competency in a good leader, but it is just as important skill in a good follower.
Steps to effective followership
Good followers first need to be good workers: diligent, motivated and achieve and exceed their performance objectives. They do not believe leaders will make decisions for them so all they have to do is A) show up to work, then B) go home. Competent followers cannot follow properly unless competent at the task directed by leaders. Followership takes courage and honesty, which requires discretion and the avoidance of gossip.
Be proud if you are a good follower. Realize that as long as you are engaged, you can live up to your full potential. The more positive messages about good followership that leaders and followers can communicate, the better off we will be as a business community.
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.
During the recession, employees hunkered down and didn’t look. Now, 51 percent of employed workers are either actively seeking or open to a new job (Jobvite). With new companies like Tesla coming to town, your “A” players will go away unless you can provide a good wage, attractive benefits and a great place to work.
One of the results of the Affordable Care Act has been an emphasis on robust benefit packages that can compete with Fortune 500 companies. The percentage of companies offering 401(k) plans increased 67 percent versus 10 years ago. Now they are expected. You don’t have to break the budget to compete. It does take effort, creativity and a commitment to have fun.
How your small company can offer ‘big company’ benefits
Engage employees with simple powerful actions
You have an advantage. At the big guys’ you are a number. You are a person at a smaller employer. Leverage it.
The old "management by walking around" is one of my daily favorites. My employees truly appreciate it. Research shows the No. 1 reason people leave their job is that they get “beat up” by their manager. Show some kindness and cheerfulness when you arrive at the office.
Involvement in the 21st century
I know CEOs who monitor employee website use and prohibit social media. That sends a message that employees aren’t trusted. We encourage people to share information about our company’s news on their social media pages. It gives them just another way to engage with the culture and gives us some free promotion.
We’re small and nimble. We may consider adding a benefit that is attracting an A player away, including an increased fitness benefit and HSA contribution this year.
Remember even old dogs can learn new tricks and it’s good business. Engaged companies grow profits as much as three times faster than their competitors do.
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.
If you are a business owner, your gut reaction to the estimation of the employee’s total paycheck might be, “Way too much.” All kidding aside, total compensation is most likely one of the largest items on your balance sheet. Educating employees and management as to what those costs entail is crucial to your recruitment and retention efforts and allows you to make better business decisions.
We saw an ad that offered a starting wage of $24 per hour. When you dug a bit deeper, that was the total hourly compensation, including benefits. That made the $24 much less attractive. How do you compare? Run a total compensation report. I bet you will be astonished if you haven’t looked before. For some industries, the amount of non-wage compensation adds 30-50 percent to the cost depending on worker’s comp requirements and costs.
Once you know your numbers, get your employees engaged in a conversation. When you are transparent with your compensation reports, and you have a great compensation package, an amazing thing happens. Employees feel valued. Their first reaction will probably be, “Wow!” Next, they begin to think, “In order to increase my value, I need to demonstrate ‘x’ to my company.” Improved performance will pay dividends.
Evaluating your total compensation
Wage - Employees typically focus on wage as a judgment of their worth. Is the salary you offer commensurate with other like jobs and companies? How do you know? Wage and hour surveys by industry are available through a paid service and often industry associations themselves can provide that level of detail via an annual survey of membership. These give you a benchmark for pay scale range. Low rankings should encourage moving up to be competitive in the market.
Benefits - These range from tangible (e.g., healthcare, mileage, holiday parties, etc.), to intangible (e.g., paid time off, flexible hours). The “why” of The Applied Companies is to create a great place to work. The cost of that is not cheap. We are aware of several companies that canceled their group health insurance due to the Affordable Care Ace (ACA), not replace it, and thought that they would pay the 2 percent penalty and that would save significant money versus offering the benefit. Not in the long run. Remember spend money to make money. “A” candidates require health insurance to recruit them away from a competitor, and stay when a competitor entices them to leave.
Engagement equals increased employee satisfaction. Offering a valued compensation package and then making sure you let people know how amazing it is a sound HR strategy.
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.
We’ve all been there. We wrack our brain to figure out how to get passed something that makes us uncomfortable. Here are our recommendations for handling some common work-related awkward moments when you:
Send/get a Facebook “friend” request
From an HR perspective, we can go either way on this, but there are consequences. If you are a manager, sending friend requests to your direct reports puts them in an uncomfortable position. Likewise, with friend requests from subordinates, handle things gracefully. Deny the request. Send a private message that you choose to keep work and personal life separate or suggest that they connect with you on LinkedIn, a more professional social media platform.
Observe a co-worker on a dating site like match.com
Online dating does not have the stigma it used to. According to a July 2014 study done by Rueters, the total number of single people in the U.S. was 54,250,000 and the total number of people in the U.S. who have tried online dating was 41,250,000. Leave this one in the “none of my business” column and move on.
Happen upon your boss or your employee at a club/bar/event
Depends on the venue and if your definition of appropriate behavior is involved, doesn’t it? HR is predicated on what happens at work. Going to work and fueling the gossip mill for whatever you “saw” is not optimal. Take a counseling role and ask your co-worker or superior, “How do you propose we handle this?” Then come up with an agreed upon conclusion.
See a married coworker/boss/employee with someone else
It is not only just a “small town” that we live in. Smart phones with photo/video capabilities paired with social media have made the world more intimate. The gossip mill will catch this pair soon enough. In a business like ours, trust is paramount. We rely on people’s ethics to do the right thing at work, whether it’s financial reporting, treating a customer with respect, or being honest on their time card. Trust is eroded in situations implying infidelity. Approach this issue head on.
Need to determine what to do next for the organization
When behavior – inside or outside of work – becomes a distraction for the organization, then HR has an obligation to step in. Awkward moments can affect your employment brand. Here is our three-point litmus test as to when HR needs to address an issue: 1) there has been an erosion of trust; 2) the awkwardness is affecting open and honest communications; and 3) the situation is fueling the gossip mill.
Written by Jim Annis, 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.
Our reputation as an employer is important. Our image affects talent attraction, engagement, and retention strategies. In this competitive marketplace, HR has become a marketing arm for employees just as traditional marketing departments apply tools for attracting and retaining clients and customers. Here are some tips for creating a relevant employment brand:
Define your attributes
Acknowledge and assess alignment
You are visible to the market through stated and expressed values. In the war for talent, be sure that your employment brand works in your best interest, or change it! Do your values and employment brand match? A right-fit employee will align with the company, what it sells, and how it sells. For example, I cannot go out networking in cowboy boots. If my company were a feed store – that would be ok! – but we’re not so I wear a suit. We have a client company that distributes sexual healthcare products. Their employment brand makes it very clear that if you have a problem with what they sell, then you should not work there. We admire that kind of approach.
Positioning
Discouraged that a high-tech company might “outshine” your mature industry employment brand? Don’t be. Beer, jeans and kicking back at 4 p.m. on a Friday does not make it a great place to work. We encourage you to start with “why” (Simon Sinek). Our goal at The Applied Companies is to be a great place to work. We define that as an employer with open communication, meaningful work, and quality of life. Other companies may have an employment brand that states, “Make as much money as we can.” Which company do you believe will have higher employee retention?
Modeling the way through thought leadership
Research demonstrates that nearly half of a company’s employment brand is: 1) tied to the CEO and; 2) how well they are positively perceived in the community. Be known for your employment brand best practices. Write about them in visible ways. Be available to reporters and communicate your willingness to discuss trends with them.
Look at your company culture. Does your employee value proposition define your organization’s employment offer? Is it competitive in the marketplace? If not, maybe working on your employer brand should be your New Year’s resolution!
Written by Jim Annis, 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.
The original narcissist was Narcissus, a hunter renowned for his beauty. He was proud and disdained those who loved him. Nemesis, goddess of retribution against those who succumb to excessive pride, attracted Narcissus to a pool where he saw his own reflection. He fell in love with it, was unable to leave his own “beauty,” and eventually died there.
There are many types of Narcissism. Arguably, humans are all narcissistic to some degree. We exhibit a healthy narcissism and concern about our well-being, which protects us from falling victim to predatory behavior of others. Malignant narcissism, a psychological syndrome comprising an extreme mix of narcissism, antisocial personality disorder, aggression, and sadism, is typically harmful in the workplace.
Spot one
Weed out the narcissist using the following characteristics:
Avoid a hire
Narcissists do well at interviews. Confidence and boasting in this “natural environment” often creates a positive impression because they make eye contact, tell jokes and ask the interviewer relevant questions. Ask them questions that seek the person’s locus of control (extent to which individuals believe that they can control events that affect them). Locus of control is either internal (the person believes they can control their life) or external (they believe that their decisions and life are controlled by environmental factors that they cannot influence, or by chance or fate). We want the former.
Acknowledging the dark side
These grandiose individuals enjoy raising hostility levels, undermine their work environment, and tend to dehumanize others. Detrimental in a team context, they tend to be abrasive, dismissive and may breed an unhealthy form of competition. They may fool you for a while but then the house of cards falls.
Get them out
Please do not get stuck in “I will never find anyone to replace this person.” Narcissists never bring enough to the table to make the destructive part of the personality worth it. Manage them right out the door and listen to the collective sigh of relief.
One of the sports examples I like to use is the San Francisco Giants. As long as Barry Bonds – coined “The Great Narcissist” – was with the Giants they never won a world series. He was a seven time Most Valuable Player and yet the Giants never won the trophy when he was a member of the team. Makes you think doesn’t it? When will you address the narcissists in your company in order to win?
Written by Jim Annis, 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
Kyle, a Human Resources manager, had been single a few months when his friends encouraged him to meet someone online. Laughing his way through Amy Webb’s TedX talk on how she hacked online dating, he decided to jump in without an algorithm. At the end of his self- imposed 90 day “cyber dating probation period,” Kyle was flabbergasted about how similar online dating was to his experience posting jobs for his employer. It proved good fodder for a fun, anecdotal best practice for his local human resources association. The experience made him a better recruiter, more sensitive to the job seeker point of view, and more wise about life in general. Here’s what he shared with his peers:
A match made in the cloud
Online dating is now the second most popular way people meet someone. The most popular way respondents are getting jobs is through online job boards followed by company websites. The cloud is like the hot nightclub in town. It’s a no brainer, if everyone speaks the same language. Key words are imperative to vet candidates that are “your type”: familiar words; easily understood titles; bullet job details and compensation ranges.
Your Profile = Your Brand
Is your posting mundane? That’s what you will attract. You want a rock star online dating profile just like you would a posting for your perfect dream candidate. Ninety-one percent of candidates believe employment brand plays a key role in their decision whether or not to apply. What makes you attractive? Company culture and reputation for treating employees well.
Good first impressions
Employers can sound as desperate in an online job posting and make the same mistakes as a wounded ex-boyfriend or girlfriend. Candidates can be put off and may not give you a chance to go through entire recruitment experience.
Respect
Failure to portray yourself in an accurate and positive light online is one of the biggest barriers to a good fit. From ten-year-old profile photos to embellished company achievements, a lack of truth hinders progress. Allow them to evaluate the real you. If they say, “It’s not you, it’s me,” be ok with it and move on.
Playing Hard to Get
Hurt when someone doesn’t act interested and seems aloof? Job candidates are mistreated every day. They apply with no follow up, thank you or simple acknowledgement of their application. The risk you take is that if you are truly interested in them, they may have already run off into the sunset with someone else.
Be worth waiting…er – working for
A good candidate fit is the equivalent to getting married or other long-term relationship commitment. In the end, the effort and the wait pays off in longevity.
Written by Jim Annis, 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.
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 they were over eager to climb the ladder, happily leaving everyone in their 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? Most likely those people all had a high emotional intelligence quotient (EQ), 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.
How can employees positively participate in office politics?
Believe 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. Is it a political move? Yes and that’s ok. Alliances are key, because a lot gets done when hierarchy is not involved.
How do you manage 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.
Written by Jim Annis, 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.
Let’s talk about employment agreements. Hello? Have you fallen asleep already? They may be a little dry and boring, but important, as they are tools that increase the value of your relationships and help your company manage risk.
Do you need them? Please do not get advice from your buddy on the golf course on this question – unless he is an HR professional – as it could cost you $20K in a wrongful termination lawsuit. The advice usually takes the form of, “less is more,” meaning do not put the agreement in writing at all. We disagree. The first thing an attorney will ask is, “Where is the employee handbook?” Without one, there are no rules and if you get sued you will lose. Our recommendation is that you have agreements in place to set up expectations ahead of time and use what works best for your situation in accordance with the law.
Noncompetes – Not everyone needs one. The types of employees that are relevant are sales people (access to client lists), people who influence strategy like high level C suite, and engineers or others who write proprietary code and create intellectual property. The non-compete may not impede future employment, outlines what is and is not allowed, gives a timeframe, and sets the stage for legal recourse if you can quantify damages, i.e., loss of clients.
Confidentiality Agreements – These agreements overlap to protect sensitive technical or commercial information from disclosure to others. If the information is revealed to another individual or company, the employer has cause to claim a breach of contract and can seek damages. They also prevent the forfeiture of valuable patent rights, which happens often and is usually unintentional.
Severance agreements – With many moving parts and legal requirements, these focus on one key word – exchange. Typically, the agreement outlines the consideration (money) in exchange for language that implies “you (employee) will not sue me.” Severance agreements are appropriate in situations where an employee may feel the need to talk negatively about the employer in the marketplace. You cannot waive all rights, go beyond the legal boundaries, or ignore other laws regarding age discrimination or WARN Act (over 50 employees) requirements for mass layoffs.
Equipment agreements – Company provided cell phones, tools, hard hats, calculators, laptops, etc. are covered. For most companies, equipment is not addressed upfront and an employee may see a related deduction from their final check. That is not legal; however, you can pursue other means of compensation.
Bottom line: You are better off with employment agreements versus without them so that you can set expectations ahead of time and quantify your risk exposure.
Written by Jim Annis 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.
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