Resolving Customer Complaints

Here is a simple 7 step process to resolving customer complaints.  These situations are all about attitude and how you approach each individual opportunity.  I say opportunity because if you handle these situations quickly and professionally you will have a customer for life!!!

1. Greet. Begin each call in a friendly way.

Answer your phone as though you are happy to hear it ring. Make sure you separate any previous negative experience from this new customer contact.  Stay positive.

2. Listen. We often hear the same kinds of complaints, so it can become challenging to really listen to people.

Give each caller an opportunity to vent some frustrations and listen to the facts and the feelings without responding too quickly.

3. Question. Ask questions to clarify the concern.

Again, you want to make sure you resist responding until you understand the problem the customer may be having.

4. Empathize. Try to find a point of agreement with the person.

This doesn't mean you have to agree with the complaint, but it will show the customer that you understand the concern.

5. Address the issue. Now that a client's emotional needs have been met, do everything in your power to resolve the practical aspects of the complaint.

Take responsibility for the actions of your organization. People who have their problems successfully resolved tend to continue to do business with the companies that took the time to solve them.

6. Test the solution. Ask some questions to test how well you have resolved both the emotional and practical sides of the complaint.

Give the customer another opportunity to talk and continue to be a good listener.

7. Follow through. Often, complaints cannot be resolved completely the first time you've contacted them.  Going the extra mile and making the extra effort usually results in customer loyalty.  Customer satisfaction means little, customers loyalty means everything.

If you need to get back to the customer, do so quickly and thoroughly. Even if a complaint has been resolved, create a reason to contact your client again.  Extend the same courtesy and professionalism that you would want if you were in the customer's shoes.

Employee Engagement

I recently read an article about employee engagement and it talked about this business concept as employees being into their jobs.  I would suggest that it is more than just being into their jobs.  It’s about being into the company, the customers, knowing what they do makes a difference and being a part of a team.  It’s management’s job to engage their employees, being a leader on the people side of business, is all about inspiring your team and bringing the best out of your people.

Employee engagement is defined in Wikipedia as:  An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests.  How do you suppose this happens?   By accident, only by certain people or by design?  I guess it can happen each of these ways, but as business owners we would rather see this by design.  Are your managers leading your people or are they managing them?

I’ve seen many statistics on engagement and the numbers continue to be staggering.  In a recent article in the Miami Herald, a survey said that 56% of current employees in the US would stay in their current positions if they were shown some appreciation.  It doesn’t cost management much to give their employees some sincere appreciation, yet it looks like many still don’t.  One of the human relations principles that we work with in our programs is:  Give honest, sincere appreciation.  Changing our behaviour to recognize these kinds of principles is what we do at Dale Carnegie and we pride ourselves on making these kinds of changes in our customer’s business.

Last week we delivered an in-house seminar for a company with all their staff from across the country.   It was a pleasure working with and being around a group that are engaged in their business and the clearly understand the direction of the company and how each individual contributes to this end.  One comment I found interesting is one participant suggested that the Dale Carnegie human relation principles are common sense.  We look at them and say, of course they are, the question is; are they common practice?

Give your fellow co-workers or staff some honest and sincere appreciation!  It works!

http://www.miamiherald.com/2011/11/22/2514942_how-to-say-thanks.html#storylink=addthis

Step up to Leadership – A Key to Employee Engagement

I was recently talking to a business owner that told me that his people were not “engaged”.  I asked him to clarify engagement; I wanted to ensure that our definitions were similar.  His response was that younger people today don’t care about their companies that they work for and they only care about themselves.  These comments puzzled me; I asked how that was different from other employees?  After all we all think of ourselves first?  After a discussion we determined that the issue was not the employees attitudes but rather the inabilities of management to connect with their younger counterparts.  His management team consists of older individuals that are not connecting with the millennial generation.  This is an issue with many organizations and we also see this in sports today.  I recently heard some sports casters suggesting that the old coaching methods are no longer relevant.  Coaches that are tough on players are not inspiring the younger generation; the younger coaches that are connecting with these young millionaires are not using pressure tactics and calling their players out.  If they’re changing their way in sports to get the most out of their team I would suggest that we need to be doing the same in business.

I continued to explain that managers today need to have the skill set to connect with all 4 generations in the workplace.  Never before in our history have we had these 4 generations all in the workplace at the same time.  Our managers need the skills to connect and inspire each of these different groups of people.   They think differently and what motivates them is different.  Leasers are under pressure to lead their teams and people and new tools are needed to connect with their people.

"Tell me what to do, and I'll do it to protect my job." 

 "Make me want to do it, and I'll do it to the best of my ability."

Supervisors who understand this simple truth and know how to implement it are the ones who create impact in today's organizations. Great managers develop high-performance teams that get results because they know how to lead and inspire a team, not just manage it.  

One tool that we offer participants in our Leadership program is what we call an “Innerview”.  This tool gives managers a simple process so that they can connect with their staff.  This tool is often brought up by participants that have gone through the program, they comment that it has been a breakthrough for them and their relationships with others at work.

The “Innerview” is a process of finding out what is important to others, and the questions are based on factual questions, causative questions, the how and why and value-based questions.  The idea of the process is to connect with people at level that they never have in the past and gain a deeper understanding of what is important to them so that as managers we can inspire them.

Try it, you’ll be surprised at the results!!

The Retirement Wave

5 000 000, is the number of Baby Boomers currently working across Canada who will begin to retire in 2011.

Canada's population is aging, raising a range of individual, organizational and societal challenges. One of the key challenges for employers will be the availability of qualified workers as the baby boom generation, about half of Canada's labour force, enters retirement. The baby boom began just after World War II and lasted until the mid 1960s. Today, the oldest of the boomers are 55 and eligible for retirement benefits in many private pension plans. They are the beginning of a rising wave of retirements that should reach its peak in the early 2020s. This retirement wave will wash a substantial amount of talent and experience out of the workforce.

Many of these baby boomers are in currently in positions that require experience and relate to supervisory and management roles.  Although the height of retirement of baby boomers is still a few years away many organizations are succession planning.  Are you prepared?

We are currently working with companies that understand these changes will greatly impact their organizations.  As these baby boomers leave they take with them their experience, expertise and skills.  The talent pool in each organization must be able to replace upper management, middle management and supervisory roles, in the upcoming years.

A link to this white paper explains how succession planning is different than replacement planning, talent management and succession management and also gives you some tools to facilitate replacement and succession planning.

http://www.dalecarnegie.com/imap/white_papers/download/succession_planning/

Dale Carnegie Training is available to assist your organization in developing the skills that younger generations will need as they move into more management and supervisory roles within their companies.

Listening Skills - Where are you on the scale?

Exceptional listening skills and the ability to persuade others to your way of thinking make the difference between good and great teams. Pure listening builds trust, credibility, and respect. One reason is that when you fully listen instead of trying to compose your response, the result is a relevant and on-target response. What you say when you do respond is proof of how well you listen.

1) The "Preoccupieds"
These people come across as rushed and are constantly looking around or doing something else. Also known as multitaskers, these people cannot sit still and listen.

Tips
If you are a "Preoccupied" listener, make a point to set aside what you are doing when someone is speaking to you.

If you are speaking to a "Preoccupied" listener, you might ask, "Is this a good time?" or say, "I need your undivided attention for just a moment." Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.

2) The "Out-to-Lunchers"
These people are physically there for you, but mentally, they are not. You can tell this by the blank look on their faces. They are either daydreaming or thinking about something else entirely.

Tips
If you are an "Out-to-Luncher," act like a good listener. Be alert, maintain eye contact, lean forward, and show interest by asking questions.

If you are speaking to an "Out-to-Luncher," check in with them every now and again and ask if they understood what you were saying. As with the "Preoccupieds," begin with a statement that will catch their attention and be concise and to the point, because their attention span is also short.

3) The "Interrupters"
These people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you. They are focused on trying to guess what you will say and what they want to say.

Tips
If you are an "Interrupter," make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.

If you are speaking to an "Interrupter," when they chime in, stop immediately and let them talk, or they will never listen to you. When they are done, you might say, "As I was saying before..." to bring their interruption to their attention.

4) The "Whatevers"
These people remain aloof and show little emotion when listening. They do not seem to care about anything you have to say.

Tips
If you are a "Whatever," concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart. Pay attention to body language and try to understand why this person wants to talk to you about this issue.

If you are speaking to a "Whatever," dramatize your ideas and ask your listener questions to maintain their involvement.

5) The "Combatives"
These people are armed and ready for war. They enjoy disagreeing and blaming others.

Tips
If you are a "Combative," make an effort to put yourself in the speaker's shoes and understand, accept, and find merit in another's point of view.

If you are speaking to a "Combative," when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree or about what can be done differently next time.

6) The "Analysts"
These people are constantly in the role of counselor or therapist, and they are ready to provide you with unsolicited answers. They think they are great listeners and love to help. They are constantly in an analyze-what-you-are-saying-and-fix-it mode.

Tips
If you are an "Analyst," relax and understand that not everyone is looking for an answer, solution, or advice. Some people just like bouncing ideas off other people because it helps them see the answers more clearly themselves.

If you are speaking to an "Analyst," you might begin by saying, "I just need to run something by you. I'm not looking for any advice."

7) The "Engagers"
These are the consciously aware listeners. They listen with their eyes, ears, and hearts and try to put themselves in the speaker's shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.

What Makes the Difference in People?

What Makes the Difference in People?

A 5 year study by the behavioral research press found that "those who were promoted most often and given the biggest salary increases did not necessarily turn out to be the most technically competent. It was those who were most willing to make whatever level of competence they had visible".

The skills and attitudes that separate these people from the rest are developed in the Dale Carnegie Course®.

Why not start by using these tips below:

5 Tips to Gain Willing Cooperation

#1: Show respect for the other person's opinion. Never say, "you're wrong".

 #2: If you are wrong, admit it quickly and emphatically.

  #3: Begin in a friendly way.

 #4: Get the other person saying, "yes,yes" immediately.

 #5: Let the other person do a great deal of the talking. 

Click here to download Dale Carnegie's Secrets to Success.

Energizing Yourself for Change

I was recently talking to an HR  Manager of a national company here in the lower mainland and he said that their company is going through a number of changes.  We talked about those changes and how Dale Carnegie Training may assist them.  Roughly 10 days later when I called back to pick up the discussion, I found out that the HR Manager had been let go!! 

It seems a number of organizations that I have connected with over the last number of weeks are going through some kind of change.  We've often heard that people are resistant to change, which makes it difficult for organizations and their leaders to make change happen.   At Dale Carnegie our philosophy is that people are not necessarily resistent to change but they can be concerned on how any changes will affect them. 

Change is inevitable and the sooner we embrace change and see the opportunities before us, the better chance that we will be around after the changes are complete.

Energizing Yourself for Change

One of the challenging results of organizational change is that it can leave you feeling fatigued. All of your efforts are focused on new tasks, responsibilities, and relationships. Because of this, you need to look for strategies to maintain and even increase your personal energy during times of change.

Create a Vision

Nothing is more personally motivating than creating a compelling vision. Visualize yourself succeeding as a result of the change. Imagine the benefits of growing as a result of the change -- creating new opportunities, building a more exciting and dynamic future, and opening up new opportunities for success.

List Opportunities

What are the opportunities presented by the change? Make a list of all the ways that you can grow, add new skills, meet influential people, and add valuable experience to your resumes.

Create Networks

It's difficult to create energy in a vacuum. Most people need the stimulation of other individuals and their ideas, input, feedback, and support. Times of change offer an opportunity to add to the network of people who understand you, believe in you, and are willing to help you move forward.

Build Bridges

Organizational change normally involves the establishment of new relationships. Sometimes you resist these new relationships, especially if it involves a new supervisor or a perceived loss of your authority. Instead of retreating from the new relationship, draw energy from it by embracing it and building bridges between yourself and people you encounter. Meeting new people is usually highly energizing because it gives you the opportunity to find commonalities in your values and goals and in the creativity of collaboration.

Tips on Effective meetings

How to Make the Most of Meetings

1. Time is of the Essence
Start your meeting on time regardless of the number of absent members. Don't punish those who arrived on time by waiting for others. Tell latecomers they can get what they missed later. This sets the standard for future meetings and may encourage people to arrive on time more consistently.

2. Request the "Honor of Your Presence" with Advanced Notice
When developing a meeting agenda, fill it with exciting action words to make it sound as inviting as possible. Dale Carnegie suggested, "arouse in the other person an eager want." Promise participants change or excitement.

3. Prior Preparation Prevents Poor Performance
In a written format, at least 48 hours in advance, send out an informal agenda with topics, speakers, time constraints, action items, and desired results. Insist that each participant is prepared and has the proper documents and research. This will build momentum toward positive results and keep the meeting's momentum moving forward. If there are topics that require advance research, provide that information with the agenda.

4. Go for the Goal
Know what result is desired from the start and communicate it at every opportunity. Guide meeting conversations and discussions toward that conclusion. When meetings within meetings occur, remind participants of the ultimate goal to get things back on track.

5. Moving On
Have a list of questions ready to stimulate thought. Remember to keep things moving at a brisk pace. Try incorporating some of these questions:

·           How will this happen?

·           Where has this worked before?

·           Is there any evidence that will verify what has been said?

·           How do we start and maintain momentum?

·           Will this idea have any constraints?

6. Have a Seat, Be Comfortable!
Some say that if a room is cramped and uncomfortable, it will stimulate quick thinking and motivate the attendees to do what they need to do so they can return to the comfort of their desks. The opposite is also true. Some sources suggest setting up fewer chairs than needed. Late arrivals will feel uncomfortable when attempting to squeeze into the group, motivating them to arrive on time in the future. However, this strategy could backfire and cause negative results in some situations. Use proper judgment if exercising this option.

7. Try a Stand-Up Routine
Some organizations have meetings where everyone stands up. The idea is that the body and the brain work more effectively from this position. These types of meetings can achieve results quickly because it is easier to think off the top of the head when on the feet.

8. Eat -- then Meet
If you plan to have food at a meeting, schedule a separate time for eating into the itinerary. If the meeting begins at 8:00 sharp, in the agenda, state that breakfast will be served from 7:30 to 8:00 and that only coffee will be available after 8:00. Hunger can be the reason people show up, but the highlight of the meeting should not be the brand of bagels or the type of doughnuts served; it should be the meeting's results.

9. Read the Rules
As the facilitator, another ground rule to cut down on interruptions should be to ensure that voice mail is in operation or that telephone messages will be taken for the participants. We all know the "turn off the cell phone rule." Use it! This will eliminate reasons for anyone to miss one minute of the excitement. Be sure to provide breaks so that participants can check messages -- make sure to mention when the meeting will reconvene and stick to that time.

10. There's Always a Next Time
If appropriate, schedule the next meeting before the end of this one so that all involved have the same advance notice to arrange their schedules. Allow enough time for projects and assignments to be completed (if necessary). Make sure that these action and follow-up items are written down, so there is no confusion afterward. Distribute minutes no more than 48 hours after the meeting and reinforce task accountability.

Public Speaking

Last week our company emailed our database a marketing piece about the Dale Carnegie course that included a link to a free booklet that we offer called, “Speak More Effectively”.  The response in people downloading this booklet was incredible.  This is obviously an important topic for people in business today.

As our team followed up these inquiries we talked with people that say they need to build their confidence, when speaking in front of groups.  As adults, we are interested in a quick and easy way to speak effectively.  The only way we can achieve results quickly is to have the right attitude about achieving our goal and a firm foundation of principles to build upon. 

Here are a few key principles:

1. Speak about something that: (a) You have earned the right to talk about through study and experience;(b) You are excited about; and(c) You are eager to tell your listeners about.

2. Make brief notes of the interesting things you want to mention.

3. Don't write out your talks.

4. Never, never, never memorize a talk word for word.

5.   Fill your talk with illustrations and examples.

There are other principles that we bring forward in our programs but the biggest advantage that we offer is the chance to practice, receive expert coaching and of course more practice, which makes permanent.

Building confidence and being able to think on your feet when presenting can only be overcome by doing.  Reading a book with principles is a foundation, but to truly learn a new skill and change our behaviour we must practice.  And with expert coaching that learning cycle can be speed up considerably.

I talked to a person that has been a member of Toast Masters for year and a half and although she has gained confidence she feels that there is something missing.  Toast Masters is a good program for those that want to improve their presentations skills as it shows that they have the right attitude.  Without the basic principles and professional coaching it becomes very difficult for adults to learn new skills and create new habits.

Cold Calling Tips

I recently talked to a young lady that wanted some tips on cold calling.  She had the responsibility of calling companies to sell booth space at an upcoming trade show.  I know that others are required to do this as well, so I thought I would share these tips with you.

Preparation is a major part of the process that should not be overlooked.  Preparation gives us a reserve power so we can have informed discussions with our perspective clients.  A person who is prepared is more confident and effective during the sales process.

Here are a few steps to help you prepare for your next sales call:

1)    Get the information - Research key information about the industry, company, and people.  This research should yield specific key issues and needs that your prospective client is facing. 

2)    Compile evidence  - Research your own company.  Has your company done business with a company in the same industry as your prospect?  Do some of their issues match?  You should share the results your company has achieved for others.

3)    Find a contact - Look through your client list to see if there is any connection to any of your prospects.  Contacts can help you more easily navigate past gatekeepers and get you talking to decision makers.

4)    Set specific call objectives - Know what you want to accomplish during the call.  Do you want them to request more information? Do you want to set up an appointment?

5)     Know how you want to open the call - Planning an opening is a great way to start a sales call. Remember, you want to be concise, clear and persuasive.

Happy Selling!

What skills does your organization need to improve on?

Employers rank the importance of skills needed in their employees;

1)       Communication

2)       Strong work ethic

3)       Teamwork…..

10)  Technical

Are you spending only on technical and product training?

What are the top issues/challenges in your organization?

I’m not saying that technical training is not important, you need that base knowledge or you’re not in the game.  But in today’s demanding business environment companies require even more from their employees.   We need people that can work effectively with others, build relationships with customers, communicate effectively and work with a sense of pride for their company.

What surprises me is the emphasis that so many managers and owners put on technical and product training and how they believe how unique their businesses are.  In no way am I saying that all businesses are the same.   It would likely surprise most people that the issues that plague your organization are much the same issues all business owners face.  In our business we have the opportunity to talk to many people in many different businesses and we hear similar kinds of challenges.  And generally most of these issues are on the people side of the skill set.

As your budgeting for training for your staff don’t forget the soft skills.  If you’re not sure what your employees require, there are some great assessment tools available to help assess individual, team and organizational needs. 

Have a great week!

Employee Engagement

A recent article suggested that ½ of all employees are not engaged.  I guess the actual number is irrelevant, whether it’s 30% or 60%, the issue here is what this means to our business and what can we do about this problem.

Here are some statistics that clearly show what engaged employees bring to our business.

·         Mercer Delta data suggests that engaged employees deliver 4 times more value to the company.

·         Gallup research says that engaged employees are 87% less likely to leave an organization.

·         Watson Wyatt’s research suggests that engaged employees are 47% - 202% more productive.

If this problem exists in your organization do you think that changing this, if we can, should be a priority?  I would hope so, if half of my employees are not engaged in what we are doing, where we want to go and don’t care about our customers the business would be finished.

The research doesn’t stop there; they also asked employees what they want.  55% of managers said they wanted inspiration from their leaders and that only 11% were getting it. (Source DTI 2008)  My friends and colleagues have often heard me say that you can’t motivate people, as motivation comes from within, as leaders all we can do is inspire others so that they can motivate themselves.

What is inspiration?

I worked for a President of a company that had this kind of influence on me and others in the company.  One of his ideas was that people may forget what you did or what you said, but they will never forget the way you make them feel. 

What qualities, skills and abilities do business leaders need to engage employees?  The first thing we need to consider is our attitude; we need to believe that we can change, we need to change and that we will do it.  If we have made this commitment to change then here are some principles that will help us engage our employees.

1. Don’t criticize, condemn or complain
2. Give honest, sincere appreciation
3. Arouse in the other person an eager want
4. Become genuinely interested in them
5. Smile
6. Remember and use their names
7. Be a good listener
8. Talk in terms of the their interests
9. Make people feel valued and important, and do it sincerely .

These principles are the first of 30 that Dale Carnegie outlined in the book “How to Win Friends and Influence People.”  They work if you use them, Warren Buffet measured the difference between using these principles and not using them and in his book “The Snowball Effect” and he said quite simply that they have made a large difference in his business and they work.

I recently watched an episode of Undercover Boss, where an employee said to the undercover CEO that working for the old company was better.  When asked why, she simply said, “If felt more appreciated.”

Lets engage our employees, ask for their input and ideas, give them sincere appreciation and you’ll see a better and more productive work place.

"How to Win Friends and Influence People."

Last week I was discussing the Dale Carnegie classic, How to Win Friends and Influence People, with a prospect.   They suggested that the human relation principles in the book are common sense.  I agreed this is likely very true, but I also said that these principles are not common practice.  That sounds rather harsh, yet unforunately, it's true.  It's human nature.  After all, learning the principles put forth in the book is one thing.  But consciously and consistently applying them in everyday life is another.  How many people read a book and change their behavior in a substantial way?

It's just like anything in life, we know what we "should" do, but quite often we don't do it.  We know that we should exercise regulary, however, many of us choose not to.  Albert Einstein once said;  "If you always do what you've always done, you'll always get what you've always gotten."  Without a doubt, hard work and dedication at applying the human relation principles has changed the lives of millions of people around the world that have taken the Dale Carnegie Course.

Millions of people have the read the famous book and don't realize that the Dale Carnegie course helps adults learn how to put those common sense principles into practice.  The results can be truly amazing, in the work place and in our personal lives. 

I make it a point to give value in my blogs and stay away from selling!  Sorry I'm a business owner that passionately believes in what we do!

If you you've read the book and believe that it is a great way to live your life, look into the Dale Carnegie course. 

 Take a chance to improve and do something different!!

Have a great week!

Leadership

I heard a great quote last week,

“The responsibility of leadership is not to come up with all the ideas

but to create an environment in which great ideas can happen.”

This is the key difference between being a manager and being a leader in our organizations.

Good managers organize process, in other words they have the keen ability to implement and drive processes in areas such as: Recruiting & Hiring Process, Performance Process (accountability), Developing sales people, coaching etc.

Leaders on the other hand manage the people side of the business which include: building the team, recognizing potential, leading effective meetings and inspiring others.

I have often said that as leaders we cannot motivate others, all we can do is inspire people and teams to motivate themselves. In a recent survey 55% respondents said inspiration is the number one thing that people look for in their manager but only 11% suggested that they were receiving this.

So how do we inspire others?

This takes time by getting to know our people and what is important to them.  Dale Carnegie suggested these human relation principles for true leadership:

Begin with praise and honest appreciation.

Call attention to people’s mistakes indirectly.

Talk about your own mistakes before criticizing the other person.

Ask questions instead of giving direct orders.

Let the other person save face.

Praise the slightest improvement and praise every improvement.  Be hearty in your approbation and lavish in your praise.

Give the other person a fine reputation to live up to.

Use encouragement.   Make the fault seem easy to correct.

Make the other person happy about doing the thing you suggest.

If you use these principles you will find that you will earn the respect of your team and they will want to follow you.

Talent Management - Attract, select, develop, appraise, reward and retain the best people.

Interesting article that I saw last week.

How is your organization planning to overcome these issues in the future?

One Third of Employers Worldwide Cannot Find Qualified Talent, Survey Finds

Milwaukee, Wis. — May 25

One in three employers globally report experiencing difficulty filling jobs due to lack of available talent, the highest percentage since before the recession in 2007, a ManpowerGroup survey found.

The Talent Shortage Survey conducted by the workforce solutions company also found that 90 percent of employers cite candidate-specific factors behind the challenge of filling mission-critical roles — including a lack of necessary skills and experience, insufficient qualifications, or a lack of soft skills.

The talent market may soon have an over-supply of available workers and under-supply of qualified talent. To navigate this challenging landscape, ManpowerGroup advises employers to reconsider work models and people practices and develop a robust workforce strategy that "manufactures" the talent they need to execute their long-term business strategy.

"As the chaos and complexity of the post-recession era have irrevocably changed the way the world works, employers can no longer solely rely on a 'just in time' approach to hiring, expecting 'on-demand' talent to be available wherever and whenever they need it," said Jeffrey A. Joerres, ManpowerGroup Chairman and CEO. "It would be unthinkable for a company to plot its growth strategy without identifying a sustainable supply of raw materials, so employers must ensure they have the talent in place to support their business goals. The 'manufacturing' of talent cannot be achieved in the short-term, but it can be developed in the long-term so companies must strategize accordingly."

With 28 percent of employers worldwide reporting a lack of experience among candidates as a key barrier to filling vacancies, organizations may need to move away from traditional training and development programs and focus on experiential development by engaging employees on "stretch projects" that not only achieve the desired outcomes of the business, but also is tailored to the employee to help them achieve their full potential and help build the skills that are most valuable to the organization.

The hardest jobs to fill globally are technicians, sales representatives and skilled trades workers, according to ManpowerGroup's survey of almost 40,000 employers across 39 countries and territories. These are the same jobs that employers have reported having difficulty filling for the past four years, underlining the need to re-evaluate how they are recruiting for these positions.

Jobs most in demand in 2011
1. Technicians
2. Sales Representatives
3. Skilled Trades Workers
4. Engineers
5. Laborers
6. Management/ Executives
7. Accounting & Finance Staff
8. IT Staff
9. Production Operators
10. Secretaries, PAs, Admin Assistants, & Office Support Staff

Jobs most in demand in 2010
1. Skilled Trades
2. Sales Representatives
3. Technicians
4. Engineers
5. Accounting & Finance Staff
6. Production Operators
7. Administrative Assistants / PAs
8. Management/Executives
9. Drivers
10. Laborers

Globally, employers having the most difficulty finding the right people to fill jobs are those in Japan (80 percent),India (67 percent), Brazil (57 percent), Australia (54 percent), Taiwan (54 percent), Romania (53 percent), USA (52 percent), Argentina (51 percent),Turkey (48 percent), Switzerland (46 percent), New Zealand (44 percent), Singapore (44 percent), Bulgaria (42 percent), Hong Kong(42 percent) and Mexico (42 percent). Talent shortages are least problematic in Poland, Ireland and Norway. The number of employers struggling to fill roles in the USA has jumped 38 percentage points to the greatest percentage in the history of the survey in the country.

Source: ManpowerGroup


Contact me for a white paper that sets out a 9 step process to help you overcome these issues.

How to Conduct a Meeting

Dale Carnegie Training®

Question:

My boss just told me I am responsible for planning this year’s company meeting.  I have done smaller meetings, but not a meeting for an entire company.  What are some guidelines I should follow to conducting a meeting smoothly? 

Response:

There are two words to remember when planning a meeting - communication and details.  Remembering to communicate your thoughts and attention to detail will lead to a successful company meeting.  Here are some guidelines:

1. Have a vision. Talk to your boss and anyone else that can contribute insight to the meeting.  Ask them what they want to achieve at the upcoming annual meeting.  Create a unique vision for this meeting – is it about teamwork, new products, rapid growth, etc.?

2. Create an agenda.  Look at what was done in the past couple years for a guideline to what should be included in the upcoming meeting.  Make a list of each topic relevant to the year that’s appropriate for discussion.  Work with your boss or coworkers to get input. 

3. Find a location. You’ll need to decide where the meeting is being held. Start working on the details with the facility managers.  They will be able to lead you through all the choices. 

4. Connect with the speakers. Although the agenda won’t be set until a few weeks before the meeting, work with the speakers to get a gist of their topic. Contact these people and ask what technology they’ll be using and if they have any other special needs.

5. Keep people in the loop.   Make sure you are keeping the appropriate people of any updates with the company meeting.  It is always better to be more informative. 

               

If you have any business related questions or would like advice on other workplace issues, visit our web site at http://www.bc.dalecarnegie.com/ or mailto:paul.sinkevich@dalecarnegie.com

Building on Relationships?

Dale Carnegie Training®

Question:

I’ve always felt that closing a deal is not the end, but the beginning of a partnership.  It has been challenging at times to continue the relationship after the deal is done, since my focus is to generate new revenue for my company.  Furthermore, my company feels that an existing client is not as fruitful as new clients.  What are your thoughts?

Response:

In today’s fast pace world, it is very difficult to cultivate and maintain a relationship with a client but that is exactly what successful salespeople are doing to stay at the top. Most sales leaders approach their work with the goal of building long-term relationships.  

The focus isn’t just on what you can sell clients, but how you can forge lasting ties with existing clients. These existing clients will help you network, because you have gained their trust and showed you have knowledge in what you are selling. 

Positioning yourself as a sales consultant with existing clients will help you generate revenue even if your company doesn’t seem to think so.  Your relationship with these clients will give you credibility that will in turn give you recognition from prospective clients.  

In a nutshell, you are right.  Honor commitments, follow up as promised, and keep in touch.  This increases your visibility and credibility—and fosters customer loyalty.  Soon enough, relationship building will become second nature and you can focus on new business. 

If you have any business related questions or would like advice on other workplace issues, visit our web site at www.bc.dalecarnegie.com or email me at paul.sinkevich@dalecarnegie.com.

People Skills

Question:

I have been working from home as a computer programmer for over 15 years now, recently I accepted a job as a senior programmer, which will put me on location at client sites. I’m worried since I haven’t had to use face to face communication skills in a business setting in many years I might be rusty and out of place.  As a senior representative of my company, I believe these communication skills should be one of my strengths and not a weakness.  What are some things I can do or practice so that I’m more natural and professional during face-to-face communication?

Response:

Improving your interpersonal skills is something that cannot happen overnight.  The only way to improve is to practice and actually do it. Many of the skills may take time for you to adopt, however there are also some quick little techniques that can start to make things easier almost immediately.

               

      1) Stay professional. Remember no matter whom you’re talking to make sure you are at your best. The way you act reflects on your character. Learn to deal with situations in an appropriate way.

      2) Establish credibility. Be sincere, if you are truthful and upfront with people it will go a long way to gaining other’s respect and trust. 

      3) Understand others’ point of view. Remember to reflect on what others tell you, even if you disagree take the time to learn and understand where they are coming from.

      4) Learn about others. Take time talk with employees or clients.  Conversations do not need to be work related, rather simple conversations that help you learn about the person and build rapport.  

      5) Be confidant. Keep eye contact and your body relaxed. Be sure to speak clearly and at a moderate pace.

If you have any business related questions or would like advice on other workplace issues, visit our web site at http://www.bc.dalecarnegie.com/ or our Knowledge Centre on our global site at http://www.dalecarnegie.com/ or email me at paul.sinkevich@dalecarnegie.com.

Leading By Example

Question:

I’m the president of a small company with a very close-knit staff.  Since we are all very close, personal issues are more visible. My problem is that I become awkward when dealing with these types of issues. How can I handle these situations?

Advice:

Congratulations on having such a caring and close group of employees! Part of being a leader is how you handle delicate issues.  Try these following tactics to demonstrate your leadership skills:

1. Live in day tight compartments. Focus on what must get done. This is a necessary skill when faced with adversity. If you concentrate too much on what might happen, your energy will be directed towards all the different situations that could arise, instead on working on what needs to get done now.

Handle each situation as it presents itself.

2. Go a step beyond. Difficult situations can be the catalysts to great solutions. Use the opportunity to assist or come up with a new plan of action.

3. Remember priorities. Too often, when faced with overwhelming stress, we concentrate on the negative. Focus instead on the positive and an end to the situation. Concentrating on this can keep your goals in check and help in decision-making. You’re a role model to your employees.

Complex situations will present themselves from time to time. With a supportive environment in hand each one of those situations can be dealt with accordingly. Remember that being in a leadership position is more than just delegating – it’s in the management of difficult times that the real leader is visible.

If you have any business related questions or would like advice on other workplace issues, visit our web site at http://www.bc.dalecarnegie.com/ or mailto:paul.sinkevich@dalecarnegie.com