The Employers' Association
 
 An E-newsletter for TEA Members
Business peopleEXECUTIVE UPDATE
TopMarch 12, 2015
Volume 35, Issue 4
In This Issue
  
  
  

TEA Welcomes New

Staff Members


Please join us in welcoming two new staff members to The Association.  Nihada Lilic has joined us as Affirmative Action Coordinator.  Nihada brings with her more than five years of experience working with AAP reporting.  She will handle most of the database and statistical processing for member AAP reports.  As Cami Zawacki phases out of the Affirmative Action process, Nihada will assume more responsibilities along with our recently hired Director of Learning and Inclusion, Jason Reep.  Jason will officially begin working in mid-April and joins us having had both training and AAP experience at Spectrum Health and, prior to that, worked at our Sister Association in Seattle, Washington in a similar role.

Upcoming Programs

  

March

  

13 - CPR Certification & 

       First Aid

17 - Assertive

       Communication Saying

       it with Tact

17 - Conflict Management 

       Certificate program 

       begins

17 - Employment Law 

       Application

18 - Business 

       Professionalism: How 

       What You Say and Do 

       Builds Your Image 

24 - Train-the-Trainer for 

       Structured On-The-Job 

       Training

25 - Introduction to 

       Supervision

26 - Case Studies in 

       Employment Law

31 - Core Leadership Skills 

       begins 


Click on dates for more information or refer to the 2014-2015 Training programs schedule here.

Save the Date


HR Conference & Annual Meeting Luncheon

 

May 6, 2015

8:00 am. - 1:30 p.m.

Prince Conference Center at Calvin College

 

Our HR Conference will once again precede our Annual Meeting this year.  The event will focus on the Strategic Role of Human Resources in Building, Sustaining and Minimizing Risk while Communicating with and Managing Effective Teams.

 

Mark your calendar and watch for more details to follow!

HRG March Meeting


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Employee Development:

Apprenticeships and Other Tools to Grow Your Business!

 

Presenters: Dave Jackson, U.S. Department of Labor - Apprenticeship Rep and
Scott Setlock, Vice President, Mercantile Bank
 

March 19, 2015

Watermark Country Club
7:30 a.m. - 9:30 a.m.

 

More details and registration

President Dave SmithFrom the President - 

Life Guiding Axioms 

 

The dictionary tells us that an axiom is "A self-evident or universally recognized truth; an established rule, principle, or law; a principle that is accepted as true without proof as the basis for argument."  Several axioms that could help us achieve success in our daily lives would include:

 

"INDIVIDUALS UNABLE TO SPEAK POSITIVELY ABOUT WHAT THEY DO ALWAYS RESORT TO SPEAKING NEGATIVELY ABOUT WHAT ANOTHER DOES."   Far too many individuals find it easier to bring someone down to their level than to bring themselves to a higher plain. We cast stones without thinking that our own glass house could be easily shattered.  We console ourselves by justifying that "everyone else does it" so it should be OK (even when we know what we are considering is wrong). Though elevating yourself is often far more difficult than pulling others down, we gain far more by lifting ourselves up - bringing others with us - than we could ever achieve by immersing ourselves within a pool of mediocrity.

 

"IF YOU CANNOT BE KIND, AT LEAST HAVE THE DECENCY TO BE VAGUE."  It seems that our society revels in the "details of the fall."  We do not seek answers to unfortunate situations so that we can avoid them ourselves - rather we seek all the sordid details so we can establish our own standing as being better than that of those around us.  We do not seek details so we can help - rather we seek them so they can be embellished and expounded upon when we talk to others.  Perhaps we SHOULD try to help more as we hurt less - seek to provide a cushion upon which others might land rather than an open abyss into which they will fall.  Unless we can constructively criticize then provide the tools and support necessary to assist in a change of behavior to attain alternative outcomes, what do we accomplish when we tear down without lifting up?

 

"EVERYONE BRINGS JOY TO MY OFFICE, SOME WHEN THEY ENTER, OTHERS WHEN THEY LEAVE."  OK, so this one is tongue in cheek - but so appropriate!  How often has someone interrupted you during the middle of a thought - as you were just about to solidify an epiphany that would surely change the world forever?  Sure, we need others to live life to its fullest, but we all have times when it seems that others might "do more good" talking to someone else than they do disrupting our thoughts!  Enjoy the variety that people give the world around you - if everyone thought and acted as you do it would be a terribly boring (or an extremely predictable) world!  Do not isolate yourself from those around you, however, as we truly need the perspective of others (no matter how disruptive it might be) to expand our individual thoughts and imaginings.

 

Several axioms penned by Ayn Rand in "Atlas Shrugged," her epic tale about how the "engine of the world" was silenced (whose fiction is hauntingly similar to the reality we see within today's headlines) would include: 

  • "A creative man is motivated by the desire to achieve - not by the desire to beat others."
  • "The hardest thing to explain is the glaringly evident that everybody has decided not to see."
  • "Achieving life is not the equivalent of avoiding death." 

Do you have any baseline "truths" upon which your lift has been built?  Perhaps you could find hope by not asking (or seeking) "who is going to let me" but rather "who is going to stop me?"  Do not become your own worst enemy by becoming a roadblock - by believing a dream to be impossible, abandoning it before the journey towards its realization can even begin.  Do not apply "blame" without accepting responsibility.  Do not look for reasons that would keep you from accomplishing something - actively seek ways that would allow it.  Remember that all things are possible but some take a little longer to accomplish as they require a bit more creativity, thought or planning. 

 

In the big picture, improbable does not mean impossible.  Equality is not the same as equitability.  Holding back does not mean giving up UNLESS you fail to begin.  Life has many beginnings but only one end.  Make the most of your opportunities as you seek new and different ways to make life truly matter - taking the time to develop and hone the talent needed to equip yourself with the tools needed to transform who you are to the success you wish to be!

 

Visit our BLOG (Dave's Deliberations) to view recent posts.

Welcome New Members

WelcomeThe new members listed below represent employers within the West Michigan area who have joined the ranks of those committed to strong, positive employee/employer relations. It is a pleasure to welcome these new members into our family.

 

*MHR Inc.

Career Quest 2015

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Career Quest is a hands-on, career and college readiness event just for middle and high school students!  Provided by Michigan Works! Kent, Allegan & Barry Counties.

 

April 28, 2015
8am - 2pm
DeVos Place, Grand Rapids

More details.

West Michigan's Healthiest Employers 

 

MiBiz and the Association for Human Resource Management (AHRM) Greater Grand Rapids are teaming up to recognize West Michigan employers who promote healthy employees and healthy workplaces.  Businesses can enter by completing an online survey. There is no cost to enter and winners will be highlighted in MiBiz and at an awards event on May 28, 2015.

Golf, Networking & Prizes
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HRG/TEA Golf Outing

Wednesday, July 22, 2015

 

Once again, we'll be at the beautiful Thornapple Point Golf Club for our annual networking and fundraising event. This outing is open to anyone who would enjoy a day of golf and fun, not just HR professionals, so please feel free to invite coworkers, customers, clients, and friends.

 

More details and registration.


Providing practical solutions to Human Resource-related issues BEFORE they escalate into legal problems.

Developing Leaders through Applied Learning Opportunities and Practical Experience

by Ron Scott, SPHR, Director of Training & Member Engagement 

 

Many West Michigan employers are looking for the next leaders.  They are looking at their staff and outside of the organization to see who is best to lead the organization into the next generation.  The temptation to look elsewhere for staff replacement is common and full of risk as organizations seek new leadership.  The opportunity to develop your current staff through applied learning and experience can be rewarding for the new leaders, and it sets a great example for the rest of the team.  In today's world it is difficult to find talent.  The best way to retain the people you have is to leverage their skills and abilities in a way that increases their value to the Organization while fully engaging them so they will be less likely to leave.

 

At The Employers' Association we believe leaders are made not born.  We believe that if you provide opportunity for people to learn new skills and practice them in a training environment where they can try new behaviors and ask questions they have a better chance at success when they return to work.  We provide the opportunity for people try a new behavior (i.e.: confronting a performance issue) and realize the effort it takes - allowing them to gain the confidence to be a leader with practice and time in a "safe" environment.

 

One of the most common mistakes employers make is to promote their best "technicians" into leadership roles without providing them the tools to transition from "doer" to "leader."  Our natural inclination to lead is to tell people what to do and expect them to fall in line and perform as told.  The problem is that does not typically work.  Instead of leading, many managers default back to what they did best before becoming a leader - to be a good doer of tasks.  We provide the skills needed to help make the leadership transition happen.

 

Effective leadership begins with developing a relationship with the team members by establishing trust and respect through consistent, fair and reasonable decisions.  In order to gain respect, leaders must recognize that respect must be shown and given.  To learn the essentials of good leadership is to learn to see work from the employee's perspective and to come along side team members to work through their job-related issues - and to know when to step back rather than assuming ownership of their problems.  Good leadership is to set the goals for and discuss their implementation with the team - then to get out of the way to let the team act (while monitoring what is done without undue interference).

 

Leadership can be identified and copied from the example set by good mentors, other managers and exposure to best practices when provided with networking opportunities.  It can also be studied and researched from a number of resources.  For learning to stick, however, most need the opportunity to try leadership skills and fail - in a safe environment that allows them to learn and grow from the experience.  Learning is a process of trial and error.  If the new leader is given support for the skills developed and encouraged to practice them without fear of repercussion, they will develop confidence (and ability) to help move their organization forward.

 

The epitome of effective leadership skill development is seen when a leader embraces his/her team and looks for opportunities to expand the skills, development and contribution of each team member.  We all develop basic skills and abilities as we learn and grow through life - born with an ability to learn from doing and apply what we learn in different situations.  Leaders are made when given the opportunity to transfer their knowledge and abilities to others through applied learning and relevant supportive experiences.  The Employers' Association offers a variety of Leadership Development training programs for new and seasoned leaders.  You can see these programs and many more training opportunities at www.teagr.org- or give us a call at 616.698.1167 to discuss your training and development needs.


Retain 'Em and Don't Let 'Em Go!

by Maggie McPhee, PHR, SHRM-CP, Director of Information Services 

 

How often do your managers and supervisors ask their employee's why they stay with your organization or what keeps them working for you?  Such questions can catch many employees off guard or make them suspicious as to your "real intent."  Managers are not always comfortable asking such questions, either, but they should be asked if we wish to maintain an environment in which people want to work.  Beverly Crowell (Career Systems International) gave an engaging presentation about the book Love 'Em or Lose 'Em: Getting Good People To Stay and the "Stay" conversation (authored by Beverly Kaye and Sharon Jordan-Evans) at the most recent HRG meeting, pointing out that "If you don't have time for these discussions with the people who contribute to your success, where will you find the time to interview, select, orient, and train their replacement?"  What a thought provoking and powerful question!

 

The author of the book understands that for those who are not accustomed to having this type of conversation it can be hard at first and feel strange (and their employees may react the same way).  If, however, they are honest about their intent and admit it is new for them as well (while emphasizing that employee matters to them), it will be well worth getting out of their comfort zone to have such a conversation.  It may take a while for everyone to get used to this, but just keep asking the questions!

 

Employees might be caught a bit off guard by such questions and might not trust the reason for the questions.  If they simply say "I don't know" at first, that is OK.  As the book says, "this is not an interrogation."  If employees reply with "I don't know," give them some time to think the question and schedule a meeting at a later time.  This indicates you are truly interested in what they have to say and that they matter to you.  Showing this helps to build/increase trust.

 

Another factor suggested in the book to keep in mind is cultural differences.  In some cultures it is not appropriate for employees to respond to such inquiries due to respect (pointing out anything that could reflect negatively on boss is not good), shame (for not knowing the answer) or maybe their culture simply does not encourage questioning anything.  Find out about the various cultures within your workforce and then adapt the process accordingly.

 

If you are simply holding exit interviews to identify why people leave, you are already too late as they have already checked out and are less likely to do anything to benefit the organization.  You need to have these "stay" conversations from the beginning demonstrating you care about your employees and that you value the talent they bring to your organization.  Such conversations work best when they are authentic and consistent - when you truly believe in what you are saying and live it through your actions.  Employees can sense insincerity and would probably prefer that you be honest and consistent - predictable in your management style - rather than trying to be something (or someone) you are not.

 

Your competition is possibly scouting your most talented employees right now.  Think of what it would do to your organization if you lost those employees.  If you are not having "stay" conversations (i.e. developing relationships) with your employees, how can you know what is important to them, why they stay (or why they are looking), and what they need - what makes them happy?  The following are some examples of questions provided in the handout materials that you can use to start these conversations.  Adapt your own, tailoring them to your different employees, but get started today.  The book emphasizes there is no right or wrong time to start - just start your conversation now!  The possibilities are endless!

  • What about your job makes you jump out of bed in the morning?
  • What makes you hit the snooze button?
  • If you were to win the lottery and resign, what would you miss most about your job?
  • What one change in your current role would make you consider leaving this job?
  • If you had a magic wand, what would be the one thing you would change about this department/team/organization?
  • As your manager, what could I do a little more of?  Less of?
  • If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why?
  • What do you need to learn to work at your best?
  • What makes for a great day?
  • What can we do to make your job more satisfying?
  • What can we do to support you career goals?
  • Do you get enough recognition?  How do you like to be recognized?
  • What do you want to learn this year?

Additional thoughts presented at the meeting included talking with your people about those who have already left the organization and why.  Think about those who might be about ready to leave - who is unhappy, and how have a conversation with them about what they are looking for - from their team, from you, from their job.   Finally, ask yourself "what kind of work environment do I want to create?" and then figure out a strategy to accomplish that and go do it!

 

For more information you can check out Career Systems International website:  www.keepem.com or look at TEA's Communications class offerings with in our Store on our website at www.teagr.org.


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Leadership and the Self-Fulfilling Prophecy

from Rob Strate, SPHR, Director of HR Services 

 

In the first Core Leadership Skills class offered by TEA, the Basics of Leadership, one of the exercises is to have students list the behaviors of the very best and worst bosses they have encountered at work.  Without fail, the behaviors for worst boss will include; autocratic, micro-manager, punitive, disrespectful, and intimidating. In the most recent class I taught, one of the participants mentioned that the "worst boss" behaviors sounded a lot like those of a "Theory X" Manager, which was promptly followed by the rest of the class asking, "What's a Theory X Manager?"  Since most of the class was made up of Millennials, it was no surprise to me that they had no awareness of the human motivation theories developed by industrial psychologist Douglas McGregor several decades ago.  The discussion that typically follows helps participants gain fresh insights as to what an effective leader looks like and demonstrates that McGregor's theories are as relevant today as when they were first developed at MIT in the 1960's.

 

According to McGregor's theory, Type X Managers make certain assumptions about their employees - that they are inherently lazy, do not like to work, will avoid responsibility, have little ambition, and are not interested in supporting the goals of the organization.  According to Theory X, in order to motivate these employees, management must rely on coercion, threats, micromanagement, and tight controls - essentially an environment of autocratic command and control that our younger workforce finds anything but motivating.  For example, a strong Theory X manager will try to compensate for people's unwillingness to direct their own activities by doing most of the planning, organizing, and controlling of the work to be done - by "telling" rather than "selling" and expecting his or her ideas to be universally implemented.

 

A corollary manager, the "Theory Y Manager" believes people by their very nature will work hard toward objectives to which they are committed, have a strong desire to achieve, are capable of directing their own behavior, and want their organization to succeed.  Accordingly, these managers use approaches that are more likely to develop a climate of trust with employees that would include open communication with subordinates, where they are given independence and responsibility for their work and have opportunities to identify problems and find their own solutions to them.  Whether or not the individuals within the team are different, one Manager expects the worst while the other expects the best.

 

After a discussion about McGregor's theory, the class is presented with the concept of the "self-fulfilling prophecy," which is defined as "a positive or negative expectation that affects behavior, causing those expectations to be fulfilled."   (What you expect is what you get).  The point is made that high expectations lead to high performance; low expectations lead to low performance.  Students are then asked, as leaders, what assumptions they are making about their people (and their abilities), what expectations are being communicated in regards to ongoing performance and what behaviors are you exhibiting that will likely result in (or prohibit from) those expectations being realized?

 

To learn more about this or other topics we discuss in our four day Core Leadership Skills program, join us for the next class beginning March 31, 2015.  Click here for more details and registration.


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