Imagine leading yourself around a room wearing blinders or even with your eyes closed. More than likely you are bumping into things, Imagine not seeing the whole view or picture, and/or standing still afraid to move for fear of hurting yourself because you are unsure where to go, going nowhere fast at this point. Now imagine that you are leading your company with the same blinders or with your eyes closed. Unfortunately that is what we do so much of the time.
Leading from a place of fear, reluctance, or denial keeps us bumping into the same old habits, issues and problems. It also ignores the “elephant in the room” that needs to be escorted out to make room for expansion.
The answer is simple, take the blinders off or simply open your eyes! The room becomes quite clear; the layout, the obstacles, the path, and even that “elephant” needing to be removed. While it is simple to open your eyes, the complex part is to acknowledge the truth in the room. Once noticed and acknowledged, next we need to be transparent about the changes needed allowing ourselves to be vulnerable to the need for assistance and change. Now real and sustainable transformation can begin.
Let’s put it in ACTion: ACTion #1: Truth, we must name it! Okay, time to take off the blinders and open your eyes. Simple yet sometimes a difficult and necessary step, don’t worry you will survive! (In fact, you will thrive!) Ask yourself: What is really going on in my business, cash flow, employee retention, productivity, accountability, leadership skills, succession planning, etc?
ACTion #2: Transparency, we must claim it! Time to be vulnerable and openly admit the need for assistance in this particular area that is right in front of you begging for a solution! Tell yourself and others: I need assistance with _________ and I am so ready to step up and/or ask for someone else’s expertise!
ACTion #3: Transformation, we must set action steps in motion! YES! Now is the time for transformation to take place by deciding on SMART goals. Ask yourself: What must I do specifically, measureable, attainable, realistically and in a certain time frame to expand the room, our vision, our goals, our company and my effective leadership?
Congratulations! The blinders are off and eyes are open, it has been recognized, and a plan has been put in place. You are now being a more effective leader, taking action to get that elephant out of the room so you and everyone else has more room to move, grow and breathe!
Keep the effectiveness going and make this a new leadership ritual. Enter each room (situation, issue, problem)…eyes wide open; see the truth (name it), be transparent (claim it) and transform (act on it)!
https://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.png00michbusinesshttps://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.pngmichbusiness2011-12-07 16:00:502015-10-08 00:00:00Simply Complex: The 3 “T”s of Effective Leadership
Despite the economic challenges of the last few years, 68 percent of Best and Brightest Companies to Work Forapplicants still managed to increase their employee base compensation in 2010, according to Jennifer Kluge, president of the Michigan Business and Professional Association (MBPA), the organization that sponsors the annual competition in Metro Detroit and West Michigan. “In addition, we also found that most menu-driven benefits packages and financial incentives now exceed standard perks to include items such as employee discounts with negotiated vendors (78 percent), wellness incentives (73 percent) and much more,” she said.
“This year’s competition also showed us that work-life balance issues continue to grow in importance with nearly 75 percent of companies offering their employees opportunities to telecommute while more than 90 percent offer flexible scheduling that includes everything from flex-time to job sharing, and family leave policies that go beyond legal requirements are offered by nearly 60 percent. More than 48 percent of applicants offer a phased return-to-work process for those coming back from a leave of absence,” Kluge continued.
She went on to explain that Best and Brightest Companies had a strong employee focus in other areas:
80 percent rely on some type of survey to annually gauge their employees’ level of commitment.
91 percent use tools like an intranet to communicate with employees, as well as webcasts (1 out of 2) and leader blogs (1 in 4).
55 percent offer recruitment and retention programs that include internal job postings (69 percent) and referral bonuses (60 percent).
Education that includes podcasts, webinars and learning management systems that encourage employees to participate in skills training (98 percent).
More than 80 percent sponsor local charitable activities with more than 87 percent conducting on-site activities such as blood banks and food drives.
Half of the organizations host or sponsor activities that celebrate multiculturalism and diversity while 67 percent offer written diversity statements.
“After more than 10 years of conducting Best and Brightest Company competitions, we consistently find that successful companies understand that their business results, including the quality and strength of their customer relationships, are directly tied to how well they focus on their employees,” said Kluge. “This year’s results continue to raise the bar and prove once again that employees who are valued and connected to their work are more likely to give higher levels of discretionary effort and be more loyal to their organizations resulting in a win-win for all involved.”
The “Best and Brightest Companies to Work For,” a program of the Michigan Business and Professional Association is presented annually in Chicago, Atlanta, Houston, Metropolitan Detroit, Grand Rapids and nationally. Nominations are now being accepted for 2012. Visit www.101bestandbrightest.com to obtain an application.
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Hiring a CPA firm is much like hiring an employee. There are several steps that are involved in both processes. First, you need to narrow the possible choices. Ask your banker, attorney and other business associates what CPA firms they use or recommend. You may want to check business directories for firms in your area, such as Trade Association or various Chamber of Commerce directories.
Once you’ve narrowed the field somewhat, the next step is to meet and interview each prospective firm just as you would have questions prepared when you interview a prospective employee, you will want to have certain questions answered by your prospective CPA:
• Does the CPA have experience and knowledge in your specific industry?
• What types of services can the CPA firm provide?
tax preparation
financial statement preparation
bookkeeping assistance
computer consultation
tax and financial planning
management advisory consultation
• How long has the firm been in business?
• What will you need to provide the CPA in terms of records and information?
• What will the CPA provide to you in return?
• How does the firm keep clients informed of new tax laws, etc.?
• Can the firm continue to service you as you grow?
• What is the firm’s fee structure and how can you expect to be billed?
• Who will be responsible for servicing your account?
• How often can you expect to be contacted by the CPA during the course of a year?
• Can the CPA give you any client references that you can call?
Don’t forget the CPA should be asking you relevant questions about your business during your conversation. In weighing your needs for accounting services, consider the five basic benefits any accounting firm, your company:
1) competent tax assistance
2) better cost control
3) order in your accounting system
4) credibility in your statements
5) compliance with the law
Those are the basic payoffs that should govern not only your choice of services but the determination of their value.
You’ve now interviewed potential firms. What guidelines should you use to make your selection? Small business executives and public accountants agree that the three most important criteria are personal attention, reputation and experience.
Personal attention, for example, should be synonymous with commitment, compatibility and responsiveness. Will the principal of the accounting firm be directly involved in your business? Will you and your staff be comfortable with the individuals who will actually be doing accounting work? Will your accountant be there if needed?
Reputation - the second most important criterion has little to do with prestige. It’s a matter of how bankers, attorneys and other businesses in your community regard the accounting firm. Also, try to check on how the accountant stands within his/her own profession.
Finally, experience counts. What does the accountant know about your industry - specifically, small business in your industry. A current client list will help answer that question, but it is also one that should be addressed personally by those who will be working with your company. Assume that the professional is fluent in accounting and finance; the important question is whether or not he or she can speak your business’s language.
Your accountant should be someone you can trust, someone who understands how your business operates and someone who is willing to listen and respond with ideas. When you find a CPA who fits that description, chances are you’ve found your best professional advisor.
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Human resource decisions based on policies and practices that are legally correct, clearly spelled out and communicated can defuse an attorney’s pursuit of a case on behalf of an employee or former employee. A well-drafted handbook can serve as a defense to a wrongful discharge suit or a charge of violation of a state or federal employment law, thereby reducing or eliminating potential liability.
A handbook serves a variety of purposes beyond providing protection from litigation. They are very often used as an integral part of the employee orientation process and gives new employees a positive first impression of the employer. Handbooks promote fairness in employee relations by encouraging, for example, consistency in granting employee benefits, responding to employee’s requests for time off and reacting to unacceptable behavior. Another purpose of the document is to spell out all fundamental policies and procedures that employees must follow for making requests and for solving on-the-job problems.
Employers can effectively use handbooks to train and educate supervisors and administrators, as well as employees, regarding human resource issues. A well-written handbook promotes good will, prevents misunderstandings, encourages open lines of communication and clearly spells out the employer/employee relationship. The content a handbook must be adapted to the dictates of the organization.
A variety of provisions can and should be included in a handbook. Others are discretionary. Someone such as myself can help determine exactly what provisions are legally required and which ones are optional based on the employers policies, practice and benefits. Some policies to be included are industry specific. Thought must also be given to how much detail should be included in the handbooks because I don’t recommend that the handbook also serve as a “Procedure Manual.” It is imperative that every employee be given a copy of the handbook, sign a receipt indicating they have received the handbook, have knowledge of its content and intend to abide by the rules and standards of conduct.
The laws affecting the employer/employee relationship are changing constantly. It must be worded correctly to indicate that the handbook is not a “contract” or “agreement.” The importance of formulating a handbook or revising an old handbook cannot be overstated.
I can’t tell you how many times I have had a client say to me “I am sure glad we had that provision or language in our employee handbook. It sure saved us…” which, I might add, was much more then the investment to develop or revise their handbook. -Rowland L. Austin
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By: Dr. Xiaoliang Men, Wuhan University,
Dr. Adrian J. Lottie, Ray Taylor and Associates,
Dr.Yichun Xie, The Institute for Geospatial Research and Education,
Jenny L. Zeng, attorney and business consultant with a J.D. from Washington University
With the development of China’s economy over the last few years, both challenges and opportunities arise from the current economic situations in both the United States and People’s Republic of China. Obviously, Chinese currency appreciation has many impacts on the investment environment in China. First of all, continued Chinese currency appreciation against the USD makes it more expensive for U.S. companies to acquire Chinese companies, but it also potentially creates more opportunities for U.S. exports to China. We also find that continued Chinese currency appreciation coupled with Chinese aspirations to be “international” further drive China’s outbound investment into the U.S., growing Chinese investment in the U.S. economy.
This article introduces several points for business cooperation between China and the U.S. in the present investing environment. It is focused on how small and medium-sized U.S. companies do business in China. Section II gives an overview of China and includes some numbers that may be of interest to U.S. business men and women. In Section III, we describe several important points to consider if you want to establish your business in China. Section IV describes how to communicate with Chinese business representatives. And, finally, Section V draws some conclusions.
China: Country Overview
People’s Republic of China was founded in October 1949. With just over 1.3 billion people (1,339,724,852 as of Nov. 1, 2010), China is the world’s most populous country. The geographic territory of China is 9.6 million square kilometers (roughly the size of the U.S.) and it is about 1/15th of the world’s total land mass. China has 23 provinces, five autonomous regions, four central administrative municipalities and two special administrative regions (Hong Kong and Macau). The national language is Putonghua (Mandarin). Figure 1 shows the geography and regional centers of development in China. Beijing, Shanghai and Guangdong province are the vertexes of the triangular regions which are the centers of economic development.
Figure 1. Geographic Overview and Regional Centers of Development in ChinaFollowing are some business related numbers that may be of interest:
Number of Fortune 500 companies: 43
Foreign direct investment in China: USD 92.4 billion in 2008
China investment overseas: USD 55.9 billion in 2008
China ranks 83rd out of 178 economies for ease of doing business, according to a 2008 World Bank study.
Dealing with licenses, paying taxes and starting a business – respectively ranked 175th, 168th, and 135th – are some of the most challenging aspects of doing business in China.
Establishing Business in China
If you plan to establish a business in China, you should begin by checking the “Catalogue for the Guidance of Foreign Investment Industries”[1] that was promulgated by the former State Development Planning Commission and the Ministry of Commerce of China on March 30, 2004 and came into force as of December 1, 2007.
From the Guidance, you can find out whether or not the business that you want to establish in China is in the Catalogue of Encouraged Foreign Investment Industries, the Catalogue of Restricted Foreign Investment Industries, or the Catalogue of Prohibited Foreign Investment Industries.
The Chinese government has an official website, “Invest in China,”[2] which contains information about Opportunities, Economy, Investment Updates, Laws, Services, Investment Statistics, Company Search, National Development Zone, Investment Channel, and Outbound Investment.
If you want to set up an entity in China, there are three basic types of direct foreign investments:
Wholly Foreign-Owned Enterprise (WFOE or WOFE) or Foreign Invested Commercial Enterprise (FICE)
Equity Joint Venture or Cooperative Joint Venture (JV)
Representative office
Increasing land prices and labor costs coupled with the RMB appreciation noted in the introduction, pose more challenges to U.S. companies who contemplate setting up a manufacturing operation in China. At the same time, the continuous improvement of China’s vast infrastructure and urbanization process creates tremendous investment opportunities in China for both Chinese and U.S. investors.
Before you decide to move your business to China, you may need to engage in extensive communication with your partners in China, the banks, and related government departments. Setting up operations and opening bank accounts in China require extensive documentation, multiple approvals and can be very time consuming as your key regulatory considerations. It is best to engage competent legal counsel with the expertise, experience and resources to effectively assist you in your efforts.
One of the most important questions you may ask is how to deal with “money-in” and “money out” problems. The answer lies in becoming familiar with the Foreign Exchange Control Regulations that are used in China and in getting help from Chinese banks. The “Big 5” banks in China are:
Agricultural Bank of China
Bank of China
Bank of Communications
China Construction Bank
Industrial and Commercial Bank of China
The banks may provide choices of account types with some having functions very similar to U.S. accounts. The “Big 5” formerly used the same “national clearing systems” for more than ten years. Under this old system, foreign banks would appoint the Big 5 Banks as their RMB clearing agents. Now, the banks all use the China National Advanced Payment System (CNAPS) which contains the High Value Payment System (HVPS) launched in 2003 and the Bulk Electronic Payment System (BEPS) launched in 2006 for amounts that are less than RMB 20,000.
Today, foreign banks have begun to operate in China. JPMorgan Chase is the first foreign bank to set up a Locally Incorporated Bank (LIB) headquartered in Beijing. The LIB currently has five branches in China. They are located in Beijing, Shanghai, Guangzhou, Tianjing and Chengdu. As a U.S. bank, it is a popular choice for many U.S. business leaders.
Another good question about doing business in China is “what role does the Chinese government play?” There is no clear answer for this question. Most people think that the market itself directs the required course of action. However, Chinese policy makers usually play very important roles in your business. Experience dictates that good communication with local government officials is one of the most important things you need to do.
To help promotes investment by foreign companies, nearly every local government in China sends delegations to foreign countries to participate in meetings and conferences. The Chinese representatives hope to get investment and advanced technology from others. For instance, Wuhan city in China is famous for its automobile industry, so the government and the companies in Wuhan are always interested in attending big events in Detroit because it is also famous for its automobile industry.
The Chinese government will often provide some benefits to foreign companies if they invest in China such as waiving or reducing some types of taxation. This usually depends on the location and type of business you will pursue in China. During your business tenure in China, you will find that you will always need to communicate with the local government. In general, keeping good communication channels with local governments is helpful.
In addition, U.S. companies need to make sure that they draft effective and enforceable contracts with their Chinese counterparts. The best contract is one that both parties will adhere to without the involvement of courts or arbitration. For that purpose, U.S. companies need to understand the Mandatory Provisions of Chinese law. They should also have any and all special considerations clearly spelled out in every technology transfer agreement as well as in any exclusive distributorship agreement.
Regardless of the location or type of business, it is imperative that the U.S. company works scrupulously with its legal advisor to ensure that all contracts are clear.
Communication with Chinese Parties
As mentioned previously, communication with all Chinese parties–whether companies or local governments–is very important. In fact, most cooperative businesses in China are placed into a development zone that commands close cooperation.
One region where there are business opportunities in China is the Optical Valley of China (OVC). Located in the East Lake High-tech Development Zone, the OVC is a well-known and very good example of one of China’s best investing environments.
There are ten great competitive industry clusters including four industries in the OVC; i.e., Optical Communication, Mobile Communication, Modern Equipment Manufacturing, Energy and Environmental Protection and other industries. Each of the four has an industrial scale in excess of RMB 10 billion (Chinese currency) Yuan. To give you a sense of exchange rates, the Yuan RMB has been roughly 6.4 to 6.7 per dollar in recent months; however these values may fluctuate somewhat throughout each year and from year to year.
Below is a graph of recent exchange rates from x-rates .com [Cny= Chinese Yuan
Below are some examples of industries from the OVC:
Optoelectronic:
The company boasts 45 optical communication production enterprises with total revenue of RMB 10.5 billion in 2007. For optical fibers/cables, the production scale is second in the world, its share in the domestic market has reached 50% and its share in the international market is 12%. For optical devices, the company’s domestic market share is 40% and its share in the international market has reached 6%.
Mobile Communications:
There are 30 mobile communications equipment, terminals and related product manufacturing enterprises with 2007 total revenue of 10 billion.
Semiconductor Industry:
There are 10 IC design units, 14 backbone enterprises for chip manufacturing. packaging and products application. SMIC will commence the production of 12-inch, 90nm products in its IC production lines in April, 2008.
In 2007, the company successfully packaged the ultra-high-power LED light (1500 Watt) which is presently the highest power artificial light.
Consuming Optoelectronic:
So far, there are 19 enterprises with 2007 total revenue of 3.5 billion. Foxconn Company will begin to produce in April 2008. The first with Independent Intellectual Property Rights of China owns 49 patents.
Laser Industry:
There are 53 enterprises, 2007 total revenue of 2 billion. The share of High-tech Zone laser products has maintained at more than 50% in China’s domestic market.
Software and Software Outsourcing:
There are more than 600 enterprises with 2007 total revenue of 9.6 billion. Optical Valley Software Park has built 220,000 square meters in its first phase, gathering 55 enterprises. It is currently promoting the second phase comprised of a nine square kilometers project.
Software outsourcing enterprises like IBM Microsoft, and EDS have begun their operations. The Phase I Animation Creative Industry Base has 20 resident enterprises. The Incubation Center of Optical Valley Creative Industry Base has been established and Optical Valley International Creative Industry Park is in construction as the result of efforts by both the industries and the Singapore Media Authority.
Green energy:
There are 42 enterprises with 2007 total revenue of 14 billion.
Biomedical and high-tech agriculture:
There are 137 R & D and producing enterprises with 2007 total revenue of 6 billion.
Modern equipment manufacturing industry:
There are 85 enterprises with 2007 total revenue of 16 billion.
Besides the great competitive industry clusters in Wuhan, there are many universities that can supply talent for the OVC. The most famous universities in Wuhan are:
• Wuhan University (Ranked 7th in China)
• Huazhong University of Science and Technology (Ranked 8th in China)
• Wuhan University of Technology
• Central China Normal University
• Huazhong Agriculture University
• China University of Geosciences
• Zhongnan University of Economics and Law
Dr. Xiaoliang Meng, who is from the Joint International Center for Resource Management and Digital Technologies at Wuhan University, has experience in the areas mentioned above including mobile communications, the semiconductor industry, software and software outsourcing.
Dr. Jenny. L. Zeng, attorney-at-law, holds a J.D. from Washington University Law School and a New York State Bar license. She is a partner of Dr. Meng and runs a legal consultancy service. She also has experience with government offices, especially the foreign affairs office of Hubei province where Wuhan is located.
Both work in the OVC zone.
Although the Optical Valley of China (OVC) is not the only choice for U.S. business men and women, it is a good idea to work with local representatives if you want to do business there.
Conclusions
China is an exceptional country in terms of the speed of its economic growth. More recently, some traditional concerns have been magnified by the rapid expansion of economic activity[3]. It indeed means both bigger challenges and opportunities arising from the current economic situation in the United States and People’s Republic of China. There is no better time to start your business in China, however, any time is good if you can find the right opportunities.
Team Members
Dr. Xiaoliang Meng Lecturer (tenure), Wuhan University, holds a Ph. D in Photogrammetry and Remote Sensing at Wuhan University, China.
Email: meng.emu@gmail.com
Phone: +86 1-597-217-2758
Dr. Adrian J. Lottie is a consultant, investor, and president of Adrian J. Lottie Ph.D. LLC and a Senior Consulting Associate at Ray Taylor and Associates Ann Arbor. An economist and political scientist, he holds a Masters in Economics and Finance and a Ph.D. in Political Science from Wayne State University and has been in business in the U.S. for 40 years. He is a professor in the Public Administration section of the Department of Political Science at Eastern Michigan University.
Email: AdrianLottie@aol.com
Phone: 313-231-4114
Dr.Yichun Xie
Director, the Institute for Geospatial Research and Education, and Professor of Geography and Geology Department at Eastern Michigan University, holds a Ph.D. in Geography/Geographic Information Systems from the National Center for Geographic Information and Analysis (NCGIA) at the State University of New York at Buffalo.
Email: yyyxie2000yyyxie2000@yahoo.com
Jenny L. Zeng is an attorney and business consultant with a J.D. from Washington University.
If you are interested in doing business in China or with Chinese businesses, you may contact us at the above e-mail addresses or phone numbers.
NOTE – REFERENCE 4 LISTED BELOW HAS NOT CITATION IN THE PAPER.
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Now that a 1 percent tax on all health insurance claims is the law in Michigan, the Blues are taking steps to adjust to its provisions.
The state of Michigan passed the new 1 percent tax to be applied to certain Michigan health insurance claims beginning Jan. 1, 2012. Gov. Rick Snyder signed the bill into law on Sept. 20, 2011.
The new 1 percent tax will replace the current 6 percent use tax applied to Medicaid managed care plan services and will be used to support Michigan’s Medicaid program and ensure that Michigan continues to receive funds from the federal government. The tax applies to self-funded health care plans and health insurance carriers operating in Michigan.
We’ve put together a preliminary FAQ (PDF) that should be helpful in answering your clients’ questions.
We’ll keep you informed as information becomes available. We will also notify group customers and individual members.
Questions? Contact your managing agent.
The summary and FAQs are provided for information purposes only. They should not be considered legal advice or relied upon as such. Groups should consult their legal counsel and the underlying laws and regulations in order to gain a full understanding of the law.
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Every business should consider providing or updating their company employee handbooks to reflect current trends that are highly relevant in today’s workplace. The perception that employee handbooks are bland stacks of standard policies leads some employers to become static in routines and forget to employ creative and strategic policies that can provide important benefits to the company. Consider, at least, the following five policy areas recognized as major focus points for 2011:
Employment Classifications. The U.S. Department of Labor (DOL) has been increasing its compliance enforcement efforts, and employers must understand how to initiate proper assessment in various areas of wage and hour laws (e.g. employee vs. independent contractor, exempt vs. non-exempt, full-time vs. part-time). Properly classifying and controlling the hours of employees can amount to a huge saving in overtime or other payroll expenses.
Health and Safety. Another area of DOL attention involves safe and productive workplace environments. The federal Occupational Safety and Health Act (OSHA) requires covered employers to maintain a workplace that is free of hazards. Having specific policies in place is a key part of the process.
Social Media. With the increasing usage of social networking sites and technological equipment (i.e. smartphones), employers should remain mindful of how their employees are using the internet and thus how they may be promoting your business and the image of the company. In addition, social media can cross barriers between confidentiality and privacy rights. So, a sound policy would be able to pinpoint the functionality and appropriate time frames that allow for social media usage during work as well as non-work hours. Without a comprehensive policy governing social media, an employee with access to company data and a computer could ruin your business.
Telecommuting. Telecommuting can be used as an important recruitment and retention tool, and more companies are allowing more workers to work remotely more often. The same rules that apply in your office also apply to an employee working at home, however. You must have policies to ensure productivity by telecommuters, control working hours and overtime as well as job safety.
Benefits. Whether trying to stay on top of various health care reform laws, apply family medical leave updates, or provide vacation and sick leave time-off, it is vital for employers to ensure that their benefits-related policies remain current.
To be sure your Employee Handbook is up to speed, conduct a thorough review, at least, on an annual basis with the guidance from an HR Professional, if needed.
Marisha Taylor is a sales consultant for BASIC in Portage, MI. You can reach her at 269.569.3992 or by email at MTaylor@basiconline.com.
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By Dana Borowka
CEO, Lighthouse Consulting Services, LLC
The wrong hiring decision can cost your company well over two to three times the individual’s salary according to Vistage International speaker, Barry Deutsch. This figure may be a conservative estimate because of factors like training, evaluation, termination, re-initiating the hiring process, and lost opportunity costs. There is also an emotional factor involved in a bad hire situation. Not only can it cause stress and anxiety for both management and employees, but it also takes away focus from your company’s primary goals. Essentially, a bad hire can have a negative impact on your company’s bottom line and that won’t benefit you or your workforce in the Business Industry.
These circumstances can be minimized during the initial hiring process by using several techniques including effective recruitment programs, skilled interviewing and in-depth work style and personality assessment tests. An in-depth assessment is a highly effective tool and an efficient use of company resources at this crucial point of the decision making process.
This article focuses on in-depth assessment tests and how your company can benefit from them during the interview process, before a potential new hire turns into the wrong decision. An in-depth profile, in conjunction with a thorough interview process and good background check, can reduce the possibility of a hiring error. It also can provide your company with quantifiable information on a candidate’s specific strengths and weaknesses. Moreover, an assessment will offer objective, expert guidance on how best to manage and place that individual within your organization.
Personality Assessment Testing – A Standard in Recruiting
In-depth work style and personality assessments are a standard recruiting practice for many branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions. They are used to reduce employee turnover and improve department effectiveness. Correctly interpreted, professionals can help guide your organization on how to best manage, communicate and train new hires and staff members.
As with any business decision, having the right information is critical. Work style and personality assessment testing can provide insight into potential hires, as well as your current workforce, in several ways:
Identify potential red flags: An in-depth work style and personality assessment can discover issues that are sometimes overlooked during the interviewing process and can quantify an intuition or feeling the interviewer may have about a particular candidate. It can be used to identify potential red flags concerning behavioral issues, help understand how to manage individuals for greater work performance and compare interpersonal dynamics of teams, departments and candidates.
Learn how to optimize employees’ work performance: An in-depth assessment can provide extensive information on an individual’s ability to work with their job responsibilities, team dynamics and company culture. Additionally, the assessment can show effective strategies to gain optimal performance from that individual within their particular work environment. It can also be employed to quickly identify the most effective management style for a new employee or predict how team members are likely to interact.
Ensure you have the right people in the right positions: Additionally, personality assessments can be utilized in rehires, or situations which call for employees to re-apply for their current jobs, as in the case of a corporate merger or restructuring. A personality assessment test can also ensure that your company continues to have the right people in the right positions and distribute assets & talents effectively.
Which Assessment Tool Should My Organization Use? The following are some things to think about when reviewing various work style & personality profiles:
Training or degrees of those who are providing the debrief/interpretation of the data.
A copy of the resume and job description should be supplied to the testing company.
Scale for “Impression Management”
•What is the history of the profile?
• Cultural bias
• Does the profile meet U.S. government employment standards? Has it been reviewed for ADA compliance & gender, culture & racial bias?
• Does the data provide an understanding on how an individual is wired?
These are some general questions and if a profile falls short in any one area, we strongly suggest additional research into the accuracy of the data being generated.
Frequently Asked Questions
A frequent question from companies and organizations concerns the legal guidelines in administering assessments to potential employees. Industry regulations can vary and the best option is to consult with your company’s trade association or legal department. As a general rule, if your company uses an assessment, any test or set of hiring questions must be administered to all of the final candidates in order to assure that discrimination is not present. Additional information can be found online at the EEOC website, in the Disability-Related Inquiries and Medical Examinations of Employees section: http://www.eeoc.gov/docs/guidance-inquiries.html.
An additional question concerns how a new hire may feel about taking an in-depth personality and work style assessment. There is a certain amount of “test anxiety” that can be common. However, the test demonstrates that your company is serious about who they hire. If your company explains that the goal of the assessment is to reduce turnover and is only one of several factors involved in the hiring decision, the individual usually responds very well. In many cases, the candidate may accept a position from the organization they perceive to be more thoughtful during the hiring process.
Conclusion
An in-depth assessment is only one component needed for a successful recruitment and hiring program. It can provide valuable information for critical personnel decisions. Combined with an effective recruitment program and skilled interview techniques, it can benefit your company as a whole, in addition to your individual employees. Armed with accurate and quantifiable data from an in-depth personality assessment, the interview process becomes much more reliable. Ultimately, this only adds to your organization’s bottom line, allowing more effective management of your existing workforce and limiting the potential for wrong hiring decisions. For more information, please call (310) 453-6556, ext. 403 or email us at dana@lighthouseconsulting.com.
If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com
Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, workshops, and executive & employee coaching. To order the book, “Cracking the Personality Code” please go to www.crackingthepersonalitycode.com.
https://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.png00michbusinesshttps://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.pngmichbusiness2011-10-10 16:00:022015-10-08 00:00:00Raising the Hiring, Productivity and Retention Bar by using in-depth Work Style & Personality Assessment Tools in the Business Industry
By Rebecca Cook
DTMB – Purchasing Operations,
Business Development, Sate of Michigan
The “Contracting 101” PowerPoint presentation has been remade into a new self-study module, with an accompanying tutorial script that takes businesses through each slide, step by step.
The “Elements of a Quality Proposal” presentation has been upgraded to a webcast. Businesses can view the video as the presentation moves through each correlating slide.
These upgraded training materials are especially helpful for businesses that may not be able to attend a seminar in person – they may now receive the same information without leaving their home or office. The online training can also provide a valuable review for businesses that have attended a live seminar.
Please contact Rebecca Cook if you would like expanded content, or a newsletter article for your communications. Call 517-373-8530 or e-mail coofr6@michigan.gov
https://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.png00michbusinesshttps://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.pngmichbusiness2011-10-10 16:00:022015-10-08 00:00:00The State of Michigan Has Made Significant Upgrades To Its Vendor Training Materials
By Sandy Barris
President of Business Marketing Services and CEO of FastMarketingPlan.com
Have you ever wondered how to streamline creating a marketing plan? I can show you seven simple things to ask to help speed up creating your next marketing plan.
The first question to ask is, “Do I really need a marketing plan.”
You may not. Because if everything you are doing to bring in all the business you want is working, don’t change a thing. Even if you or your staff are bored with it. Let it keep profiting until it stops profiting.
Next ask, “What do I want a marketing plan to do for me and my business.” Many marketing plans are written as part of a business plan. Also, marketing plans are written when looking for new or more funding. Most marketing plans are created as a road map, a guide to the next 12-18 months of marketing campaigns.
Now, “What is your Unique Selling Proposition (USP)?” Answer in a compelling way, why anyone would choose your products, services or ideas over all the other choices they have, including doing nothing.
Of course, you are making an “Irresistible Offer” every time you are in front of someone. Business and marketing are all about offers. You give me this and I’ll give you that.
Keep in mind that without an offer, no business transpires. Think of the many times you have seen an advertisement or marketing message and couldn’t figure out what was being offered. Don’t make this critical mistake. State exactly what you will be offering in your marketing plan.
OK, “Where is your ideal future client or customer?” Not just anyone, but who is the ideal fit for your products, services or ideas.
Where can you find enough of your ideal future clients to be profitable? When you do find them, how much do you know about their hopes, aspirations, desires, fears, problems, etc? Take off your shoes and walk in your future clients’ shoes for a week and see, hear and feel what they see hear and feel. Then and only then, will you know their real problems.
I’m sure you’ve decided on which, if any, of the many of the different “marketing media options you’ll want to test.”
Options like direct response mailing campaigns, yellow page ads or email marketing. How about tele-marketing, newspaper display ads or Webinars? Networking, social media marketing or pay-per-click marketing? We could go on and on and on, but you get the idea. Where are you going to spend your marketing budget?
Finally, as long as you are going after new clients, “How are you capturing their personal information?” I don’t mean their shoe size, waist size or height (but you may need them depending on what you are selling). Are you asking for their name, email address and snail mail address? If not, how will you communicate with them in the future?
Now grab a piece of paper and start answering these questions. Doing so will focus your marketing plan and anyone reading it will know exactly the what, where, when, who and how you are planning to market your business.
Ok, I admit it; there are more then 7 questions to answer. You should have seen the ones I edited out. I’ve saved them for another article in the near future, so keep checking back.
Sandy Barris, has been called a tough Detroit marketer who helps you explain what you’ve got to offer, why someone should care, the “Reasons Why” they will benefit, and what proven marketing strategies and tactics to use to sell more of your products, services and ideas.
Sandy is also the proud creator of http://www.FastMarketingPlan.com a faster easier way to create your next marketing plan and marketing calendar.
https://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.png00michbusinesshttps://mb-wp-uploads.s3.us-east-1.amazonaws.com/2024/04/MichBusiness-logo.pngmichbusiness2011-10-10 16:00:012015-10-08 00:00:007 Questions To Ask Before Writing Your Next Marketing Plan
By Francine A. Carter
Despite the economic challenges of the last few years, 68 percent of Best and Brightest Companies to Work For applicants still managed to increase their employee base compensation in 2010, according to Jennifer Kluge, president of the Michigan Business and Professional Association (MBPA), the organization that sponsors the annual competition in Metro Detroit and West Michigan. “In addition, we also found that most menu-driven benefits packages and financial incentives now exceed standard perks to include items such as employee discounts with negotiated vendors (78 percent), wellness incentives (73 percent) and much more,” she said.
Figure 1. Geographic Overview and Regional Centers of Development in ChinaFollowing are some business related numbers that may be of interest:
By Dana Borowka
By Rebecca Cook
By Sandy Barris