It takes Tact and Patience to Deal with Difficult People

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Difficult people being what they are; any colleague has a tough time dealing with them. Difficult people can come in many forms, shapes and sizes. Some people find it difficult to socialize with colleague. Others make a mess out of working relationships, and yet others may be highly uncooperative and could throw tantrums at the slightest provocation, or even without one.

Whatever their different forms; it is a fact that difficult people are a fact of life at the workplace. Difficult people cause an adverse impact on the rest of the organization, or at least those they come with, as a result of which they spread their negativity.  Whether their number in an organization is low or high; their negativity can affect the workplace in a bad manner.

The situation is all the more pronounced with difficult people are in positions of power. It is difficult to both work with them and to tolerate them. When difficult people work in an organization; their effect can be demoralizing. This is one of the major ways by which organizations suffer from their presence: people who work with them either take off work or avoid taking up tasks they are capable of performing because of fear or unease of working with such people.

In areas of work which involve direct contact with customers, people who are constantly under the influence of such people have a low level of positive interaction with customers because the discomfort of working with difficult people always lurks in the mind. They end up giving below par service to customers, who are the lifeblood of an organization. The influence of difficult people is thus a vicious cycle.

A learning session on how to deal with difficult people

So, what does one do when they come across difficult people? We know for sure that although one may despise difficult people, one cannot avoid them or wish them away. They are people who are serious and passionate about their jobs and professions, and will be there for good. One should only learn to deal with them, and not avoid them, because this tactic is not going to work.

The ways of dealing with difficult people will be imparted at a webinar from TrainHR, a highly popular provider of professional trainings for the human resources industry. The speaker at this webinar is Valerie Pelan, who has been consulting and providing Executive coaching for over 10 years as President of Integrated Focus. Please visit TrainHR to register for this very interesting learning session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Actions and processes that need to be taken

The core of this learning session is the number of actual action steps and processes which can be taken to deal with difficult people. Valerie will show how these steps, when implemented right, can help deal with such people. She will explain how to put the following action steps into action:

  • Analyze the situation
    • When and how did it start – what happened?
  • Analyze your reaction – what do you have control over
    • What makes it difficult for you?
    • What is the problem from your perspective?
  • Strategies and steps to manage and handle the situation

This session will be of very high value to those who need to deal with difficult people on a day-to-day basis, such as HR Managers, Supervisors, Senior Management, Sales and Marketing, Leadership, Employee Relationship Managers, and Staffing Managers.

Valerie will cover the following areas at this session:

  • 4 Different Communication Styles
  • Adapt your communication to the one of the other styles
  • Identify the Types of Difficult People
  • Common Mistakes
  • Ways to be Manage “difficult” people
  • 4 Steps When You Communicate Difficult People
  • Book Recommendations

 

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Building Effectiveness into Time and Task Management

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Success at managing work involves working smart, not working hard. Many people get put off by this assertion, associating smart work with slyness and cunning, and hard work with honesty. The truth could not be farther than this. Smart work is all about being adept at leveraging time and other resources with less effort, but with sharper insight and planning. When employees and managers work smart; they save the organization enormous amounts of time, because they accomplish the same output with less resources and time than consumed by hard work.

When people work hard, they will not be able to finish their tasks on time. This builds up pressure to carry out the next tasks, and affects the whole chain of activities. Smart work, on the other hand, helps them do the same work with lesser strain and pressure. So, isn’t smart work the hallmark of a smart employee? Organizations want employees who make optimal use of resources and finish tasks in lesser time.

Smart work requires smartness. One needs to be thinking on one’s feet all the time to devise innovative and time and resource saving ways of carrying out a work. How does one do this? Smart time and management doesn’t have to be innate. It can be acquired through proper learning and training.

Learning the art of being smart at work

This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources area, will offer. Chris DeVany, who is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development; will be the speaker at this webinar.

Please visit TrainHR  to enroll for this webinar. Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

Poor time management leads to chaos

Not knowing how to manage time leaves us exhausted for the next task, because we end up expending our stamina on one task. Over time, people tend to dread routine tasks, as a result of which their efficiency levels drop. All this is the result of putting too much effort on something that needed to be done in lesser time. This can only be achieved when one knows how to work smart in completing tasks within set timeframes. This presentation will show how to be productive and will offer practical techniques for controlling time and making it a manageable resource.

Chris will offer learning on all the important things that managers who work smart do. Participants will be able to achieve better results through more effective planning and clarifying objectives, delegate effectively and free themselves for bigger tasks, set group goals and priorities, eliminate the time wasters, handle interruptions and distractions, refuse taking up unreasonable demands, redirect their efforts to the most important and valid tasks, ensure that they have enough time for themselves during the day, and learn strategies to improve concentration and increase efficiency.

He will cover the following areas at this webinar:

  • Self-Evaluation How Do You Manage Your Time
  • Concentration and Focus
  • Planning to Succeed
  • Decision Making and Prioritizing
  • Getting Organized
  • Establishing Boundaries to Create Balance
  • Setting SMART Goals.

Decision makers who work within strict confines of time, such as CEO, Senior Vice Presidents, Vice Presidents, Executive Directors, Managing Directors, Regional Vice Presidents, Area Supervisors and Managers will find this presentation highly valuable.

Learning to Manage Time is Crucial for Managers

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This is a factor, which, when handled optimally, makes us become highly efficient and effective at whatever we do. On the other hand, when managed badly, it can drive us crazy. This is the crucial element of Time. We all know that everyone on earth has the same duration of time. Yet, some people seem to have a lot of it, while others seem to be short of all the time. The issue is not time itself, but the way in which it is managed.

Managing time is a skill that is needed for everyone, but more so for managers, who have many things and items to take care of. Even with all the support of people and systems and technologies; time management is a talent and skill that is essential for achieving goals. When goals are not achieved within their timeframe, there is no purpose of having them at all.

Knowing how to leverage is the essence of time management

Time management is about accomplishing set goals and targets within the allocated timeframe. It is about allocating the right resources in the right measure towards doing this. It is about how a manager leverages limited resources to accomplish set goals. Time management is about doing this consistently and making the time available to everyone as productive as one can make. Managers who fail to do this fail the organization. If the employees end up taking more time than is necessary for achieving goals; it is a loser, because the competition can do better at this, with the same amount of time at its disposal.

Time management can be learnt

The finer aspects of time management need to be inculcated if the employees and the organizations have to achieve what they set out to. The ways of doing this will be the learning a webinar from TrainHR, a renowned provider of professional trainings for the HR industry. Nancy D Butler, who is the owner of “Above All Else, Success in Life and Business” business coach and continuing education instructor will be the speaker at this webinar.

This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI). Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

Want to learn how to make the most of time, so that it benefits you and your organization? Then, please register for this webinar by visiting TrainHR.

Nancy will put participants of this webinar on the path to take better control of their time and enable them to accomplish the things that are most important and better plan for how the rest will get done. It will help them to determine an appropriate balance between their business and personal life.

Nancy will the participants of this webinar an idea of what to do so that they do not feel they are short of time. Participants will no longer feel they are doing all their tasks all alone, that too much time is being taken away by unimportant tasks, or are facing too many interruptions in their work. She will show how they can be in greater control of their time and work.

She will cover eh following areas at this webinar:

  • Overview of different time management systems that can help you manage your time better
  • We will go deeper on one time management system including:
    • Your time wasters
    • Breaking your week into different “types of days”
    • How to allocate each “type of day”
    • What is a model week?
    • Can a model week work for you?
    • A sample model week
  • Other time management tips and tricks to keep you on track and be more efficient and effective
  • And, so much more.

 

Onboarding New Hires is a Skill

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Onboarding starts with the induction of the new hires. It includes their acclimatization with all the important aspects of the new organization, such as the business, the organizational culture, the people, and the environment. Since onboarding is such an important activity; it is not right to think that it is just yet another of the many tasks that HR does. It goes a lot more beyond paperwork and documentation.

Onboarding is a series of steps and measures

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Joining formalities constitute a very small part of onboarding. Onboarding is mainly about connecting the new talent to the organization. This work is all the more important when one onboards important personnel such as leaders. Organizations induct leaders in the expectation of something different and out of the box. They are not hires that are expected to carry out routine tasks.

It is a poor commentary on the HR’s onboarding skills if the special talent is wasted because HR could not make the onboarding effective by familiarizing and ingraining the organization’s expectations fully at the time of onboarding. If HR fails to convey the organization’s core to the new leader and lay out its expectations; it means a great opportunity has been squandered.

Keeping the motivation up

Since onboarding is the first and very critical step to the whole process of absorbing and assimilating the new hire; HR has to do everything in its capacity to ensure that the initial excitement that the new hire experiences upon joining a new organization is sustained and does not fizzle out soon. It has to pull all the stops in retaining the tempo. This is a test of how well good onboarding works. The main goal of effective onboarding is keeping the motivation and excitement levels consistently high over time.

The importance of good onboarding can be understood in the following:

  • One in three new hires looks for new openings in just half a year of joining new companies if onboarding is not done effectively;
  • Poor onboarding results in one in three of newly hired employees in the executive cadre falling short of their targets in the first couple of years of taking up a position in a new organization;
  • At the current rate of 10-15% annual rate of turnover, as much as two thirds of the entire talent base will be lost by organizations in just four years of recruiting new talent if onboarding fails to serve its purpose.

The Aberdeen Group estimates that organizations have as high a chance as 70% of retaining new leadership talent hires if it gets its onboarding right. From this, it can be understood that the right onboarding has the ability of preventing organizations from losing its valuable resources on making a hire that stays for only a few months.

The emotional point of connection

What is that most critical element of good onboarding that makes it a success? Organizations have tried several techniques and have got mixed results. Yet, all the tools and methods companies use notwithstanding; no factor is as important in making onboarding successful as inculcating that emotional connection with the new hires.

The organization has mastered the art of onboarding if HR creates and builds that emotional connection between the organization and the new hires. This is the final decider of the success of onboarding. In this lies the driving force of aligning the organization’s culture to the new hire, especially, a leader.

Understand how to bring this about

A webinar from TrainHR, a leading provider of professional trainings for the HR industry, will present and explain the finer elements of how to bring about this emotional connection between the new hire and the organization. Marcia Zidle, who is CEO of Leaders At All Levels and a board certified executive coach based in Dallas, Texas, will be the speaker at this webinar. Please visit TrainHR to enroll for this webinar.

Retaining talent and helping it raise the organization is an art

At this webinar, Marcia will explain the steps and decisions that HR can take to make onboarding effective. Without doubt, this is the most important means to keeping leadership talent for the long run and helping the organization derive the most out of it. She will cover the following areas at this webinar:

  • Learn six mistakes to avoid in your new hire onboarding process
  • Review best practices in executive onboarding accelerating executive success
  • Understand three onboarding approaches to integrate the new hire into their job and organization
  • Review an onboarding 90-day timeline with key tasks and tools to measure goals and milestones
  • Identify the top derailers for the critical stakeholders the manager, the new leader, human resources
  • Learn from focus groups what new leaders consider the top onboarding issues and ways to ensure success.

 

 

Understanding payroll fraud and preventing it

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Payroll fraud is a matter of serious concern to the people affected by it, the organization in which it happens, and to the economy overall. It is estimated that payroll fraud is involved in around an eighth of all workplace frauds and makes up about a twelfth of all occupational frauds worldwide. On average, a payroll fraud case results in loss of $ 48,000 and avoids detection for about three years. Each payroll case fraud costs around $ 72,000.

It is rather unfortunate, but expected that small organizations bear the brunt of payroll frauds. The reason for this is not far to seek: They usually lack the requisite fraud detection mechanisms, making them particularly susceptible to payroll fraud.

Common methods for preventing payroll fraud

Many organizations take a few steps to prevent payroll fraud. Some of these include limiting access to the information relating to payroll, engaging different people for different levels and areas of payroll functions so that it acts as some kind of checks and balances system, conducting thorough background checks of the employees in charge of payroll functions, checking ghost employee accounts, installing automated clearing house (ACH) filters, and a few others.

Section 404 of SOX Act

Additionally, the Sarbanes Oxley Act, which was a landmark legislation aimed at putting checks on large corporate frauds, also requires companies to take a few steps to prevent payroll fraud. Section 404 of the SOX Act requires a few stringent steps:

  • Companies have to include an Internal Control Report in their annual financial reports stating that the management takes responsibility for implementing what SOX terms an “adequate” internal control structure
  • Management has to assess the effectiveness of this internal control structure
  • Deficiencies and discrepancies in these controls must be reported
  • These declarations by the management have to be attested by external registered auditors.

A complete discussion of the ways of preventing payroll fraud

A thorough understanding of all the elements of payroll fraud and the ways of preventing them will be discussed at a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. At this webinar, Dayna Reum, who is Payroll Tax Manager at PetSmart Inc. and has been heavily involved in the payroll field over 15 years; will be the speaker.

To get an in-depth idea of payroll fraud and to understand the ways of dealing with it, please register for this webinar by visiting TrainHR

Tools for detecting payroll fraud

The purpose of this session is to help participants gain an understanding of the legal rules around detecting and deferring payroll fraud. Dayna will review tools that companies can use to detect or deter fraud with immediate effect. She will take up Section 404 of the SOX Act for detailed discussion and examine the requirements in it that publicly traded companies have to meet. She will also explain how the provisions of the Act are designed to check payroll fraud.

This webinar will be of high value to professionals involved in payroll functions, such as Payroll Professionals, Compensation Professionals, HR Professionals, and Benefit Professionals. In the course of this webinar, Dayna will cover the following areas:

  • Payroll Fraud Statistic’s-How big of a problem is it?
  • How does payroll fraud occur?
  • Preventing Payroll Fraud
  • Internal Controls
  • Tools (Process Maps, Business Continuity Plans, Process Documentation)
  • Audits
  • Sarbanes-Oxley 404 Requirements
  • Ethical Business Practices.

Behavior based interviewing for selecting the right candidate

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Many organizations make the mistake of basing the suitability of candidates purely on their skills and the knowledge they bring. This measure goes only half the way, and is incomplete, because many organizations fail to take into consideration the fact that behavior is a stronger and more reliable indicator of the person’s suitability to the organization than just academic qualification or skills.

Behavior indicates the cultural fit of the candidate more than these other criteria and even experience. It is an often overlooked parameter for judging the suitability of candidates, but this is more important than the other criteria mentioned here because many candidates appear very well qualified and skilled, but have gaps in their behavior.

Behavioral mismatch is a serious error

Candidates with a behavioral mismatch are more likely to leave the organization or create problems for it than others. They are most likely to get fired, because they are not able to bring or reflect the organization’s thinking in their work.

Attitudes and behaviors are more vital to perform at a higher level consistently than just skills and experience, which most candidates more or less gain over time anyway. Candidates with unsuited behaviors are likely to cost organizations millions of dollars. Yet, many organizations overlook this important aspect of selection.

Asking the right questions is the key

Hiring the candidate with the right behavior involves assessing them with relation to a set of behavioral patterns and predicting their response to it in real life situations. This will help the organization gauge the suitability of candidates from the behavioral perspective.

This involves framing and asking the right behavior-based questions and evaluating the responses. Of course, doing this accurately is important, because if the behavioral test is not framed rightly or is not implemented properly; it can misfire and can lead to a less than thorough or incomplete assessment, making the whole exercise futile.

Learn the ways of assessing candidate behavior

How do organizations get this right? How do they frame the right behavior-based questions that lead them to measure the candidate in the right way? This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be providing.

Grant Schneider, president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy, will be the speaker at this session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

To get a proper understanding of the ways by which your organization can implement the strategies needed for framing the perceptive questions needed to point to behavioral attitudes, please enroll for this session by visiting TrainHR. Grant will help participants understand the ways by which they can avoid costly errors in the future by hiring candidates without the right behavior sets needed for being the right fit.

Everyone involved directly or indirectly in hiring and dealing with its effects on the organization, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Directors, Managing Directors, Regional Vice President, Area Supervisors and Managers will gain important insights into this topic.

Grant will cover the following areas at this webinar:

  • How to create and ask open-ended questions
  • How to solicit examples of past behavior to predict future behavior
  • How to take useful interview notes
  • How to get beyond the rehearsed answers to find out what a candidate is really thinking
  • How to establish interview evaluation criteria
  • How to identify and evaluate skills objectively.

Stay Interviews Help to Retain Employees

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A stay interview is a potent tool for gauging employee moods and attitudes towards her work and the organization. It helps to understand employee thinking about her role and future in the organization. It is a powerful pointer to what an employee is planning to do in the near future in relation to her continuance or otherwise in the organization.

A stay interview is different from a joining interview, at which the employee is assessed for her suitability to the role and the organization. It is also different from an exit interview, at which the organization would like to know the reasons for which the employee has decided to quit the organization.  A stay interview comes somewhere between these two types of interviews.

A stay interview is done to assess the likeliness of the employee’s continuance or otherwise midway through her tenure. This kind of interview is needed because the employee may not have quit yet, but the HR and management determine that there is something about her behavior that suggests that she is likely to take this step in the near future.

Some of the reasons for which managements gets this feeling include:

  • The employee’s unhappiness at not being made part of a project that she has expressed her willingness to work in
  • Expressing lack of satisfaction with an appraisal
  • Open or tacit disagreement with her reporting manager or other colleagues
  • Showing signs that turbulence in her personal life is spilling over to work.

Stay interviews are also conducted during generalized situations. These may not be related directly to the specific employee, but could be triggered by events that have a direct bearing on the likeliness or otherwise of the employee’s continuance:

  • When the company is looking to retain core employees during an acquisition, takeover or merger
  • In times of general economic downturn or slowdown.

A stay interview is useful when the organization has to deal with employees who may be termed as fence sitters at a point of time. It helps the HR and the management to decide whether they have a stayer or a quitter on their hands. When done at the right time, stay interviews are more effective than exit interviews, because by the time an exit interview is carried out; the employee’s mind is almost certainly made up.

Stay interviews help to gauge the employee’s mind

Stay interviews are of immense help in serving the purpose of helping organizations keep its employees. It is all the more important for organizations to develop and utilize tools such as this, considering that a fourth of all employees are likely to quit their organizations over the next 12 months, according to a recent Harvard Business Review article.

A stay interview helps correct this to a large extent. A stay interview helps HR and the management to understand the mind of the employee and the plans she has for the near future. So, this one-on-one session becomes crucial. At this session, the managers have to ask the right questions to read the employee’s mind.

The intention of stay interviews is to get insights into what the employee is thinking at that point of time about whether to continue or not in the organization. For this reason, the stay interview should be pointed, specific and clear. The approach to stay interviews is that they should be well structured, specific and clear.

Benefits of stay interviews

Stay interviews carry many benefits. First of all, their very initiation fills the employees with a strong sense of motivation, because the feeling that management is thinking of them and wants to understand their decision gives a high feeling.

Stay interviews are also personalized and specific to the employee in question, where attention is paid to the individual employee. This is an opportunity to discuss matters of importance freely and without inhibitions.

Another important benefit of stay interviews is that they are likely to lead to actions from management in an inexpensive manner.

A training session on understanding the idea of stay interviews

When conducted properly, stay interviews are a very effective tool for retaining employees. The ways of doing this right will be imparted at a webinar on this topic that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach, who is the speaker at this webinar, will give an understanding of all the important aspects of stay interviews.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

The following areas will be covered at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach, interview formant and how to handle possible resistance.