Don’t Rush the Hiring Process: Bad Hires Are 3X More Costly Than You Think

By Dana Borowka, MA

There is an old adage that one bad apple can spoil the whole bunch. A bad hire can be that bad apple for you.

by Natalie Grainger

Now contrast that to the famous words of anthropologist Margaret Mead: “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.”

This is the power of good hires. Team members working together in thoughtful, committed ways to the company mission, core values and objectives can change your workplace world for the better.

When our team has conversations with C-level executives, better hiring is on their minds. Research backs this up.

“Labor shortages are driving talent retention and recruitment to the top of the CEO agenda in 2022,” concluded The Conference Board in its 2022 “C-Suite Outlook,” it’s 23rd annual survey. The report reflects the views of 1,614 C-suite executives, including 917 CEOs globally.

The Conference Board report details the external stress points business leaders face and the impact of these stressors on growth strategies. It includes views on the benefits and risks of hybrid work models, and the struggles to find and keep good employees.

Finding good employees is noticeably harder these days. Research from Glassdoor says attracting the right job candidates is the most difficult task for 76% of hiring managers. A common woe is that the best hires are snapped up in the first ten days of actively being available on the market. This adds up to a hiring process that lasts 36 days, on average.

True Cost Of Bad Hires

Bad hires can cost your company more than you think. CareerBuilder reports that 74% of employers say they have hired the wrong person for the job.

by FIN

According to the U.S. Department of Labor, the average cost of a bad hire is up to 30% of the employee’s first-year earnings.

When you examine the true costs broken down by hiring, retention, and pay, you might conclude the researchers at the Labor Department might be lowballing the true cost. Our team extrapolates the real cost might equal at least projected first-year earnings and maybe more.

Here’s why: Poor hires can result in lost productivity and expenses in hiring, recruiting, and training replacements. That can quickly add up.

Robert Half International reports in Fortune Insiders that managers assert lost salary isn’t the only money they lose by hiring the wrong person. Managers must also spend 17% of their time monitoring underperforming employees. In a typical workweek, that time suck equates to nearly a full day of wasted time.

A Harvard Business Review column by David K. Williams and Mary Michele Scott noted “that of nearly 2,700 employers surveyed, 41% estimate a single bad hire cost $25,000. A quarter of respondents estimate a bad choice has cost $50,000 or more.”

Not to mention the demoralizing impact on other employees.

”A hire that is going the wrong direction is bad for everybody involved,” writes Williams and Scott. “A dismissal is bad for the morale of the entire team. It’s even worse for the morale and future of the person you fire, who faces one of the most stressful events in human experience.”

by Tim Mossholder

Here are just some of the ways your company can suffer: lost productivity, loss of focus, poor execution, training costs, legal fees, damaged employee morale, damaged reputation in the marketplace, and lost manager supervision time.

Research by Gallup estimates that actively disengaged employees in the United States cost businesses anywhere from $450 billion to $550 billion in lost productivity each year.

Plus, the number of bad hires is staggering. Think of how many new hires fail to meet expectations.

“Over 50% of newly hired employees fail to meet expectations,” says recruiting expert Barry Deutsch of Impact Hiring Solutions. “Most hiring managers don’t make a significant change by firing the person, putting a PIP together, or having a deep developmental program to improve performance or behavior. They just accept partially competent people, or take those elements off the plate that the employee can’t do – and the manager does it by allowing the monkey to be transferred onto their back.”

Deutsch says that is the definition of dysfunctional.

How To Avoid Bad Hires

Deutsch, coauthor of the book You’re Not The Person I Hired, offers several suggestions for avoiding bad hires.

“One of the most powerful interview techniques for measuring success is to probe for the ability to continuously learn and adapt it to their job and expectations,” says Deutsch. “Do you probe for deep and continuous learning from the professionals and managers you’re looking to hire?”

According to Deutsch, the interview, when conducted with focused structured questions that correlate to job expectations, can be a very reliable predictor of future success.

“Unfortunately, most hiring managers don’t define the expectations so the interview questions are in doubt,” adds Deutsch “Secondly, the biggest mistake is that most hiring managers have never been trained how to conduct an accurate interview – so they are just winging it based on their life experiences. No wonder, the studies show that interview accuracy is basically as effective as rolling dice.”

Deutsch believes a proper interview process includes in-depth work style and personality assessments. As with any business decision, having the right information is critical. Work style and personality assessment testing can help reduce bad hires in three main ways:

by Bernd Dittrich

Identify potential red flags. An In-depth Workstyle 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.

Optimize employees’ work performance. An In-depth Workstyle and Personality 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, an In-depth Workstyle and 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 can also ensure that your company continues to have the right people in the right positions and distribute assets and talents effectively.

How does Deutsch define a good hire?

by Jackalope West

“I would define quality of hire as a candidate who hits or exceeds your specific quantifiable outcomes at the 90-day or six-month timeframe with a set of behaviors and style that is consistent with your organizational culture and values,” says Deutsch.

Assessments and professional feedback is not just for the Fortune 500 companies, but can help organizations of all sizes with avoiding bad hires.

Lighthouse Consulting Services helps a variety of companies avoid bad hires through in-depth workstyle and personality assessments and professional interpretation of the results. Not only does this help avoid bad hires, but these assessments also help companies get the most out of new hires from day one. These assessments are tremendous productivity tools for managers who want high-performing teams.

In addition, Lighthouse Consulting provides 360-degree feedback surveys. Be warned: The amount and level of training of those providing the 360-degree feedback can impact the level of accuracy of the feedback.

Without guidance from a trained professional, bias may distort the value of the feedback. To get the full benefit, leaders need to be debriefed on the 360-degree survey results by trained professionals such as those who are part of the Lighthouse Consulting team.

Bottom line: When professionally conducted and interpreted, the results assessments help produce can be significant. But without a trained professional to help interpret the assessments, the value of their results is severely diminished.

by Kyler Boone

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business”. They do this through the use of in-depth work style & personality assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. Dana has over 30 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. To order the books, please visit www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC – Testing Division provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, skills testing, domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication. Business Consulting for Higher Productivity Division provides stress & time management workshops, sales & customer service training and negotiation skills, leadership training, market research, staff planning, operations, ERP/MRP selection and implementation, refining a remote work force, M&A including due diligence – success planning – value creation and much more.

If you would like additional information on this topic or others, please contact Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2024

Defining Your Culture and Hiring Strategically

By Patty Crabtree

Picture in your mind a race car speeding toward that waving checkered flag as it prepares to cross the finish line. If you think of a company like a high-performance car, culture is the oil that allows everything to run smoothly to help achieve your goals.

Culture reflects what is greatest, genuine, and noble about the company. It is the key behaviors an organization expects as the team works together and with its clients and vendors.

Culture establishes the foundation of the company and defines the qualities to be successful and help achieve its mission.

Overcoming A Culture Challenge

The culture journey for Bill’s company started with identifying the key attributes that they felt exemplified how they wanted to work together. Bill communicated it to staff and shared it with his clients. He posted it on the breakroom wall as a reminder. The company even branded it in their email signature blocks.

But the challenge was their behaviors did not reflect those defined values. It was not the heart of the organization. The words chosen were what they seen other successful companies using to define their values. It just was not who they were, how they were making their decisions and how leadership was supporting staff.

This misalignment led to a high turnover rate. A turnover rate that cost not only the hard dollars and time to recruit new candidates, but the soft dollar costs of repeated onboarding and staff scrambling to cover all the work. The situation had an adverse impact on company morale. Overall, the company had stalled in its growth.

Bill and his leadership team were puzzled. They felt they had a good work environment and didn’t understand what was holding them back. They were committed to creating an environment for growth and decided to take a step back to reassess their approach.

Bill’s team went through an exercise to help them identify the genuine culture for their firm. What were the core values that would drive their business, their team? Through this effort, they uncovered their own unique style and reflected it in their values.

Then, they took it one step further. Each value was clearly defined to communicate what it meant to the organization. Definition statements were created for each value to describe its intent. These enhanced values were shared with staff and communicated on a regular basis. Leadership reinforced them in their daily interactions.

The updated values were also more deeply embedded into their recruiting process. Behavioral interview questions were developed that focused on cultural fit which helped pinpoint the best candidates.

Over time, Bill’s company’s turnover was reduced by more than 50%. The recruitment process brought the right people to the team. Bill and his leadership team were successfully enhancing their infrastructure and teamwork which drove the growth.

Nurturing the culture and creating a stronger recruiting strategy took a focused effort to produce the desired results. In the long run, it paid dividends for them. Year after year they exceeded their goals and built a well-oiled machine.

Strong Culture Creates The Power of Alignment

One of the most powerful tools is alignment. Alignment brings a shared vision with everyone moving in the same direction.

Every company has culture whether it is by accident or by design. Some may be in that early growth stage and have been chasing the business opportunities, so culture has not been formally developed. Others may have determined their values but the day to day takes over and it isn’t nurtured.

If your company is being outperformed in the marketplace, you experience high turnover in key positions, financial performance is declining, or just want to move from good to great, often these issues are a result of an unhealthy culture.

Alignment empowers your staff with the knowledge of what to do, how to do it and why it is being done. It gives an emotional stability to their work world that encourages high performance.

Be Purposeful With Your Culture

Developing that path toward alignment is one part of the process. Being purposeful with it is another aspect. Leadership must walk the walk. If this does not happen, then your culture will struggle.

Once you have defined your culture and it has been effectively communicated to staff, a critical part of the process comes into play. To walk the walk. It starts with your leadership team embodying your culture in all their actions.

Clearly define how you want to lead, what is your purpose, something that rings true to the heart of the organization. Then, live by it consistently even though the hardest decisions.

Integrate Culture With Your Hiring Strategy And Beyond

At times, hiring can feel like a shot in the dark. You meet with the candidate, assess that they have the technical skills needed, you like them. So, you hire them and then 30-90 days you realize they aren’t fitting in and thriving in your organization. The situation can be confusing because on paper everything looked good though in execution it doesn’t meet your expectations

The missing piece here is understanding that person’s values and how it fits into your organization. Developing a recruiting process that supports your culture will help make it a more effective practice and lead to a stronger team environment. Hire people who believe in and display the values important to your organization. When someone comes onboard and does not embody your values, it can slow progress, disrupt teamwork, and cause morale issues.

Adopt Behavioral Interviewing

Once the core qualifications are met, the best interview questions are behavioral based. Questions around the candidate’s approach to certain situations or experiences.

In an interview, you want the candidate to speak more than you do. You want to know about their experiences and how they approach different situations. This does not come from asking the basic “tell me about yourself” or “where do you see yourself in 5 years.” This comes from “give me an example” or “tell me about a time.”

Ask the candidate to describe the culture at their last firm. Tell me about what worked well? What could have been improved? What are the elements of a company’s culture that they feel creates an excellent work environment? Have them share a story about how culture helped resolve an issue and what was their role in that resolution? Have them share a story about how culture inhibited a project they were working on and what happened.

Another approach is to interview your ‘A’ players about the qualities they feel makes them successful or someone successful in the position. Listen to their perspective on successful outcomes and teamwork. Use this information to build the behavioral based questions.

Open-ended questions are the best way to learn about people and determine their fit into your culture. Ask questions that tie into those success qualities for the position and have candidates share stories about their execution of the values most important to your organization.

Improve Onboarding Because Hiring Doesn’t End With An Offer Letter

Culture appears in every aspect of your organization. It flows through recruiting to onboarding and long-term retention.

The opportunity to instill your culture with a new team member is through a detailed onboarding process that reinforces your culture and expectations along with training on the systems and job specific tasks.

Many times, a company will bring someone in, have them complete the necessary paperwork, give them a quick tour, show them their desk, give them a quick overview and set them loose. This approach is a lost opportunity.

Developing a mapped-out onboarding process that includes learning about the organization, its culture, the different departments, and developing relationships along with the necessary job specific training can set a great foundation for success.

It helps create connection and enhance engagement. A well thought out onboarding process connects new hires to every aspect of the organization along with developing relationships throughout the firm. Many new hires express gratitude for this investment in their success.

Here Is The Bottom Line

Culture takes regular nurturing. Commit to creating an environment where staff will thrive, clients will receive excellent service and your external partners will feel valued and you will reap the benefits. Keep steering everyone in the same direction, toward the same goals and vision course correcting when needed.

Lighthouse Consulting Partners, LLC, has a team of inter-disciplinary specialists ready to help raise the effectiveness of critical functions within the organization, such as Sales, Customer Service, Operations, and IT. From team building to implementing cybersecurity technology, LCS consultants are uniquely suited to advise small, mid-sized and global companies. We can assist with in-depth workstyle and personality assessments along with skills testing for new hire candidates at all levels within an organization. Each is a former business executive with extensive strategic and tactical skills. Our consultants are poised to provide, on short notice, highly personalized and cost-effective guidance and tools to boost the performance of a department or organization. For additional information please email [email protected].

Patty Crabtree is a Chief Executive Officer at Lighthouse Consulting Partners, LLC with 25 years of operations and finance leadership experience along with building a successful remote workforce. She has extensive experience in successfully leading and growing teams. She was instrumental in the development of an operations infrastructure that resulted in consistent increased profits and employee engagement. Patty has also effectively navigated the challenges of change management in the ever-changing business world.

Lighthouse Consulting Partners, LLC

Testing Division provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCP can test in 19 different languages, skills testing, domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication.

Business Consulting for Higher Productivity Division provides stress & time management workshops, sales & customer service training and negotiation skills, leadership training, market research, staff planning, operations, ERP/MRP selection and implementation, refining a remote work force, M&A including due diligence – success planning – value creation and much more.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact Lighthouse Consulting Partners LLC, Santa Monica, CA, (310) 453-6556, ext. 410,  [email protected] & our website: www.lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Partners, LLC to reproduce any portion provided in this article. © 2024

Preventing Burnout in Today’s Environment

By Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC

Could employee burnout impact your company?

Burnout that causes companies to lose great employees occurs when your workers experience too much stress for a prolonged period. The employee is left feeling mentally, emotionally, and physically exhausted. Not only that, your employees are less productive at work, show reduced concern for others, and are more likely to miss work.

by dasstudios

Burnout is no doubt tied to stress, and workers in the United States are some of the most stressed employees in the world. That’s according to the 2022 Gallup State of the Global Workplace report, which captures how people are feeling about work and their life.

Surprising statistic: U.S. and Canadian workers, whose survey data are combined in Gallup’s research, ranked highest for daily stress levels of all groups surveyed. Some 57% of U.S. and Canadian workers reported feeling stress on a daily basis, up by eight percentage points from the year prior and compared with 43% of people who feel that way globally, according to Gallup’s 2021 report.

Too much stress at work and home leads to burnout, which can be defined as lower psychological and physical wellbeing, as well as dissatisfaction, and employee turnover.

This stress spike isn’t surprising to Jim Harter, Gallup’s chief workplace scientist, who told CNBC that “rates of daily stress, worry, sadness and anger have been trending upward for American workers since 2009. Concerns over the virus, sickness, financial insecurity and racial trauma all contributed to added stress during the pandemic.”

by Pexels

There is also a side effect called “quiet quitting.”

According to the newsletter The Daily Skimm, quiet quitting is “when employees quit going above and beyond what they’re paid to do. The pandemic blurred the lines between home and work — leading to burnout. And many have felt stretched thin by doing more than one person’s job, especially during The Great Resignation. On top of that, employees have become frustrated with the lack of growth opportunities and little pay.”

Quiet quitters are still doing their jobs, but common side effects of quiet quitting include: no more staying late after work, no more attending events like virtual lunches, and no more doing anything beyond the job description.

How To Spot Burnout

“Burnout looks like extreme exhaustion paired with low engagement, high hopelessness, poor motivation and limited efficacy,” says Colorado therapist Carrie Johansson, PhD, author of the book Self Help On The Go.

Helping companies prevent employee burnout is a critical element to employee retention and performance, says Johansson.

“Balancing challenge with breaks, prioritizing values and purpose in work, and encouraging employee autonomy all help keep employees engaged and motivated to perform,” says Johansson. “Employees should be encouraged to use cycles of effort interspersed with rest, to have systematic self-care strategies in place and to connect with fellow employees to stay actively engaged and connected in their work.”

Doug Clute takes a pragmatic view of burnout. Clute is a human capital consultant who provides Lighthouse Consulting Services clients with his insight accumulated in over 30 years as a human capital management executive within four different industries on an international scale.

“Typically, there is a bit of cynicism on the part of the employee when they’re experiencing burnout,” says Clute. “The employee’s mindset is: ‘I’m working so hard, but what difference does it make? Whether I do a good job or not, I don’t see how my role is connected to the bigger whole.’”

Clute says the misalignment piece of the puzzle needs to be addressed.

“Sometimes it’s important for companies to create what I like to call it a buddy system,” says Clute.

Clute says oftentimes new employees get assigned a sponsor for a couple months. They have lunch, touch base, but eventually that relationship dissipates after 90 days. Assigning employees in danger of burnout with a buddy could retain a great employee.

“The buddy must be a friend as well that can hold the employee in check when they’re too invested at work and are turning a blind eye or not paying much attention to their personal life,” says Clute.

The field of neuropsychology offers other clues on how to assist employees struggling with quiet quitting or burnout.

“Combating burnout sometimes means not following common success advice,” says neuropsychologist Steve Swavely, PhD, author of the upcoming book Optimal Team Performance. “For example, ‘Eat your frog first thing’ is an adage about tackling your toughest challenges first thing in the morning. It has some merit, but not if you’re combating burnout. A better approach is to tackle some small challenges early to experience the satisfaction of success. This causes the brain to release a host of neurochemicals that lift your mood, and your capacity to tackle more difficult challenges. Save the frog for lunch.”

What Can Employers Do

“We are working on one engagement right now with an organization where they brought us in to help a junior leader develop their leadership skills and learn how to balance their life,” says Patty Crabtree, a senior consultant with Lighthouse Consulting Services. “This junior leader over commits to everything and says yes to everything. The company brought us in to help that person understand how to put boundaries in place, which is really critical. The senior leadership team wants to grow this individual so that they can step up in their role.“

Without this coaching, it is easy to see how this junior leader with great potential could be lost to burnout.

by Ronald Carreño

“The big lesson here is that as the world moves more and more toward this virtual remote environment, leaders need to be more thoughtful in the way they engage their staff,” says Crabtree.

Here are three actions employers can take:

Hire Better. Improving hiring and talent development through in-depth work style and personality assessment tests is a great start. Take more time scrutinizing candidates who apply for leadership roles, identifying their empathy, emotional intelligence and ability to perform under pressure.

Train Better. Use personality assessments for the basis of team building. Good leaders must learn how to shield employees from unnecessary stress. Sometimes through training we discover we hired the right employee for the wrong job. Understanding preferred work styles goes a long way to improving retention and productivity and decreasing burnout and quiet quitting.

Communicate Better. In-depth work style and personality assessments give managers and employees a common language about how they like to interact. When people use their strengths, they feel more competent and engaged. Staff are less likely to experience high levels of burnout when they decide on how and when they complete their work. Supporting and recognizing good work reduces stress while promoting a sense of belonging.

by Moni Mckein

As the work world shifted from workplace to working from home to now returning to a workplace, everything is not just going back to the way things were. ”That’s not reality,” says Crabtree. “When you make this change in this new environment, you need to really work and be thoughtful in designing that way that environment’s going to work.”

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business.” They do this through the use of in-depth work style & personality assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. Dana has over 30 years of business consulting experience and is a nationally renowned speaker and radio and TV personality on many topics. He is the co-author of the books, Cracking the Personality Code, Cracking the Business Code and Cracking the High-Performance Team Code. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division.

Now Is The Time To Streamline Operations For Products & Services

By Tony Kayyod

Now is the time to take a hard look to eliminate non-value-added work to your workflow processes. For over forty years I have helped all kinds of organizations do just that by improving productivity and profitability.

Think of it in terms of your personal productivity. Imagine you are sitting at home, and you know you need gas for your car. Naturally, you don’t want to leave from home to go fuel up your car and then return home. That is a waste of time and energy. Streamlining the process would be to stop at the gas station on the way home from somewhere else.

The gas station metaphor is about eliminating a wasted trip. But in the business world, wasteful workflow processes are much less visible than that trip to the gas station. Historically, many businesses have learned to accept the non-value-added work throughout the enterprise. That is a gross miscalculation.

When you calculate the cost of your product or service, it does not make sense to pay for items or effort the customer does not value. When you streamline, you identify the process steps that the customer doesn’t see value from. After you identify and map the process, the question is how can I eliminate these unnecessary steps? That’s the power and promise of streamlining.

Take A Lesson From Amazon, The King Of Streamlining

For example, Amazon did that to brick-and-mortar retail stores. Amazon just reasoned that the physical coming to a retail store and the driving away with merchandise was not a value add for most customers.

Amazon started with books, but the aim was always to be the giant of all retailing. Amazon is right for millions of people. Sure, some people still want to go and touch the product in the store to buy. But if you know what you want, it’s easier to buy it online from Amazon. Free shipping with Amazon Prime made the price competitive. So, that’s the streamlining and the Internet allowed Amazon to do it.

According to an opinion piece in The New York Times, Amazon is different than most businesses. Here is an excerpt from the article “The Secret of Amazon’s Success” that ran November 19, 2018 by economist William Lazonick, president of the Academic-Industry Research Network:

What is it that makes Amazon different from other large companies? Certainly, the sheer range of the products it sells and its market power are unmatched in corporate America…But there is another difference that is much less appreciated yet has been more significant in shaping its path: Amazon’s resource-allocation strategy — in particular, how it chooses to use the profits that it earns. It is one of very few large American corporations that is choosing to retain its profits and reinvest… Instead of squandering its profits on buybacks, Amazon has been reinvesting them in its business and its employees. That strategy is reflected in spending on research and development, where Amazon is far and away the world leader.

What could you do to invest in streamlining your workflow to simplify or eliminate unnecessary work-related tasks to improve the efficiency of your processes for what you make or what service you offer? To obtain a return on investment, of course you need to invest. Streamlining processes will require the usage of modernizing techniques, technology, and consideration of other possible approaches.

Get Rid Of Those Constraints

For decades I have consulted in constraint management. This is all about finding and exploiting the constraints. How do you release more of what customer values in a process? How do you allow that value to come out?

Processes and workflows are similar, but they are not the same. A process is a set of repeatable activities that need to be continued to complete a specific goal that an organization has set. Workflow is series of repeatable activities that need to be continued to complete a specific task.

In the past they called improving processes and workflows lean manufacturing, which only concentrated on manufacturing. It was all about removing the bottlenecks in manufacturing that didn’t always allow more enterprise-wide throughput. This was all about cutting the fat and eliminating the waste in manufacturing and not in the support functions.

Principles from lean manufacturing have been applied to the world of services too.

When I worked at General Motors, I was the chief engineer of electronic sensors and actuators. In that position, I worked with thousands of people to improve our lean manufacturing. After leaving GM I have worked with many businesses to streamline because the benefits are huge.

The Benefits Of Streamlining Processes & Workflows

Streamlining gives you the three mores; more productivity, time efficiency, and profitability. Here is how:

More productivity. Employees are more able to reduce waste of motions & to focus more on the quality of what they are producing when unnecessary tasks are reduced. Employees become more productive when workflow processes are streamlined. Employees benefit when they have clear measurements and expectations.

More time efficiency. Streamlining results in better time management. Employees can concentrate on the more important value-added tasks. Data entry and processing can be done automatically. Using automation and technology to deal with the mundane tasks helps humans focus on what they are best at, which is problem solving. No one likes to waste time and energy on the routine.

More profitability. Streamlining give you more funds to allocate elsewhere or drop to the bottom line. Streamlining can decrease the amount of paper your workplace uses. This will likely save your business money so you can allocate funds elsewhere. Ultimately more sellable throughput doesn’t require as much resources since they are freed up.

Training And Onboarding

Here is an important team building question: Have you included a work-style assessment as part of your hiring process? Do you have a tool to help you understand somebody’s personality and how that fits in with the team? Do you have a library of interview questions available to help understand how somebody will thrive in your hybrid work environment?

Once you find that right candidate, does your onboarding process provide specific job training for a new hire?

Streamlining is a journey, not just a onetime process. Your workflow processes might be improved by technology, but you are only as good as the team working the process.

Onboarding is the first opportunity to get the right soft skill sets in embedded in the various positions. Depending on the scope of job roles and responsibilities, there are different skill sets needed. That might mean skills training for everything from say, leadership development, all the way to something basic, such as time management and effective communication.

Skills training across a wide spectrum is an important part of my work. Often employees that come into clients don’t come equipped with the right skill sets. I have found the better the skill sets, the better the opportunity is for them to be more productive. In addition, the soft skill training opportunities help retain talented employees by preparing them for more responsibility & career growth.

You can improve skill sets through either video conference training, prerecorded training, or in-person training. The length of time varies as does the depth of the subject matter varies.

One of the hot training topics today is global sourcing. Yes. This is mainly because of the supply chain constraints that are so much in the news. Engineers and/or buyers at many companies don’t know how to find and develop new “global” sources. This is a skill that can be taught to improve throughput.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Tony Kayyod is a senior Lighthouse consultant specializing in streamlining workflow processes with over 35 years of combined industry and leadership experience in customer-driven turnkey projects. Formerly, Tony was an automotive industry executive responsible for directing global footprint in manufacturing, engineering, supply chain and warehousing, as well as Chief Engineer for Sensors and Actuators at General Motors and Delphi Automotive. Tony holds a BS in Mechanical Engineering from Tennessee Technological University and an MBA from Jacksonville State University. For more information, please reach out to Dana Borowka, MA at (310) 453-6556, ext. 403 or [email protected].

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division. To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

 

Checklist To Create A Hybrid Work Environment Culture

By Patty Crabtree

“I just want everyone back at the office and let’s just get back to normal,” many a business leader has said.

But let’s face facts: the old ways of business will never really happen again. That train has left the station, that ship has sailed.

During the pandemic businesses have been exposed to the possibilities of remote work. Many workers found it to be liberating as they were no longer tied to that commute or the rigid nine-to-five schedule. Now that we have seen what is possible, how can we capitalize on it and develop that world class service?

Here is a surprising statistic: If given the choice between a $30,000 raise or permanently working from home, employees at some of the biggest companies said they would choose the latter. LinkedIn News, citing a survey by professional network Blind, reports 64% of respondents would forgo the extra cash for the remote work benefits. About 67% of Google respondents preferred permanent work-from-home, as well as 64% of Amazon, 62% of Microsoft, 69% of Apple, 76% of Salesforce and 47% of JPMorgan Chase employees.

“I’m not surprised at all,” said Chelsea Jay-Wiltse, a career coach at Intelligent.com. “The pandemic provided an opportunity for many professionals to reset and rediscover their priorities. Most professionals found working from home provided a better work/life balance, more time with family and friends, and decreased stress levels. Utilizing technology to its fullest extent is the way of the future.”

She offers this prediction: “More employers will need to offer flexible scheduling and remote work options to remain competitive when it comes to attracting talented professionals.”

However, the message we keep hearing at Lighthouse Consulting is businesses want to return to normal, all the peas back in the pod. We are not a fan of this word normal. This word gets thrown around every time something pushes us outside our comfort zone as people crave the known and are afraid of the unknown.

Normal is such a disempowering word. It takes away from the opportunity and encourages things to go to back the same. But a return to normal is just an illusion as our world has changed. With all the opportunities that have occurred, why would someone want to go back to the way things were when there is a possibility of something better?

Déjà Vu All Over Again

Déjà vu is the feeling you have experience something before. For me, I faced this dilemma many years ago as my company faced a staffing crisis. As a small company, our solution was to start building a remote workforce. Through trial and error, we developed a high performing and successful workforce that cultivated a high retention rate of both clients and staff. Our culture of innovation thrived, and collaboration was strong. As profitability increased year over year, we had proof this concept worked.

As more people are vaccinated and the infection rate is decreasing, the talk is about moving back into the office toward that normal. Many leaders are inferring they will demand everyone return to the office while employees are wanting options. Some want to be able to work remotely a few days a week. Others want to work remotely full time.

Managing A Hybrid Workforce Takes Focus

So, how do you balance this desire for a hybrid-work-environment so it supports everyone’s desires?

Managing a hybrid or fully remote workforce takes a different focus. One word I like to use here is intentional. A more intentional focus on the nuances of a diverse work environment is important to continue a healthy, successful workforce.

Here are some aspects to consider as you plan for continuing a hybrid or remote workforce:

  • Culture. How has your culture evolved during this time and how does it need to further evolve to support a hybrid or remote workforce? Do your current core values fit this new environment? Is a fine tuning needed?
  • Communication. Have you established a formal communication plan to ensure all messaging is heard by staff? This would include the types of events that can occur throughout the month, who should be included in the communication and what method the communication is expressed.
  • Strategy. How have your leaders ensured a focus on both short-term and long-term strategy? What is the long-term vision and plan for the company while embracing a hybrid or fully remote work environment?
  • Management. What training has been provided to managers to ensure they effectively supervise the hybrid or remote workers and maintain a high level of productivity and staff retention?
  • Customer Service. How has customer service evolved? Has this been an intentional practice or in the moment solution?
  • Collaboration. How have you encouraged collaboration in a hybrid or fully remote environment? What tools have been put in place to ensure collaboration continues to thrive?
  • Team Building. What hybrid team building activities have been established? Are they scheduled on a regular basis?
  • Training. How has ongoing training evolved to support a hybrid or remote workforce?
  • Flexibility. Is that nine-to-five work environment really the only effective way for your staff to be successful? Is there an opportunity to provide flexible schedules that support company needs along with a healthy work-life balance for your employees?
  • Meetings. What tools have been put in place to facilitate effective meeting and encourage a healthy dialogue?
  • Recognition/Engagement. How has your recognition program evolved to be inclusive of both office and remote workers? What is your engagement plan?
  • Interviewing. What practices have been put in place to support effective remote hiring?
  • Onboarding. Do you have an effective plan to onboard new hires both in the office and remote workers? Does you plan include team building and culture activities?

“The pandemic lockdown only accelerated the work-from-home trend,” says Dennis Consorte, a small business consultant at digital.com. “In a digital age, commuting is a waste of time for many professions. If you work in retail or construction, then sure, you need to show up to do the work. If facetime is important to company culture, then businesses should consider rotating schedules where staff visits home base once a week. The key is in measuring the value that people provide, rather than the hours they work.”

Consorte says this mindset eliminates concerns over employees who work fewer hours than their peers, because it’s the value they produce that matters, regardless of how long it takes. “Work-from-home rewards workers with hundreds of more hours of personal time each year, making for a better work-life balance, and happier employees produce better results,” he adds.

Developing a successful and lasting hybrid workforce takes building a new muscle. A muscle of enhanced communication, unique team building approaches, leaders driving the conversation and showing the way with a new focus and creating an offering that is attractive to existing and potential employees along with ensuring your customers continue to feel valued.

This is like any new strategic initiative. Being strategic takes planning, focus, communication and accountability to implement and thrive.

If you are open to a conversation about any of these aspects of creating a hybrid work environment culture, please call or email and we will set up a time to talk.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Patty Crabtree is a Senior Consultant at Lighthouse Consulting Services with 25 years of operations and finance leadership experience. Her phone number is 310-453-6556, ext. 410 and her email is [email protected].

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division.

If you are open to a conversation about how our in-depth work style and personality assessment could help your team, including pricing and the science behind the tests, please contact us at 310-453-6556, extension 403.

For more information, please visit our website, www.lighthouseconsulting.com to sign up for our Open Line webinars and monthly Keeping On Track publication or to order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Is it Safe to Hire 1099 Contractors Anymore?

By Lauraine Bifulco of Vantaggio HR

Independent contractors or employees? It’s not a new question. We’ve all been grappling with it for years, but why does the issue keep circling back around, and dare I say, keep getting more complicated? How do we avoid a legal minefield?

People are divided on the subject. “Yes, I’m positive my design consultant is an independent contractor.” “No, that office manager of yours really needs to be on payroll as an employee.” We can’t seem to agree. Why is that?

Well, it’s not that as intelligent business people, we can’t apply a set of rules to a situation and determine the right answer. If there were a standard, we’d all probably be able to figure it out and agree. But that’s the problem, there simply isn’t one, easy set of rules – until maybe now, with the increasing use across the country of ABC tests to make the determination. Hawaii, for example, has long used the ABC test for determining employee status ‐ as do 16 other states. And now California has jumped on the bandwagon after their state supreme court decided earlier this year that they could not be outdone by Massachusetts who had been known for having the most stringent test in the country! And while these ABC tests aren’t necessarily good news for employers, they are at least typically more clear than the tests used in other jurisdictions and by other agencies.

Let’s go back and see how we got here. As a reminder, it’s unfortunately not up to the worker and the hiring company to determine the best model for working together. There is a common misconception that you can just “1099” the worker and be safe treating him/her as an independent contractor. While filing a 1099 to report income paid to the person can help reduce your penalties with the IRS should it be determined that the person was misclassified, the act of submitting a 1099 does not in and of itself establish independent contractor status. Almost everyone has heard of the IRS’s 20 factor test, which was boiled down in 2007 to an 11‐factor test focusing on 3 main areas. The IRS examines the behavioral and financial arrangement between the worker and the hiring company as well as the nature of their relationship. This type of test, called a “common law test” walks you through a series of questions helping to identify if the worker in practice is functioning independently or not. Unfortunately, oftentimes even after applying the multiple questions, the answer is a little murky and could honestly swing either way.

Other agencies, like the federal DOL, use a different methodology called the “economic realities test.” Like the common law test, there are a series of questions that one poses about the worker and the hiring entity aimed at determining if the worker is truly independent from an economic perspective from the hiring entity. Is this person truly, from a financial perspective operating an independent business?

The challenge with both the common law test and the economic realities test, is that there is no true “pass/fail.” For example, with the IRS’s 11 factor test, you are not guaranteed independent status if you answer 6 out of the 11 questions correctly. The different factors are given varying weights depending upon the exact terms and conditions of a particular worker’s relationship with the hiring company. And unfortunately, clarity is sometimes not reached until years after the relationship is established when there is a complaint or lawsuit and then a final ruling. Employers have been left guessing and hoping that their independent contractors are classified correctly.

Until now. ABC tests utilize a streamlined, 3‐prong approach whereby the hiring entity has to establish that all 3 of the factors of the test are met. If either A, B, or C cannot be established, the analysis is over – your worker is an employee and not an independent contractor.

Here’s how ABC tests typically work:

A worker is legally presumed to be an employee, unless:

A. The worker is free from the control and direction of the hiring company in connection with the performance of the work;

AND

B. The worker performs work that is outside the usual course of the hiring entity’s business (AND/OR outside of the hiring entity’s regular place of business);

AND

C. The worker is customarily engaged in an independently established trade, occupation, or business.

While factors A (the worker needs to be free from control of the hiring company) and C (the worker needs to truly be engaged in running his/her own business) have been part and parcel of just about all the other types of tests used, factor B is frequently the most difficult hurdle to overcome for an employer wanting to treat someone as an independent contractor. Note the “AND/OR” in the description above. Some jurisdictions allow for the “OR” (such as Hawaii), meaning that if you manufacture and sell surfboards, you can still hire someone as an independent contractor if he/she meets prongs A and C, as long as the worker manufactures those surfboards for you at his/her own business location. Some jurisdictions don’t give you that option. Now in CA for example, there is no “AND/OR” – if the person makes surfboards for you, no matter where the work is done, you fail prong B of the test. Period. Game over. Unless the worker is being utilized to provide some type of service that is not the hiring company’s core business, the person will be considered an employee.

Keep in mind that while these ABC tests are becoming more and more common, many agencies may still continue to use their existing criteria. And to make matters even more complicated for us employers, within a specific state, different agencies use different tests. How a worker is classified by state labor commissioner for purposes of overtime, minimum wage, and other employment law protections may well differ from how a determination would be made regarding eligibility for unemployment benefits or coverage by workers’ compensation. Does this make your head hurt yet? It does mine.

This is an area to keep your eye on. It is entirely possible that other agencies will also adopt the ABC standard. Recently, Senator Bernie Sanders introduced a bill that would incorporate California’s new version of the ABC test into the federal rules for determining independent contractor status under the National Labor Relations Act (NLRA). We are clearly experiencing a trend.

But for now, we are left with different tests being used by different agencies and the challenge it’s not possible to treat someone as an independent contractor for some purposes while an employee for others. When deciding if someone is going to be on payroll or not, we have no choice but to apply the most stringent test that could come into play. And for many of us, it’s the ABC test.

Understanding the thought process behind these rules is helpful. The basic premise it to not have workers deprived of benefits to which they would be entitled if classified as employees. Further, if we allow some companies to save money by avoiding payroll taxes, workers’ compensation, and other mandated benefits and protections, we set the scene for unfair competition in the marketplace.

What is at odds with this trend towards restricting the legal classification of independent contractors, is the evolving “gig” economy. More and more individuals are getting involved with companies such as Uber, Lyft, Grub Hub, and a host of other online, on‐demand service entities that allow people to pretty much decide how much they want to work and when. If these ABC tests are increasingly going to be applied, gig companies are going to have a very hard time continuing to employ workers as independent contractors. And the lawsuits are rolling in. The CA Supreme court ruling made an interesting point. They acknowledged that there is often greater freedom for workers to be treated as independent contractors but stated that “if a business concludes that it improves the morale and/or productivity of a category of workers to afford them the freedom to set their own hours or to accept or decline a particular assignment, the business may do so while still treating the workers as employees for purposes of the wage order.” Point well taken by all of us inside or outside of California.

So where does this leave us? As the landscape continues to evolve, we urge employers to proceed conservatively. Know the exact nuances of the tests in your jurisdictions, get professional help if needed to make a sound determination, audit yourself before someone else does, and keep your eyes open for changes. The gig economy isn’t going away anytime soon, but neither are the ABC tests.

The information presented in this article is intended to be accurate and authoritative information on the subject matter at the time submitted for publication. It is distributed with the understanding that Vantaggio HR is not rendering legal advice and assumes no liability whatsoever in connection with its use. Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article.
Copyright © 2020

Lauraine Bifulco is President and Principal Consultant of Vantaggio HR, a human resource outsourcing and consulting firm that works with companies of all sizes across all industries, offering services on a fully outsourced or project basis: On-Site HR * Payroll Admin * Workplace Complaints & Terminations * Multi-State Audits & Handbooks. 1-877-VHR-relx (1-877-847-7359) [email protected]

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & 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. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Time to Develop a Remote Workforce Strategy

By Patty Crabtree & Dana Borowka

Our work environment is evolving. Despite concerns about employee productivity, data on the American workforce indicates that the remote worker trend is picking up steam. Is it time for your business to embrace a remote workforce?

U.S. businesses are doing the math, and the math says the remote-worker option is a great opportunity for workers and employers.

Allowing employees to work from remote locations means a company can expand its talent pool from beyond its local geography. According to university/industry research viewed by Lighthouse Consulting Services, LLC, if the right person is selected his or her work production has the potential to increase by 30% to 300%. Obviously, hiring better workers that work remotely can result in increased productivity and client satisfaction.

For example, a Chinese travel agency saw productivity increase by 13%, and the US Patent & Trade Office (USPTO) reported that output increased by 4.4% when it transitioned to a remote worker program.

Sure, there are some who still are skeptical. In an August 2019 article in the Harvard Business Review (“Is it time to let employees work from anywhere?”), three professors raised the following concerns despite the remote worker movement growing in popularity:
In our experience…managers often worry about remote employees working less, or multitasking, mixing personal responsibilities with work. There are also concerns that allowing employees to work from anywhere could decrease communication and collaboration among coworkers and might constrain the informal learning that typically happens in the office.

However, the professors’ research demonstrated the advantages of a work from anywhere (WFA) program. “A key takeaway from our research is that if a work setting is ripe for remote work – that is, if the employee knows how to collaborate remotely and still do their job well – implementing WFA can benefit both the company and the employee.”

With effective productivity measurements in place, it does not matter if the employee is in front of you or not. Success comes down to ensuring effective communication, training and focusing on evolving your tools to support the remote workforce.

“Data indicates that the remote-work trend in the U.S. labor force is inexorable, aided by ever-better tools for getting work done anywhere,” according to Christopher Mims in The Wall Street Journal.

“Surveys done by Gallup indicate that in 2016, the proportion of Americans who did some or all of their work from home was 43%, up from 39% in 2012,” cites Mims in his June 2017 article titled “Why Remote Work Can’t Be Stopped.”

Points to Consider

Remote worker programs must be done right if you are to garner productivity gains and increase employee retention. As someone who has implemented these programs and now helps clients at Lighthouse Consulting transition to these programs, here are several points to consider:

Recruiting: Many companies struggle finding the right candidates for their organization. Having a small radius to find the right talent can add to these challenges. Opening up the geographic area for recruiting, creates a whole new talent pool. Recruit across the entire nation or target specific areas in the country where more candidates with certain talents may be found. Keep in mind, some states have tougher labor laws so research on the laws for each state is needed as you find candidates.

Interviewing: Interviewing can be done via video conferencing. If face to face is preferred, bring the final candidate to your office. It is important to have a strong hiring process that helps you identify candidates that fit the needs of the position and culture of your organization. This screening process is critical even if you are not hiring remote staff. Knowing your culture and how an employee will blend into the work environment is an important element of successful hiring.

Onboarding: A successful onboarding process ensures your new employee understands both the culture of the organization and their specific role. It is an opportunity to team build and to begin the process in developing strong working relationships with their new colleagues. Many companies will bring the remote candidate in for a period of time for the initial training and orientation. This gives the individual a chance to “get a feel” for the company’s dynamics in person along with making some face to face connections. Other companies will utilize video conferencing to manage the onboarding process along with activities to connect the new employee and other staff members. While learning their role and being productive are important out the gate, it is also essential to invest time in sharing your culture and building working relationships with colleagues. This helps the employee feel valued by the organization as they start in their new role.

Managing: Managers need training on how to successfully engage a remote workforce along with understanding the nuances of managing both office-based and remote staff in an equal way. It takes practice and discipline to ensure a manager is giving the same attention to remote staff as they would an individual that is 20 feet away from them. Policies such as “How often should the manager reach out to touch base?” “How do managers chair group meetings and engage remote workers in the conversation? “ and “What expectations should a manager set for participation of remote staff?” should be worked out before implementing a remote worker program.

One company required that all meetings be done via video conferencing including 1-to-1 meetings. Some staff members may be resistant to being on the camera though making this mandatory to participating in the remote worker program can help emphasize the importance of this connection. Reminding the employee that you see more of them in person than when they are on camera may help ease any anxiety.

Culture: A strong company culture is needed to ensure everyone is approaching servicing your clients and working together in the same manner. As you roll out a WFA program, one will need to review the organization’s values and consider how working remotely would impact them. Is collaboration important to you? Then, what tools would be needed to ensure successful collaboration continues? Is passion one of your values? If so, how would communication need to evolve to engage that passion when staff are in different locations?

Technology: Data security is the number one concern when it comes to technology. How should our servers be set up? What protocols should we use so remote workers can securely connect to our network? What equipment should a remote worker use? What about encryption? If we allow use of personal home computers, what are the risks? What about printing? How will phone access be handled? There are multiple solutions on the market today to support the technology needs of a remote workforce which makes it easier to implement this type of program.

Team Meetings: Team meetings continue as usual. Using video conferencing helps keep the group connected. The chair will need to keep in mind any delays from the video conferencing system (usually 1-2 seconds) to ensure people have a chance to share. There are a few approaches to support this type of environment. If an interactive process is warranted, the chair can ask each person directly for their feedback giving a “protected” space to speak. If this approach doesn’t work, the chair can pause and ask the remote staff if they have any feedback. The important element is to give the group chance to participate and a safe environment to speak up.

The Benefits of a Remote Workforce

Productivity will increase, staff will have a better work-life balance and they may be less stressed (not upset about being cut off on the way to work, or anxious over traffic making them late). You can reduce the footprint of your office space saving money, reduce the environmental impact of having all those cars on the road, expand your candidate pool of qualified candidates, build a stronger employee focused reputation, and open up employee referrals for potential candidates. Happier employees equal happier clients, retention of key staff members, and the potential for increased profitability.

Here is the Bottom Line

Employees need to be trained on how to transition into a remote worker environment and the expectations of their participation in the program. Managers need to understand the dynamics of supporting remote workers and the organization needs to ensure the proper tools and policies are in place for a successful work from anywhere program. In today’s world, a work from anywhere program is a viable solution for companies.

Lighthouse Consulting Services, LLC, has a consulting arm available to help with remote workforce programs. We can assist with recruiting and interviewing ideas, onboarding, managing, culture, technology, and supervision strategies such as team meetings and virtual collaboration. These can be parlayed with the other offerings from Lighthouse Consulting Services such as talent development, in-depth work style & personality assessments, skills testing and team building.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2020

Patty Crabtree is a Senior Consultant at Lighthouse Consulting Services with over 25 years of operations and finance leadership experience as well as successfully leading and growing teams.  She was instrumental in the development of an operations infrastructure that resulted in consistent increased profits and employee engagement. Patty has also effectively navigated the challenges of change management in the ever-changing business world.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your business”. They do this through the use of in-depth work style assessments to raise the hiring bar, so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & 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. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Keep What You’ve Got: Attracting and Retaining Top Talent

By Dana Borowka, MA – Excerpt from the book, Cracking the Business Code

During the next ten, twenty, and thirty years, finding qualified sales and customer service people is going to get more difficult, thanks to a shrinking workforce and a maturing population. Therefore, retention of your top people is more important than ever.

Attracting talent, retention, and training (or onboarding individuals) all fall into one big melting pot. Finding, supervising, and keeping employees are not stand-alone items — each affects the other.

Ten years ago the shot heard ‘round the recruiting world was the McKinsey & Co. declaration that better employee talent is worth fighting for. The 1998 bombshell article in the McKinsey Quarterly titled, “The War for Talent,” predicted a battle that would last for decades.

Publications like Fast Company quickly spread the news from the boardroom bunkers to the cubicle trenches. The reason was demographics and the retirement of the Baby Boom generation. The battle cry was to not only improve hiring practices, but to work harder to retain your best employees.

McKinsey’s supply and demand predictions have come true with a vengeance. The U.S. workforce, which grew by 54 percent from 1980 to 2000, is only expected to grow by 3 percent from 2000 to 2020.

During the past decades, companies have proven that you can’t win the war just by spending more. When it comes to finding and keeping employees, pay is secondary for top talent. But if you build up an outstanding reputation, people will line up to work at your organization.

You have to realize that reputation matters. People talk. Images get established. Web postings take place. Today, no organization can afford to have a bad reputation. A number of MC900231004[1]years ago, the airline industry did a study that showed that a bad experience was communicated to around 300 people and a great experience was shared with only 30 or less.

So, where do you start in order to build a positive reputation from within and without? It all begins with taking the time to uncover, identify, and understand how the team is communicating. No matter how high tech our world has become with instant messaging, emailing, and cell phones, the biggest problem we all have is still communications.

To illustrate, think of a whale. Probably everyone reading this article visualized something different. Some are seeing in their mind’s eye a peaceful pod of gray whales migrating south. A few think of a friendly Shamu jumping out of the water at Sea World. While others picture a scary Monstro swallowing Pinocchio. How often do you discuss a topic with someone in the workplace and they completely misunderstand what you wanted?

Communicating with prospective employees begins way before an application or interview. A number of years ago a client of ours identified some traits they wanted members of their team to have. The company realized they needed to position themselves in their narrow marketplace as the place to work. Whenever a company executive gave a speech to an association group they always ended the talk with mentioning that they are the Rolls Royce of organizations to work for. If anyone knows of A players who want to work at the best place to use their skills and talents, then have them give the company a call.

MC900437519[1]Fast forward a number of years. My firm conducts personality testing for all of this company’s final candidates. For certain levels, we also do phone interviews, always asking how they heard of the organization. Consistently we have heard it was because of their reputation in the industry for being the best place to work for utilizing skills and talents.

Learn what is driving your top talent people. If you help them to succeed you’ll create a high level of retention and become a magnet for recruiting. So what does all of this have to do with retention? It’s about setting your people up for success, and this takes active management and mentoring.

 

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2020

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & 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, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.  We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Optimize Your Staffing Decisions By Using In-Depth Work Style & Personality Assessment Tools

Dana Borowka, MA – Excerpt from Cracking the Business Code

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 brain on crane to headin 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.

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. A personality assessment is a highly effective tool and an efficient use of company resources at this crucial point of the decision making process.

This section focuses on in-depth work style and personality 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 assessment, 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.

In-Depth Work Style and Personality Assessment Testing — A Standard in Recruiting

Assessment tests 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:

1. 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.
2. Learn how to optimize employees’ work performance: An 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.
3. Ensure you have the right people in the right positions: Additionally, 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. An assessment test can also ensure that your company continues to have the right people in the right positions and distribute assets and talents effectively.

Which Assessment Tool Should My Organization Use?

The following are some things to think about when reviewing various work style and personality profiles:

1. Training or degrees required for interpretation of the data. Weekend training programs can be problematic since testing and human behavior is a very complex subject. When making hiring or internal decisions, organizations need as much information and understanding as possible as the consequences can be very costly.
2. A copy of the resume should be supplied to the testing company to review when discussing the assessment results. We suggest you make sure that they require this as part of the process so it is used when reviewing the assessment.
3. Scale for “Impression Management” to understanding accuracy of results and if someone is trying to “fake good.”
4. Common warning signs: When a representative uses absolute statements when describing human behavior, like “People are all the same” or “People don’t change.” This will convey what their level of understanding of the human personality is. Or when someone claims that their profile is 98 or 99% accurate, which rarely can be clinically supported. If you hear this, ask how the data was collected.
5. Career matching: Some organizations claim to know what the perfect “sales person” or “secretary” is from a personality perspective. Ask how many careers and man with arrowsoccupations have been studied; is the database validated by outside organizations or only by “applied in-house studies.” “Ideal” is very difficult to define due to the variance of geography, job history, and education. What is most important is if the individual has a similar thought pattern that meets the criteria within the job description.
6. Number of clinical studies conducted by major universities and there should be multiple studies for validation purposes.
7. How long has the profile been used — what is the history?
8. How often is the normative database updated and where is the data coming from? (For example, U.S. Census 1990, 2000)
9. Cultural bias — is it built into the profile and for which countries?
10. Does the profile meet U.S. government employment standards? Has it been reviewed for ADA compliance and gender, culture, and racial bias?
11. Reading level required (5th grade English, etc).
12. Number of profiles administered.
13. Number of actual primary scales as defined by the “Big 5” testing standards. Many tests will claim to have more scales than they actually have — this can lead to misrepresentation of data.
14. Does the data provide the depth necessary to understand how an individual is wired inside?
15. Validity, reliability, and basis.

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 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 man with magnify glassquantifiable data from an in-depth 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.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2016 

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.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, [email protected] & 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, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

Millennials: How to Attract, Retain and Manage

By Bhavna Chadalavada

Much has been said and written about millennials (generally referred to by researchers as having birth years ranging from the early 1980s to the early 2000s), but little of it has come from within our generation itself. The reality about us is that we want what the business community at large wants and needs, but we are pushing for it harder and faster than some are comfortable with. It’s causing us to leave jobs, shuffle positions frequently, befuddle our superiors, generally cause angst, and in some cases accelerate desired culture shifts.

Barry Salzberg, CEO of Deloitte Global, put it aptly when he said “The message is clear: when looking at their career goals, Millennials are just as interested in how a business develops its people and how it contributes to society as they are in its products and profits. These findings should be viewed as a wake-up call to the business community.” And, the wake-up call is coming quickly: by the end of 2015, millennials are expected to overtake baby boomers in the workforce as more and more boomers reach retirement age.

We are a generation that has embraced and fueled rapid technological advancement and creative innovation that has changed the scope of multiple facets of the world today: from medicine and healthcare, to poverty, water and hunger, to social connection, dating, food and music. So, what are the tricks to attract, retain, and manage the best among us? Read ahead to find out.

Attract

We love free lunch, but we know that culture goes beyond that. The following 3 elements are critical to attracting us.

(1) Purpose, mission, meaning

77% of millennials state that their “ability to excel in their job is contingent upon deriving meaning from their work”. We want our employers to have a purpose and mission for their business (for 6 in 10 Millennials, a “sense of purpose,” is part of the reason they chose to work for their current employers), and we want to connect to it in order to feel enlivened and energized by the work we are doing.
In all honesty though, who wants a grinding, robotic 9-5 culture? Employers and the former generation seem to have grown used to it, and have tolerated it either because they see no other way, or because they see another way and don’t know how to get there.

Millennials are built to get there: we are here to change things and make sure those changes stick. “Big Four” Accounting firm PricewaterhouseCoopers is planning for a workforce of nearly 80% millennials in 2016. It might take other organizations a few more years, but millennials are expected to make up 75% of the workforce by the year 2025.

(2) Quality of leadership

According to a Deloitte study, today’s Millennials place less value on visible (19%), well-networked (17%), and technically-skilled (17%) leaders. Instead, they define true leaders as strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%).
Who we are working under is a big reason we would want to be associated with a given company. The opportunity to observe a strategic-thinking, inspirational, personable, and visionary leader from close quarters is in many cases enough to hook us in.

(3) Opportunity for learning and development

business team meeting-large by Eric Bailey, Pexel

By Eric Bailey

Maneuverability (ability to shift area of work within a given company, along with potential for growth of responsibility in a role) & development initiatives for employees (beyond your standard Training program) are critical. To illustrate this point, if we are given a choice of:

A) Less pay at a company that:

• Has opportunities for learning and development within a given role.
• Offers us the ability to shadow and learn about other roles and potentially eventually make an internal transition.

B) A higher-paying position at a company with:

• Perks (free lunch) & Incentives (cash-bonuses).
• A boxed-in position with little opportunity for development.

We are choosing option A (unless, for unfortunate economic reasons – like student loans – we have to take B).

Retain

Inherently, we are built to make businesses successful and last – but getting caught up in short term ROI and losing sight of us as people is a sure way to isolate and push us away. We care about the success of the business, but we also see how that goes hand in hand with unleashing the best in an organization’s people.

If we are treated like a number, we will go ahead and treat our employers like a number right back. We’ll stop coming in early and leaving late, and we’ll do the job just well enough to stay hired – until we find something better and jump ship. Most of us are already cultivating our side hobbies and projects, so if you give us reason enough, we will dedicate more and more of our time and energy into that. We’ll clock in and clock out until one day we drop the job and leave, just like our employers fear.

It may sound self-serving, but it is a protective mechanism that ultimately allows not only us but also our employers to thrive: by hiring and retaining the right people while creating and maintaining a culture of purpose. A culture of purpose is proven by multiple sources by now to outperform financially – this is no longer a debate.

If companies have a mission and purpose that is adhered to, provide resources and programs for training and development, and their people and leaders are indicative of the culture and mission they seek to promote – they’ve got us locked in. We’re going to give it everything we’ve got.

But if not, we’re going to eventually leave and have our employers scratching their heads wondering what went wrong. What went wrong is that expectations out of workplaces have changed, and we need more than your typical scene from The Office – which unfortunately (and comically) is still tolerated by many organizations.

The facts and figures support this:

• According to a study by PricewaterhouseCoopers, millennials rated training and development as the most highly valued employee benefit. In fact, training and development outranked cash bonuses by a whopping 300%.
• 78% of millennials surveyed by MTV said “even if I have a job it’s important to have a side project that could become a different career.”
• Unlike previous generations that sought out career destinations, millennials are job hoppers, expecting to stay in a job for less than three years. Job hopping can lead to greater fulfillment, which is vitally important to this generation.
• 88% percent of millennials considered “positive culture important or essential to their job” and said that if they don’t have it at their current employer, they will look elsewhere.

Manage

If our employers create the right culture and hire the right people, managing us becomes less work – which is what both sides want anyway.
In more granular terms, what we want day to day is:

1) Clear goals and projects.
2) Independence to work and create (high trust).
3) A collaborative environment (a whopping 88% of millennials prefer a collaborative work environment over a competitive one).
4) Check-ins fairly often where we are kept appraised of our performance by a forward-thinking and accessible manager (according to a survey by Millennial Branding and American Express, 53% of millennials said a mentorship relationship would help them become better and more productive workers).

When discussing career plans and progress, 96% of millennials want to talk face-to-face. We don’t want to be surprised with immediate repercussions or talked behind – we want to be told how we can improve. Being given less responsibility as a result of what we do not yet know does not motivate us, it deflates us.

success-479568_640 (Pixabay)

By Gerd Altmann

We were raised in an increasingly transparent world – to us, being a “straight shooter” is not a rarity. Being open and communicative is our way of life, and we consider it a sign of trust and investment that you’ll provide us with feedback rather than treat us like a dispensable cog in a machine. According to a University of North Carolina study, 88% of millennials said they would rather receive feedback in real time, not to mention frequent in-person check-ins on progress.

And, we’ll take it a step further too: we want to be able to have a dialogue about our company’s (or even just our team’s) growth and performance. Just because we are less experienced and less grey-haired, we don’t think that should stop us from being able to contribute to decisions being made. Our employers have our buy-in (millennials have no shame in allowing their professional and social worlds to collide, with 70% having “friended” their managers and coworkers on Facebook), so shouldn’t the trust extend both ways?

As a millennial who has worked on Wall Street, in Silicon Valley for an old-guard global Tech corporation, in start-ups, and for consulting firms – these insights remain true across the board. Some companies have caught on, and some have not, but the future lies here. And, the most innovative and successful companies out there are now utilizing this knowledge full-scale – it is no longer a question of if it is worth the initial investment to do so. It ends up costing more in turnover and poor performance not to!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2018

Bhavna Chadalavada writes and speaks on Millennials in Corporate America, and serves as a consultant and thought partner for established Leadership coaches. She is connected to the Conscious Capitalism movement, and has partnered with the Conscious Business Firm Axialent as well as Values-Based Leadership Consulting firm LRN. Earlier in her career she worked in Finance on Wall Street for UBS and in Tech Consulting in Silicon Valley for Oracle. She is a graduate of Columbia University, where she also played D1 Basketball. For more information, you can contact Bhavna at [email protected].

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, [email protected] & 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. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, https://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.