Author Archives: Dennis Wolff

Are you at the top of your game?

Posted on February 25, 2011 | 2 Comments

Professional training and development make the difference. Teams on top of their game are more engaged.

Developing your professional skills is an excellent idea in any economy but particularly important when the labour market is highly competitive. With more players on the scene, those who continually invest in their own skills and talents have significant advantages.

One of the most common errors in training is to look for ways of improving weaknesses rather than developing areas of strength. Imagine you’re a top-producing sales professional but profoundly dislike documenting your monthly expenses. Will a workshop on organizing and filing help? Face it: You’ll probably never be an organizing whiz. As long as your weaknesses don’t detract from the quality of your work (remember, you’re a sales professional after all!), forget about overcoming your weaknesses.

Instead, think of training as a way of boosting your strengths and passions so that you can anticipate the highest return on investment. Say you’re a successful business professional aiming at an executive-level position. You may need some graduate education, possibly an MBA. If you’re an aspiring accountant, proper licensing and professional credentials are key to senior roles.

Whatever your profession, leverage your interests and existing abilities to take your career to the next step.

Training and professional development require the investment not only of money but also of time and energy. A few ideas to help you be a smart investor and achieve the highest return:

Public speaking events and conferences: Attend speaker events and relevant conferences to update your knowledge of developments in your area. Extend your network at these events.

Do your homework: Get the latest business books that apply to your field. Subscribe to relevant publications: blogs, email newsletters, podcasts, business publications and magazines or scientific journals.

Get the most from your industry association: Most professional associations provide in-depth literature lists and compile overviews of the latest research done in their fields. They often offer valuable seminars and workshops to members.

Find a mentor: Life lessons frequently offer more value than theory. Talk to an accomplished professional in your field ideally about 15 years your senior. Build a mentoring relationship, learn from his or her experience and bounce off your ideas.

Talk to your employer: Most employers understand that continuing education give their staff and ultimately their companies competitive advantages. They may offer financial support or pay for time taken off for studying.

~ Dennis Wolff

photo: cliff1066™

→ 2 Comments

Posted in career

Tagged , , , ,

Etiquette 101 for Hiring Managers

Posted on October 27, 2010 | 2 Comments

This article appeared as part of Dennis Wolff’s quarterly column in the HR supplement of Business In Vancouver (October  26 – November 1, 2010; issue 1096). To view the print version, please click here.

How applicants’ experiences during the hiring process have a substantial impact on the employer’s brand in the candidate community

In my role as a recruiter, I spend a lot of time in interview situations. Like most hiring managers, I sure have my share of anecdotes when it comes to the topic of etiquette. There are numerous examples of applicants blowing their chances by ignoring the simplest rules of first impressions, ranging from being late to casually bringing along a cup of coffee to the job interview. However, basic etiquette (or the lack thereof) is not only a pet peeve for employers but also a hot topic in the candidate community. When asking job seekers about their experience applying for jobs, many are disillusioned and frustrated after having had poor experiences. The recessionary climate has put some hiring managers in a deceivingly comfortable spot where opportunities are scarce and applicants are plentiful. Qualified candidates complain about companies not responding to their applications, about poor interview experiences or a breakdown in communication after having gone through a formal interviewing process with a company.

What many employers seem to forget is that the interviewing and hiring process speaks volumes of the company’s brand as an employer. Smart companies know how important it is to treat every applicant respectfully and to offer an interviewing experience that reflects the company’s brand and values. It’s not just about courting the best candidates; job interviews can still be tough, intense situations. In fact, high potential applicants will expect a tough interview process which enables them to display their accomplishments and abilities which will make them stand out from the pack. A high performing, no-nonsense producer will want to feel reassured that the company they are interviewing with shares their sense of professionalism, respect and effectiveness. Here are a few ideas how your company can improve their brand in the candidate community:

  1. Set expectations properly: One of the major frustrations applicants experience is the complete lack of communication after an initial application has been submitted. If you are not planning on contacting every single applicant, at the very least include a disclaimer in the job posting indicating that only qualified applicants will be contacted. Ideally, you will also include a specific date by which an applicant can expect a response. At least they will know to move on if they haven’t heard anything by then.
  2. Communicate effectively: Most companies have applicant tracking or HRI Systems in place that allow them to properly track applications and to send out personalised emails to large groups of recipients. Why not set up an automated response thanking applicants for submitting their resumes and advising them of what they can expect moving forward? Even if your company doesn’t have a proper system in place, a basic email client has the ability to send automated responses or customised emails.
  3. Consider some advice from the dating world: As with any first date, a first impression is a lasting impression. When conducting the first interview, remember the basics: Be polite, be respectful, and be on time. Be an active listener but also be prepared to give an elevator pitch as to what an employee can expect from your firm. As the labour market improves, top candidates end up with multiple job offers and you want to make sure that your company is at the top of their list.
  4. Nothing trumps professionalism: I’ve heard numerous hiring managers say that they don’t really need to “interview” a candidate. They simply “know” when they see the right fit. While this may be true, the applicant is left with a disappointing experience. A strong candidate will want more from an interview than just a pleasant conversation. They want to feel that the hiring manager has a keen interest in their work history and previous accomplishments. In the worst case, a top candidate may not want to proceed after a weak interview experience as they presume it is a reflection of the company’s lack of focus on performance.
  5. Be smart when releasing applicants: At the end of the day you can only hire one person per job. It’s very tempting to focus entirely on that new hire. Sadly, taking down the job posting marks the end of the hiring process for most companies. Making an effort to not leave other applicants in the dark is more than just good karma: Those applicants who have been interviewed should receive personal feedback. Be constructive and explain your hiring decision. Thank them for their time and interest and encourage them to keep in touch should you feel that they may be of interest for future openings. Sending out an email to the other applicants who could not be interviewed offers a great opportunity for employer branding. By advising them that a hiring decision has been made and thanking them for their interest in your company, you are sending a clear message that speaks volumes of your professionalism and thoroughness not only during the recruitment process but also in how your company conducts its business.

As with any experience in an open market, negative news travels exponentially faster than positive. In a time when people can vent publicly about a negative experience, disgruntled job seekers can leverage the powerful world of social media networks by openly commenting on their experience with a particular company and an employer brand can suffer substantial damage. With every new job your company recruits for, your brand is put to the test over and over again. A lot can be gained from offering a great hiring experience. Much more can be lost by having a particularly bad one. What is the impression you think your organization is leaving in the candidate community?

~ Dennis Wolff

→ 2 Comments

Posted in corporate culture, Management Excellence

Tagged , , , , , ,

Linchpin or Lizard.

Posted on July 29, 2010 | Leave a comment

I was 16 when I had my first full-time temp job. It was a three-week stint during spring break, doing some basic machine and assembly work in a local manufacturing business. The comparatively good money aside, my experience was a rather daunting one. The image of being no more than that infamous cog in a company’s machine started to dawn on me. While I was only there for a couple of weeks to earn some extra cash, I knew that most of my co-workers were following a highly repetitive schedule where you get up, go to work, put in your hours and stamp your time card not a fraction of a minute too late. My first impressions of the working world were that you do what you’re told and don’t dare to think – not even inside the box. In this reality, the rewards are an alleged sense of security, structure, direction and order. And there seems to be a reason that society has been so successful in dividing the workplace into a small group of leaders and a much larger group of followers:  It goes back to that primordial instinct that makes us see anything new as a risk to our personal safety. Entrepreneur, author and blogger Seth Godin calls this the “lizard brain”; a work environment where everyone keeps their head down and simply follows detailed directions satisfies the lizard brain. Even though the lizard brain makes us generic and replaceable, a vast majority of employees simply can’t get past it.

In the past, reward was given to those who soldiered on the most, followed directions the best, and worked the longest hours. No wonder we used to refer to our daily work as the “grind”. Employees who are thriving today are nothing less than leaders in their own realm. Godin calls them “artists”, in the sense that they provide value to other peoples’ lives above and beyond what is expected of them. They are not replaceable cogs in the machine but “linchpins” as Godin calls them: indispensable components of the whole. You find them in your favourite coffee shop where the barista makes you feel so good that you would never think about getting your latte anywhere else. You find them in the flight attendant who puts a smile on your face with their wit and attention. They are the customer service reps who not only solve your problem but manage to make you laugh and completely forget why you were so frustrated before making the call. Linchpins are better listeners – they do what it takes to solve problems, and they engage with people. They are leaders at what they do; not because they have to, but because they can’t help but invest emotionally in the work they do.

Why are such leaders in everyday jobs still a rare find? The answer may be slightly more complex than you might think. People are leaders in their field because they are passionate about what they do. They truly care. The real challenge is that the majority of employees don’t do what they are really passionate about. They are in the wrong jobs, doing the wrong things that don’t really mean anything to them emotionally. This predicament was described by Ken Blanchard and Sheldon Bowles in their 1993 bestseller “Raving Fans”: More than 55% of North Americans are dissatisfied with their current jobs. No wonder that a good number of people come to work in a bad mood. Unhappy employees are all around us. Instead of being unhappy, Blanchard and Bowles ask, why not take the lead and focus on improving the situation? Leadership goes hand in hand with self-respect, taking charge of our own destiny and is ultimately born out of a sense of purpose. Author and New Yorker staff writer Malcolm Gladwell examines a few examples of individuals who decided to rise above the rest. In “Outliers”, he shows that what separates the good from the great and exceptional are two basic virtues: passion combined with hard work. Be it The Beatles, Bill Gates or Steve Nash – what separates the good from the great is practice, and lots of it.

Great employers have long realized that individuals don’t want to be micromanaged. The self-management trends of the past couple of decades have allowed for everyone to manage their own work, time, production, quality, and goals. Former GE CEO Jack Welch is known for allowing everyone in his company to be a leader, just so long as they contribute, ideally with new business ideas. Such commitment generates a sense of purpose, a high degree of respect, extensive involvement, dedication, and enthusiasm. Are you lizard or are you a leader?

~ Dennis Wolff

→ Leave a comment

Posted in Employee Engagement, Human Resources, Leadership and Team Building

Tagged , , , , ,

Recruiting 2.0

Posted on April 29, 2010 | Leave a comment

At McNak we’ve truly embraced social media to communicate the importance of corporate culture and developing real time relationships with people. Recruiting 2.0 – its about people connecting with people. Our own McNak blog has also been the catalyst for individuals like myself to contribute ideas. My interest in social media was picked up by Sharad Khare, a Media and Marketing Consultant. Sharad called upon me to express my thoughts on social media and recruiting. This is my first video blog!

My top points:

  • Be consistent with your brand, as an individual and as a corporation.
  • Who you are as a brand will shine through in your social media and connect you or disconnect you with your target audience.
  • The hands down leader for social media and recruiting is LinkedIn.

~ Dennis Wolff

→ Leave a comment

Posted in career, corporate culture

Tagged , , , , ,

Are you making Conan O’Brien’s mistakes?

Posted on January 27, 2010 | 1 Comment
It doesn’t happen that often that a disgruntled top employee takes on their employer in the most public of public spaces. But with Conan O’Brien speaking directly to millions of viewers in prime time America is like a regular day in the office for the rest of us. This is show business, afterall. For some reason I have been captivated by the explicitly public discussions around Conan O’Brien’s departure from The Tonight Show after less than a year into his new job. In a brilliantly written blog post Marc Effron and Miriam Ort take a look at the series of decisions NBC and Conan O’Brien have made over the past couple of years that ultimately led to such a public display of resentment and disappointment. Here is what Marc and Miriam suggest NBC and any company that depends on top talent could have done differently:
  1. Avoid defensive talent strategies: Conan was promised the host role of The Tonight Show in response to efforts by competitors to steal him away from NBC in 2004. Jay was promised the 10PM slot due to fears he would go to another network. Both decisions suggest a defensive approach to talent — keep them because “they’d be dangerous at the competition” rather than “they’re the perfect fit with our strategy.” Talent choices should be made proactively and to hurt the competition, not merely to avoid pain.
  2. Place big talent bets: It can take new talent a while to reach their full potential. Give them that opportunity. Once they’ve identified their “stars,” organizations should focus all their resources on making them successful. Early missteps aren’t necessarily predictive of failure — it’s often just moving up the learning curve. A little patience can result in a big payoff.
  3. Diversify succession risk: Lining up successors against individual jobs is a rather outmoded approach. Is it expensive to have two talk show hosts in the succession pool? Of course — just as it was expensive for GE to have three CEOs in waiting. Yet that gave them tremendous flexibility when it came to replacing Jack Welch. Somehow, GE’s succession planning rigor didn’t seem to reach NBC.

No question, more than ever before companies understand how important it is to nurture their Power Employees and to build a culture that allows for top talents to find fulfilment while realizing their full potential. At McNak we have been fascinated by corporate culture and are amazed by companies when they truly get it. But what if a company’s best intentions still have to yield profit-driven directives?  Marc Effron and Miriam Ort recommendations can serve as an excellent reminder for every high potential employee:

No organization can make reasonable promises of future placement — you’re setting yourself up for disappointment trusting an organization to honor that agreement. In fact, that’s essentially today’s career deal. The corporation will give you an opportunity to acquire a bundle of experiences that have some market value. They are under no obligation to take advantage of that combined experience but they have the option to do so. If for some reason they choose not to take that option (or to revoke it) you walk away and apply those skills to an employer who values them.

What do you do to ensure that you don’t end up like NBC and Conan?

~ Dennis Wolff

photo credit: Debs

→ 1 Comment

Posted in career, corporate culture, Employee Engagement

Tagged , , , , , ,

How to use social media participation to turn your employees into ambassadors for your own brand

Posted on July 16, 2009 | Leave a comment

Below is Dennis Wolff’s current article in this week’s edition of Business in Vancouver newspaper.

The emergence of social media sites such as MySpace, Facebook and Twitter has created a critical mass of users who are voicing their opinions online. With distinct online personas, individuals are not only more connected than ever before, they also have started to play a much more distinct role as consumers. User-generated business directories such as Yelp are evidence of who is really in control of brand perception. In an effort to stay connected with their customers, many companies were quick to adapt to this new reality by creating corporate profiles and engaging in social media marketing to build online communities and increase brand visibility. However, the emergence of social media has caused a paradigm shift in the field of corporate marketing and communication: Companies are no longer in full control of how their products and services are being perceived. In the age of Yelp, a brand is only as strong as the most recent user-generated review. Social media participation has become a key to the new reality of corporate branding and communication.

3366804492_f276ccaa75In its recently published Social Media Survey, Vancouver’s 6S Marketing Inc. claims that every second blogger in Canada runs a business blog. One third of these post on both personal and professional topics. The lines between public and private, personal and professional have become more and more blurred; with Generation Y joining the workforce, this trend can only intensify. While some companies have not yet formulated specific rules for social media participation, others have restricted their employees’ access to social media websites during work hours. From a corporate perspective, there are valid reasons to fear employee participation in social media platforms. Most concerns circle around legal uncertainties and worries of inappropriate comments made about the company. This risk-focused approach, however, ignores that employees are often the biggest brand enthusiasts of their own company. Such employees will naturally act as their employer’s ambassadors when participating in social media. Raving employees have the power to create an online buzz around a company that will help raise brand recognition while marketing their company as a desirable place to work.

To ensure that both employers and employees are clear on each other’s expectations with regard to social media participation, and to protect both the company and the employee, guidelines are essential. IBM and Intel are two prominent companies that have successfully developed social media policies that allow their employees to be active online participants. In the case of IBM, a blogging policy was drafted for all employees to discuss internally. After a quick corporate review and final edit, it found approval from legal. When Intel recently announced its new social media approach by publicly posting its guidelines online, the company received raving responses from the blogosphere and was praised for its commitment to employee empowerment. Not only does Intel allow workers to use social media for work purposes, it even encourages them to truly be themselves while doing so. The online buzz IBM and Intel employees have successively created speaks for itself and only suggests what enormous branding and marketing potential is to be unravelled by supporting employee participation in social media. And what can be more exciting from an employer’s perspective than turning your employees into ambassadors for your own company and brand?

~ Dennis Wolff

→ Leave a comment

Posted in Human Resources, Leadership and Team Building

Tagged , , , , ,

Job interview: know how to “wow”

Posted on June 18, 2009 | 1 Comment

So, you’ve decided to apply for that really awesome job. You’ve managed to impress the hiring manager or recruiter in the preliminary phone screening. “Half way there!”, you might think. Think again. Few job seekers understand that the job interview is where the selection process really begins. Until now, all your desired future employer knows about you are your work history and your educational background. They may have gone as far as to glance at your volunteer experience and hobbies – but don’t take that for granted. On paper, you look like a viable candidate but so do all the others that have also been called for an interview. And chances are the competition is fierce, now that more people are in the market.

Now how do you make it into the round of finalists? A great way to start is by learning from the mistakes your competitors will make. A shockingly large number of candidates simply don’t prepare properly for the job interview. Most companies use behaviour-based interviewing styles in which the interviewer follows the mindset that past behaviour predicts future behaviour. The core of a behaviour-based interview is a set of questions where you are being asked to come up with specific examples. For instance, an interviewer might ask you to tell them about a situation where you had to deal with a particlularly difficult customer. The question is open and invites for rambling on and on. This is exactly what you don’t want to do. Instead, focus on answering any behaviour-based question within 2-3 minutes by following three simples steps:

1. Describe the situation.
2. Describe what actions you took.
3. Explain the results your actions had.

Regardless of the actual content of a behaviour-based interview question, the interviewer will always listen for how you approach a question. Don’t be shy about being specific. The more focused and specific your example, the better. Sure, it’s easy to simply start talking about a topic in generic terms. Try to refrain from falling into that trap. If you need to, take a moment to think about a question.

Behaviour-based interview questions is no secret. An interviewer will very likely formulate questions that key in on those requirements that have already been outlined in the job description. Read the job description thoroughly and think about examples from your experience where you displayed the competencies and qualities the job posting is asking for. In addition, try to do some research on your prospect employer. What is known about their work culture? Are there any blogs where (former) employees unveil the unique corporate culture? If you’re applying with a larger organization, take a close look at how the company brands itself on their career and recruiting sites. Preparing yourself for an interview by thinking about situations where you have shown a certain behaviour that is of importance for a position will give you a remarkable advantage compared to other candidates.

~ Dennis Wolff

→ 1 Comment

Posted in Human Resources

Tagged , , ,

How a positive, high performance culture will boost your profitability

Posted on March 18, 2009 | 2 Comments

When asked about the reasons for leaving previous employers, a stunning majority of successful high potential candidates come up with an answer that is linked to the lack of a positive corporate culture that values and drives high performance. Surprisingly, money is rarely the main reason why we don’t feel content with our work. More than anything else, it is a question of whether we feel that we are truly a part of our organization and are being valued for the work we are so passionate about. Those of us who are not only successful but also happy with our jobs have a feeling that is more powerful than anything else in the relationship between corporations and employees: We identify ourselves with our work, our team, and our company. Not only is the mere existence of a good organizational culture key to attracting and retaining high performing employees. It also determines just how efficient and profitable each employee will be in their role. The level to which employees are engaged in a positive, high performance culture is a powerful indicator of a company’s overall profitability.

Strong corporate cultures are not built in a day. They are the results of constant, committed organizational activities which function both bottom-up as well as top-down. They can only work when everyone in the organization is on the same page and headed into the same direction. Profitability is an expression for economic efficiency and requires organizational efficiency, which ultimately means individual efficiency. This is common sense for anyone who is in a position that has revenue creation as its core purpose. However, when looking at all functional layers in an organization, not everyone is as focused on the bottom line as the company’s leadership team. The disconnect takes place wherever employees are in roles that do not directly impact the performance of the business. The challenge is to create a high performance culture where each employee, regardless of their actual role, is aware of their individual contribution to overall growth.

In order to create a high performance culture, performance management needs to be incorporated at all staff levels. Whether looking at administrative functions or sales roles – the journey starts with identifying high, yet attainable goals. Economically successful companies are also successful in creating a culture that supports innovative activities through empowerment and recognition. While profit is the fuel for a company on its road to success, recognition is what drives most employees. One key element when setting up a performance management structure is to be unmistakably clear on exactly how each employee’s performance will be measured. This lays out a solid game plan that will allow monitoring the progress. Motivation and ongoing employee engagement will help along the way. Recognition doesn’t have to be monetary; the options can range from tangible rewards to out-of-office activities that involve the whole team.

Clearly defined performance measures ensure that each individual understands their contribution to the entire organization’s success. Positive motivation and active engagement are key to a culture that celebrates success and produces high performance. The current economy provides an excellent opportunity for companies to take a fair look at their corporate culture and realign measures and recognition systems. A culture where employees are passionate about performing at their very best every day ultimately results in higher economic profitability.

~ Dennis Wolff

→ 2 Comments

Posted in Human Resources, Leadership and Team Building

Tagged , , , , , , ,

Retain, hire, empower – how to wheather the economic storm

Posted on January 27, 2009 | Leave a comment

Dennis Wolff presented some timely advice today on the Bill Good Show on CKNW 980. Here’s the expanded version for those of you who missed the interview. You can also find this current post in this week’s edition of the BIV (page 20), or click here to read it online.

Throughout Vancouver and the Lower Mainland, a significant number of companies are experiencing a hiring slow-down, if not a complete hiring freeze. This is the time to re-assess how to handle your most valuable asset – your human capital. It is your ability to retain and attract the best talent which might easily become the single most decisive factor in determining how well you will weather this economic crisis. Here are a few ideas on how to get a head start:

Retain your top talent: The good news is, top talent becomes hesitant to move in tough economic times. But don’t take your employee’s loyalty for granted. Smart employees will ensure they have an exit strategy, and will likely take precautions to find something more stable and rewarding. But not only do you want to retain your top people, you also want to reassure your staff that your company is stable, and set up to succeed in this market.

Think carefully when you have to dismiss: Tough times can call for unpopular measures and dismissing part of your workforce might become inevitable for the survival of your business. Make sure to focus on assessing performance records as opposed to strictly looking at job costing. The average cost to replace an employee can range anywhere between 30% and 150% of the employee’s annual salary. What might look like an instant quick fix can become very costly on a long-term basis.

Go and shop for new talent: Use your competition’s mistakes to your advantage: A lot of them might not be able to retain their most talented people. This is a great time to shop for new talent. Hiring during economic turmoil will also increase your employees’ confidence while setting you up to be way ahead of your competition once the economic circumstances become more favourable again.

Empower your staff: Economic challenges come with their own set of rules, and smart businesses recognize that this is a time to gain market share. In order to get ahead of your competition, you need to make sure that you have your whole team pulling in the same direction. Implementing a “war room” culture to actively tackle your competition and empowering your staff to come up with innovative ideas will drive your business and uncover new opportunities.

~ Dennis Wolff

→ Leave a comment

Posted in Human Resources

Tagged , ,