Wednesday, May 26, 2010

First, Break all the Rules

"People leave their immediate managers, not the companies they work for."

Different authors, speakers and mentors have their own unique styles of telling us what we should already know. In their book, "First, Break all the Rules", Marcus Buckingham & Curt Coffman have a very effective style in describing their research on great managment and leadership. This book cuts to the point.

Here is a re-print of the book summary from , Break All The Rules The book is highly recommended. Reading the summary is an absolute must.

‘What The World’s Greatest Managers Do Differently’
By Marcus Buckingham & Curt Coffman
Simon & Schuster, 271 pages

Based on a mammoth research study conducted by the Gallup Organization involving 80,000 managers across different industries, this book explores the challenge of many companies - attaining, keeping and measuring employee satisfaction. Discover how great managers attract, hire, focus, and keep their most talented employees!

Key Ideas:
1. The best managers reject conventional wisdom.
2. The best managers treat every employee as an individual.
3. The best managers never try to fix weaknesses; instead they focus on strengths and talent.
4. The best managers know they are on stage everyday. They know their people are watching every move they make.
5. Measuring employee satisfaction is vital information for your investors.
6. People leave their immediate managers, not the companies they work for.
7. The best managers are those that build a work environment where the employees answer positively to these 12 Questions:

a. Do I know what is expected of me at work?
b. Do I have the materials and equipment I need to do my work right?
c. At work, do I have the opportunity to do what I do best everyday?
d. In the last seven days, have I received recognition or praise for doing good work?
e. Does my supervisor or someone at work seem to care about me as a person?
f. Is there someone at work who encourages my development?
g. At work, do my opinions seem to count?
h. Does the mission/purpose of my company make me feel my job is important?
i. Are my co-workers committed to doing quality work?
j. Do I have a best friend at work?
k. In the last six months, has someone at work talked to me about my progress?
l. This last year, have I had the opportunity at work to learn and grow?

The Gallup study showed that those companies that reflected positive responses to the 12 questions profited more, were more productive as business units, retained more employees per year, and satisfied more customers.

Without satisfying an employee’s basic needs first, a manager can never expect the employee to give stellar performance. The basic needs are: knowing what is expected of the employee at work, giving her the equipment and support to do her work right, and answering her basic questions of self-worth and self-esteem by giving praise for good work and caring about her development as a person.

The great manager mantra is don’t try to put in what was left out; instead draw out what was left in. You must hire for talent, and hone that talent into outstanding performance.

More wisdomin a nutshell:
1. Know what can be taught, and what requires a natural talent.
2. Set the right outcomes, not steps. Standardize the end but not the means. As long as the means are within the company’s legal boundaries and industry standards,let the employee use his own style to deliver the result or outcome you want.
3. Motivate by focusing on strengths, not weaknesses.
4. Casting is important, if an employee is not performing at excellence, maybe she is not cast in the right role.
5. Every role is noble, respect it enough to hire for talent to match.
6. A manager must excel in the art of the interview. See if the candidate’s recurring patterns of behavior match the role he is to fulfill. Ask open-ended questions and let him talk. Listen for specifics.
7. Find ways to measure, count, and reward outcomes.
8. Spend time with your best people. Give constant feedback. If you can’t spend an hour every quarter talking to an employee, then you shouldn’t be a manager.
9. There are many ways of alleviating a problem or non-talent. Devise a support system,find a complementary partner for him, or an alternative role.
10. Do not promote someone until he reaches his level of incompetence; simply offer bigger rewards within the same range of his work. It is better to have an excellent highly paid waitress or bartender on your team than promote him or her to a poor starting-level bar manager.
11. Some homework to do: Study the best managers in the company and revise training to incorporate what they know. Send your talented people to learn new skills or knowledge. Change recruiting practices to hire for talent, revise employee job descriptions and qualifications.

Friday, May 07, 2010

APRIL Job Boom Predicted by Staffing Index

May 7, 2010 - Statistics Canada’s Employment report for the month of April shows an astonishing increase of 109,000 jobs during the month April. This tremendous increase surpasses any analysts’ previous expectations by more than 100% and supports the theory that the Canadian Staffing Industry Index is an early indicator of job and employment activity in the Canadian economy.

During the month of April, the Association of Canadian Search, Employment and Staffing Services reported that the Staffing Industry Index for March increased 11% over February 2010; the largest single month gain since the creation of the report.

ACSESS believes there is a close correlation between staffing industry performance and the real-time state of the economy. The Canadian Staffing Index can be used as a barometer of Canadian economic performance and a predictor of other lagging economic indicators such as the Statistics Canada Employment Report

The Staffing Industry Index uses July 2008, prior to the recession, as the benchmark index of 100 and tracks the performance of the staffing industry on a monthly basis.
In an earlier press release I stated "Although some of the increased numbers reflect a seasonal correction, the recovery that seemed to have stalled in December is now gaining momentum. We predict that April results will display another notable increase. Our industry is a leading indicator of economic performance, and we are confident in the ability of Canada's economy to show moderate but consistent growth throughout the balance of the year", Said Steve Jones, ACSESS National President.

Statistics Canada reports that unemployment in April fell from 8.2% to 8.1%. Full Report

Canadian Staffing Index Not Seasonally Adjusted
Jul-08 - 100 (indexed to July 2008)
Aug-08 - 97
Sep-08 - 99
Oct-08 - 107
Nov-08 - 94
Dec-08 - 81
Jan-09 - 75
Feb-09 - 67
Mar-09 - 71
Apr-09 - 70
May-09 - 65
Jun-09 - 68
Jul-09 - 73
Aug-09 - 70
Sep-09 - 78
Oct-09 - 78
Nov-09 - 77
Dec-09 - 74
Jan-10 - 69
Feb-10 - 71
Mar-10 - 82

About the Canadian Staffing Index:
The data is collected by Staffing Industry Analysts, an independent company specialized in the staffing industry.

The data is provided by a representative number of Canadian staffing companies providing services in the provinces across the country.

The data is collected on a monthly basis, with the initial data capture dating back to July 2008, providing real historical insight into the Canadian staffing landscape.

ACSESS is the single voice for promoting best practices and ethical standards for the recruitment, employment and staffing services industry in Canada. For more information visit:

About Staffing Industry Analysts
Staffing Industry Analysts is the premier research and analysis firm covering temporary employment and the contingent workforce. Known for its independent and objective insights, the company’s proprietary research, data, support tools, publications and executive conferences provide a competitive edge to decision-makers who supply and buy temporary staffing. In addition to temporary staffing, Staffing Industry Analysts also covers these related staffing sectors: third party placement, and staff leasing (PEOs). Founded in 1989, the company is headquartered in Los Altos, California. For more information visit:

Media Contact:
Suzanne McInerney, CPC
Communications and Marketing Specialist
Phone 905-826-6869 / Toll Free: 1-888-232-4962

Monday, May 03, 2010

Bill 168 Webinar Invitation

Are You ready?

The New Workplace Violence and Harassment Prevention Law
Webinar Date: Tuesday, May 11
Webinar Time: 10am to 11am Eastern Time

You are invited to participate in a complimentary webinar on the amendments to the Ontario Occupational Health and Safety Act and the new Workplace Violence and Harassment Prevention Law.

In this 55-minute webinar, Steve Jones and subject matter expert Christopher McOuat will discuss the new legal requirements in Ontario. You will receive valuable information and template samples that you can modify for your business.

We will be discussing:

• What constitutes workplace violence and harassment;
• Employer requirements and obligations under the new law;
• Prevention policies and programs;
• Risk assessments including domestic violence in the workplace;
• Worker rights; and
• Penalties associated with non-compliance.

Steve Jones is the President of The People Bank, a division of Design Group Staffing Inc. Design Group Staffing is Canada's largest privately owned staffing company. Steve has over 26 years of leadership experience in the recruitment and staffing industry. He is also the current President of ACSESS (Association of Canadian Search, Employment and Staffing Services), the single national voice and governing body for staffing providers.

Christopher McOuat is The People Bank's Operational Excellence and Quality Control Team Lead. With over seven years' experience in this role, Christopher is responsible for developing, implementing and analyzing policies and procedures for ISO certification, Quality Management, and Workplace Health and Safety, including the new Workplace Violence and Harassment Prevention Legislation.

Register Here