For the new senior executive, the perks are great, the responsibilities critical to the success of your company, and you are making great money.  That’s the good part.  The challenge is to stay there and succeed in the new role!

An article on this topic by Jim Swanson, senior director for the American Bar Association and former CEO for USAF Legal Operations was published in the online news, December 2011, for the Society for Human Resource Management.  In it he outlines some of the differences as one assumes a leadership role.

One of the most significant differences might be obvious, but requires some thought.  The new Big Bosses are a very different group than those in middle management.  These people have a whole world of “bosses” to report to, including their board, shareholders, customers, and even Government.  Their work schedules are generally 24-7, and their time is always stretched.  Therefore a big part of your job is to communicate efficiently.  A quote from a former boss of mine – “Be brief, be bright, be gone.”  -might apply here.

Your attention and time will also be spent primarily on solutions to the overall company goals.  Your focus should be always on the results, without getting tangled in the details and processes of your internal organization.  Failing to deliver is a sure definition of failure in your boss’s eyes.  You also need to steer clear of turf wars or spending time on personal status issues.  These are NOT productive.

Don’t bring problems – bring solutions.  If you simply bump tough problems up to your boss, you are not providing value in the role.  If it is necessary to bring an issue to the Boss, be prepared with solutions and courses of action that are in line with the “big picture” as the Boss sees it.  This means that you have to be constantly aware of the current situation in the company so pay attention.

Executive suite language often requires interpretation.  The Boss doesn’t criticize in public, and speaks much like a diplomat – oblique and highly civil.  It is for you to understand underlying messages. In public settings, compliments are “diplomatic” and you shouldn’t read too much into them.  In one on one communications, compliments with a “but” in the conversation may be an expression of concern so listen carefully to the comments.  Also, any time the Big Boss makes a suggestion or mentions something more than once, take it as “Do it ASAP”. 

Finally, get used to NOT getting a lot of strokes from the CEO.  Also get used to criticism, as it is part of the territory.  There is usually not much time for coddling – the fact that you are still in the executive suite is reward enough.

For the “Big Boss” – help your new execs prepare for the role, and you will have a much more productive and stable group to support your success.  Good luck.

You are invited to attend the 2011 New Mexico Employer Summit on Thursday, November 17, 2011 at Hotel Albuquerque from 7:30 a.m. to 12:30 p.m. Panels and discussions during this half-day event will include:
-  “How to Align Business Practices with Unemployment Insurance Policy”
-  “Readily Available Business Resources and Services”
-  “How Employment & Labor Laws Apply to Your Business”
Advanced registration is required and seating is limited. Registration is $25 per person. To register, please call Rosanna at the Albuquerque Hispano Chamber of Commerce, (505) 842-9003, ext. 110 by November 3, 2011. For more information, please call (505) 841-8690 or visit the 2011 New Mexico Employer Summit website at
www.dws.state.nm.us/employersummit.

The other side: 
- Be careful not to discriminate against older workers when looking for interns.  The perception is that these jobs go to young graduates, but there are many older workers wanting new skills.
- Interns sometimes perceive that they are not subject to employer’s policies even if they sign the appropriate documents.  Similarly supervisors may think the same way.  Abuses of internships by both parties can lead to legal claims and end up being more of a hassle than the program is worth.  The key, of course is clear direction and careful management by the supervisor, with the help of the Human Resource group.
- Foreign workers on a visa do take internship jobs, and so the visa requirements need to be carefully managed as well. 

Companies need to set clear goals for their internship programs and make certain they are reaching them.  The primary reason a company has this program is to have access to a pool of possible hires.  If the company can’t identify good candidates in this pool, then it isn’t being managed correctly.  If the company isn’t able to add new employees, the time spent on training may not be worth it, even though it contributes to the business community overall.

Each company has its own special needs, and decisions about internships need to fit these needs.

Those employers that appreciate happy productive employees are more likely to say things like “thanks, good job” or let me know if you need help” or even “why don’t you take the rest of the day off – you’ve worked hard to complete this project”.  Their employees are also more productive overall (See my previous blog on paying for performance).

A column in Bloomberg Businessweek, by Liz Ryan (10/4/2011) gives some great examples of what “bad bosses” say and how it negatively affects the company.  One I’ve already alluded to- “If you don’t want this job, I’ll find someone who does”.  These bosses love to remind employees that it’s all about the money, and that “You work for me”.  In actual fact money is not as important in a professional relationship as feeling like the employee makes an important contribution. 

Another (and we’ve all heard it) is “I don’t pay you to think”.  In my experience, those bosses felt threatened by anyone with a good idea, or they were stuck in old ways and didn’t want to make an effort to change.  Any employee with a brain is going to look for a new job asap.

How about “I’ll take it under advisement”?  Much like Mom or Dad saying “We’ll see”, and not a very positive response.  It usually means the boss doesn’t value your input enough to make an effort.

“Bring me solutions – not problems” can be perceived in two ways.  During the “re-engineering” craze in the ‘80s this was a catchphrase for the movement.  It should be empowering to the employees , as those closest to the problem usually can find better solutions.  It has also been misinterpreted as “don’t complain – just deal with it”, not nearly as positive an attitude.  It is also possible, that in the complicated business environment we live in now, the solution is a much more complicated one, and needs a manager’s involvement. 

“Who gave you permission” is such an antiquated attitude, but does still prevail.  Any organization has rules and guidelines for the workplace and the business, but when employees want to stick their collective necks out and try new ideas, there should be support and advice available from management – rather than roadblocks.  Companies that can respond quickly to new opportunities or crises don’t use that phrase.

Others – “sounds like a personal problem to me”, “drop everything and do this NOW”, and “everyone here feels the same way” can be belittling and create a negative work environment to those having to hear these comments.  So, whether you are just leading a meeting, or leading a department, think before opening your mouth “how would this sound if a boss said it to me”?  Thinking before speaking is always a good idea!

Research is being conducted by the Arrowhead Center at New Mexico State University. ER&A will conduct an educational inventory with the assistance of the New Mexico Public Education and Higher Education Departments. Ultimately, survey results and data will be provided to job seekers, educational institutions, business communities, and state agencies to help guide the State Energy Sector Partnership and Training grant efforts. (see below)
Another goal of the grant is development of the Mobile Green Jobs Workforce Center (MGJWC), whereby job seekers will have access to new computer workstations, software, and online services resulting from the Grant research utilizing this new resource. The MGJWC will be more responsive to the targeted population needs by making resources available to job seekers in all areas and communities with the most need, such as the state’s rural population, isolated Native American tribal areas, and other underserved communities. The MGJWC can also serve as a training center to promote workforce information and other topics at mass layoff rapid response locations around the state. All the data collected and outlined under this Grant will provide essential information to help stimulate the growth of New Mexico’s new green economy and help fill the job market void left by recent business contractions and closures.

State Energy Sector Partnership Program
The goal is to establish a statewide approach to job seeker training in renewable energy/energy efficiency occupations in solar, wind, green building/energy efficiency and biofuels.  These are identified as sectors active in the State with a potential for job opportunities in the future.  The oversight council, a subcommitte of the State Workforce Board will work to identify industry needs and job opportunities to make sure that training matches with the sector needs.
To be eligible for training candidates must be over 18 and 1) have a Social Security number, 2) have the right to work in the U.S., and 3) comply with Selective Service registration requirements (for males)
AND
Be included in one or more of the following groups:
1. An incumbent (currently employed) worker in need of skills upgrades for a solar, wind, biofuels, green building/energy efficiency green job;
2. A displaced (currently unemployed) worker ;
3. A woman;
4. A veteran or qualified spouses of a veteran;
5. A high school dropout; and/or
6. meet low-income eligibility guidelines.
To apply for this program complete the SESP training pre-application, available at the project website, www.greenjobs.state.nm.us,  and take it to your local Workforce Connection Center. Your nearest Workforce Connection Center can be found by visiting http://www.dws.state.nm.us/dws-offices.html.

SO – is it a good idea?  The Society For Human Resource Management (SHRM) July publication reviews a study by the American Society for Training and Development that recommends piloting mobile learning programs to find out what works.  They suggest rolling out the programs incrementally and take advantage of the mobile device features that enhance learning,.
So far the ASTD survey finds that 15% of the 1546 organizations responding to their survey use mobile learning.  Interestingly, those organizations that were using mobile learning found a high correlation between that factor and better performance – specifically in market performance and effective instructional design.  

 
Another 41% of organizations surveyed said they were considering developing mobile learning programs in their institutions.  Michael Green, research manager for ASTD cautions that this is no replacement for traditional formal learning, but augments that venue by making relevant content easily accessible to employees, and by providing real-time learning.

Recommendations for mobile learning initiatives from the report:
- Try to remain “agnostic”, as developing mobile applications and then having to provide devices represent big upfront costs.
- Don’t focus only on the importance for training.  Realize the other benefits, to help manage a workforce and improve productivity in the organization.
- Remember it’s OK to wait and see.  This market is still fragmented, so maybe being a beta test organization isn’t right for you.
- Take small bites – try one or two applications as a start.
- Utilize the unique capabilities of this type of device – otherwise you might as well stick with webcasts or internet-based products.
Good luck!

Typically in a one-hour interview the hiring manager will ask 10-12 questions, and these questions should be geared to learning as much as you can in regards to the above goals.  However, there is a lot of prep time to hone these questions to produce the desired results.

Noah Apodaca, recruiter for UC Irvine, wrote an article for the Society for Human Resource Management newsletter (shrm.org) on what to ask and how to ask it to get the best response from your candidates.    The questions need to give the candidate an opportunity to share their skills and experience

. 
So here are a few examples of good/bad ways to ask the questions:
* Don’t ask: “Why do you want to work here/want this job?”  This elicits a response on how great the company is and what a great opportunity they have.  In fact the basic reason is that the candidate needs to make money!
* Ask instead – “What particular skills or experiences make you the best match for this position?”, or even more behavioral-based:  What would your most recent supervisor say are the skills that make you the best-qualified candidate for this position?”  This allows them to highlight the things they found to be important from researching the company and the position.
* Don’t ask:  “Where do you see yourself in five years?”  The obvious answer is with the company providing great contributions to the organization.  This gives you no insight on the candidate’s vision concerning professional growth.
* Ask instead – “Where does this position fall in your career path?”  This is more open ended, and also lets you see whether the candidate does have a vision or sees this job as a destination job.
* Don’t ask: “What was the worst thing about your last employer?”  This encourages the candidate to whine, or in the least, break professional decorum.
* Ask instead – “What aspects of your previous  position did you find most professionally challenging?”  This allows candidates to reflect on how they felt their skills matched the challenges of their most recent workplace, and even to suggest how they would improve that situation. 

This is just a short list of the types of interview questions that can be helpful to managers in trying to find the best person for the job.  It is difficult, but a good outcome is rewarding both for the manager and the company.  Good luck!

The economic climate and lack of enough qualified applicants for certain occupations has resulted in a rash of diploma mills in this country and abroad. In addition, the popularity of distance learning programs has made it easier to provide phony educational credentials.  In the last year, the number of such institutions was up 48%, according to an article on the Society for Human Resource Management website.  Many of these institutions offer educational degrees and certificates to foreign workers eager to enter the US market.   As of this month, the report states that 1008 such institutions have been identified in the United States. 

In addition to the fake documents, the employer may also have difficulty in verifying that an educational diploma abroad is equivalent to one issued in the US.  Hiring employees who don’t have legitimate credentials, or who don’t have equivalent training from abroad, exposes employers to significant risk.  There should be as much of an emphasis on checking educational backgrounds as in checking any other factors in the process.

Many HR professionals are unaware of the magnitude of the $1 billion international diploma mill industry, and are not validating the issuing institution.  Suggestions by one background check service suggestion that U.S. schools can be validated through the U.S. Department of Education or the Council on Higher Education Accreditation.  Verifying the legitimacy of foreign institutions requires more effort, but any professional background check should be able to provide information.  (wikipedia has a fairly thorough list, though they caution that it is by no means the last word).