Find Great People

As the New Year commences, it’s time for managers to look closely at their company and decide what changes need to be made for 2012. This year is going to be different. The nation is transitioning into a post-recessionary economy and managers are going to be faced with the challenge to not only hire the best people possible, but to retain those people as well. So, how can your company be different in 2012? What are some initiatives your company can implement that will set it apart from the others?

Staff Development
Human resource managers need to make sure that there are plenty of pinch hitters waiting on the bench. It's important for the HR department to identify an employee's potential and help nurture it to its capacity. Companies need to offer mentoring programs along with extra training and adult education to help bring out the best in all employees.

Internal Communications
Now is a good time for companies to step up their social media and internal communications departments. HR managers may want to develop a social media outreach initiative to help workers and customers stay on top of the latest business and employee news by posting updates, blogs and special offerings on the company's website and other social media pages.

An article in Time Magazine recently mentioned that one of the top trends of 2012 will be "workplace flexibility". This trend recently took center stage when a number of large companies began announcing that they were adding vacations to the list of perks that employees can choose from - giving workers control over their allotted time off.

While many companies are still leery of implementing a flexible workplace policy for fear that employees will abuse their new found privileges, the old school mentality that people work eight hours a day for 40 hours a week is changing. Many businesses now realize that the idea of giving workers more freedom does have its advantages and can lead to a happier corporate environment, increase job satisfaction and help reduce stress.

A recent Brigham Young University study found that when participants were able to work from their homes and set their own hours, they could work 57 hours before one quarter of them began experiencing stress over work/life balance. In contrast, those who worked set hours in offices could only work 38 hours before experiencing the same amount of work/life stress.

Traditional flextime, which has been around for decades, is simply the policy that gives workers the option to choose when to start and stop their workday within a company's conventional schedule. With advances in technology over the years, traditional flextime has come to mean that workers can also pick which days they will telecommute and which days they will physically be at the office.

As many companies switch from traditional flextime to overall workplace flexibility, so too is the concept of tracking hours and days changing to become what IBM calls a "results only environment." The notion that workers have more control over their work day as long as their assignments are completed on time is another way employees can take responsibility over their work and personal lives.

"It blows my mind," says Dan Martell, career coach,  "when I meet entrepreneurs who get advice for major decisions from someone who hasn’t achieved success in the area they’re seeking to conquer (ex: parents, friends, business partner).  A mentor is someone who’s been there, done that, and is willing to help you out.  It’s that simple."

Mentoring has become a buzzword in our corporate culture.  I know for me personally, my life has been irrevocably changed by personal and professional mentors who have taken the time to sit down and give me solid advice. But now that I’m in a position where other, younger folks are asking me for my advice, I realize what a sacrifice that was and how much time these people have invested in me. Greg Aiken, Marketing Communications Manager, Windstream Communications is on the United Way YP Mentor of the Year committee and he shared the following thoughts:

I recently had the opportunity to review nominations for the United Way’s Mentor of the Year,which they’ll announce in January 2012. While each nomination was unique, they all shared similar qualities. As I combed through the nominations, the same phrases and descriptions continued to appear: “I wouldn’t be what I am today,” “sounding board,” “life-changing,” and “well-rounded in career and family.” All of these nominations have a similar premise: a genuine concern for those around you. It’s the Golden Rule 2.0: Treat others as you’d like to be treated and take an active interest in where their lives are headed.

The other morning I had coffee  with someone who I consider one of my professional mentors. We typically get together once a quarter to talk life and industry. Our topic this morning revolved around professional development and it got me thinking: having a network of mentors is like weaving a safety net. The more people you cultivate for advice will translate to a foundation of people in your similar field who have a vested interest in seeing you succeed.

Should something happen to you professionally (lay-offs, you start a business, you move into a new career, etc.), these are the people who will be able to help you power through.

Here are my thoughts about mentoring: Connect with some who has influenced you professionally or someone in a field you’re wanting to end up in and ask for 30 minutes of their time. Show up with a list of questions. Most importantly, follow up with a thank you note. Then plan to connect periodically. Having these connections is a major investment in your future.

So how do you go about connecting with a mentor? Martell has the following to say.

Get an Introduction

If you can (it’s not necessary), find someone who knows the potential mentor and ask for an introduction.  If you can’t get a “warm introduction,” then name dropping might be your next best bet. Ask him if you can stop by his office, and bring coffee for a quick introduction.

Tell him what you are seeking advice on; for example, business growth, partnerships, financing, hiring, even leadership.

Add Value (Important)

If possible, ask them if there’s anything you can do for them.  I always try to add value first, before ever asking for anything.  One great questions is: “What does your ideal customer look like?” - then, down the road, you can send referrals or relevant news snippets, etc.

Be Persistent

It may take months before you can get a meeting.  It doesn’t matter. Keep trying.  People are busy, and your not high priority in their lives (yet :-).  Passion and persistent are your most important assets, keep trying different approaches, without being annoying, until you get a meeting.

Take this advice to heart and you're well on your way to finding a mentor who can really make a difference in your life! And if you're on the other side of the fence where you are more experienced and can add value to someone else's career, consider finding a "mentoree." Whitney Johnson of "dare to dream" recently blogged on HBR about why she acts as a mentor to someone.

"When I asked Bob [Moesta, the Managing Partner of The Re-Wired Group] why he mentors, he said, 'Largely for the pure joy of knowing that because we crossed paths, that person accomplished something they didn't know they could.' This is also true for me. When I spend time on a candidate with intense drive, one who knows what they want to know and why they want to learn it from me, it's like investing in a guaranteed asset. Because while I truly enjoy investing in stocks for a living, when I can invest in people and their dreams, it's a payback like no other."

It’s nearly the middle of November, which means the holidays are almost upon us.  In a little under two weeks, employees will be taking off for Thanksgiving. And once Black Friday hits, employees are easily distracted by everything from holiday decorating to Christmas shopping to parties. The holidays have stretched to a five or six-week long stint beginning in a few weeks.  And even worse, a survey in 2010 “revealed that 46% of Americans plan to complete their holiday shopping during work hours-either through online shopping, taking sick days, or cutting out a little early.” To be sure, building a workplace of choice means that holiday activities are permitted and even encouraged. No one wants to work for an Ebenezer Scrooge.

But business needs don’t stop just because it’s the holidays. Margins must be met and profits must be made. So how do you as an organization keep your employees focused and profitable during the holiday season?

1.)     Address the problem head-on. When talking to your staff, acknowledge that this is a hectic time of year and that you realize that schedules are strained and that the personal side of life takes a bigger toll during these last two months of the year. But also acknowledge that you need everyone “present” and that you still need 100% participation and commitment. Having an open and authentic conversation about both your needs as an organization and the employee’s needs will help motivate your employees.

2.)    Remind employees that what they do at work is worthwhile. It’s easy to push work to the back burner when there are so many pressing things at home. Stop and take a moment to remind employees why their function at your organization is important and how they make a difference in people’s lives. Here at FGP, we connect great people with great companies. What better present could a family have than to find a new job, especially in a down economy? Of course, every day is not quite so glamorous but what each one of your employees does on a day to day basis makes a difference in the community.

3.)    Ask employees to plan for the New Year. In our office, we are in the process of creating our budgets for 2012. For me, it is a perfect time to plan and strategize for what I want to accomplish in 2012. In addition, ask employees to perform self-evaluations and perhaps list past accomplishments, advises Julie Shankman of the Employment Metrics blog.  This will “help to keep staff working at full capacity in anticipation of reviews and possible raises.” In addition, remind employees that raises are tied to performance.

4.)    Stop, pause and say “thank you.” This really ties in very closely to the second point. So often we get so busy in our day to day activities that we don’t tell our employees “thank you.” My employer will periodically send a simple hand-written note that is just a note of appreciation for my contribution to the business and that lets me know that he appreciates me. I keep those hand-written notes because they inspire me when I’m discouraged or am working a 14 hour day. When is the last time you thanked your employees? “Thanksgiving might be a good time to talk about what's going well in your organization, says Ron Ashkenas of the Harvard Business Review, “and to recognize, acknowledge and appreciate all of the contributions that people are making to that success. Particularly when colleagues are expected to work long hours . . . and move quickly from crisis to crisis — it's critical to periodically pause and say "thank you." If we want our people to continue working with unbridled energy and commitment, it's vital to remember that money alone is not a sufficient motivator and that appreciation, in fact, goes a long way.” What better time to say thank you than the holidays?

And perhaps one of the ways that you can say thank you is through giving employees flexible time off. Recognize that they do have more obligations at home. Very possibly, giving them that two hour lunch break during the two weeks before Christmas will make them significantly more focused while they are at work.

Is your resume needing improvement? Come hear what our recruiters have to say about how to develop an impressive resume!

When: Thursday, November 10th at 12:00 pm

Where: 190 Knox Abbott Drive, Suite 3B, Cayce, SC 29033

RSVP: asteele@fgp.com or 803.719.5542

The workshop will last approximately one hour. Sandwiches and soft drinks will be provided.

There is no cost to attend, so please bring a friend and don't forget to bring your resume and any questions you may have!

With the recent announcement of the iCloud by Apple, we can be sure that cloud computing is here to stay.  And for the most part, this is good news for the IT industry. According to a recent report from BDO USA, LLP, companies have ramped up the hiring of IT workers in order to ensure that their businesses are ahead of the curve in the digital age. The report found that 46 percent of technology companies are planning to increase their staff in this year alone, as there is a greater demand for their expertise in areas such as cloud computing.

The report also found that chief financial officers (CFOs) are reportedly using cloud computing in order to improve business. "Technology companies have switched gears from survival to growth mode," said Hank Galligan, leader in the Technology and Life Sciences Practice at BDO USA, LLP. "The flexibility and scalability of cloud computing created cost-effective infrastructures that allowed adopters to weather the recession and emerge ahead of the curve."

The changes in cloud computing (and the demand for it by executives) opens up tremendous opportunities for IT staff.

PC Magazine reports that a recent survey finds cloud computing to be maturing as a technology. “Out of the 573 C-level executives, business unit leaders, and IT decision-makers surveyed, three key indicators of the maturing of cloud computing were made apparent:

• Businesses have increased investments in resources to secure, manage, and support cloud computing
• There is a growing adoption and preference for private clouds
• Businesses display a healthy interest in cloud computing for revenue-generating services.”

In addition, “60 percent of companies say cloud computing is a top IT priority for next year. The sentiment is even higher among C-level executives with 75 percent reporting cloud computing as a top priority.”

But as more companies begin to rely on a cloud computing platform, Amazon's major two day power outage in April recently had many IT professionals wondering what went wrong, or more importantly, how it can be avoided in the future.

Disasters like Amazon's Elastic Cloud Computing (EC2) are going to happen, so it's best that your company is ready when they do. PC World offers some advice for IT staffers: diversify, and when you're done, diversify some more. If your company is in the process of switching over to Software as a Service (SaaS) platform, or on-demand software, it may be at risk of having all of the “eggs in one basket.”

The good news is that cloud computing doesn't have to be an all or nothing situation. While there are some workloads that can live in the clouds and some that don't have to - think about the most important parts of the business that need to be up and running 24/7. Those are the ones that you can't risk losing, so it's best to keep the technology on-site.

Perhaps the company feels as if it's ready to go all SaaS. There are ways to make sure you have a back up plan in the event of disaster. PC World's Tony Bradley points to SmugMug, the online photo-sharing site that relies on Amazon's cloud. The company was able to escape the EC2 outage because it wasn't using Amazon's Elastic Block Storage system at the time, the hardest hit by the blackout. In many cases, it just might make sense to look at building relationships with a number of different cloud providers in order to avoid dependency on a potentially vulnerable system.

Take a moment to check your company's service legal agreements (SLAs) to determine if you're entitled to any compensation in the event of a problem. It's especially smart when working with a local provider that uses a bigger network. Make sure the SLA spells out exactly who's responsible for which services at the time.

Because cloud computing for the most part is uncharted territory, many IT managers may not have thought about what they can do when things go wrong. By diversifying your company's technology needs, you can help make sure your business remains up and running no matter what.  And if things do go wrong? Transparency is the best policy. Amazon has been praised for how they handled the outage in an honest and transparent way. Making sure we do the same will garner us trust and respect.

Social media can no longer be ignored. It is not a fad – it’s a revolution (see this link for a fascinating video). One statistic: Facebook tops Google for weekly traffic in the U.S.  Or another—it took TV 13 years to reach 50 million users.  Facebook  added over 200 million in less than a year. As proactive leaders of our organizations, we cannot ignore the impact of social media on our employees and reputation—both good and bad.

Having a policy in place is essential for protecting your company and your employees. Without a policy in place, social media can become a huge detriment to your organization. For example, Foxtel CIO Robyn Elliot recommends, "Search for your organization on Twitter and see what's going on. You'll never know who those people are but they're talking about your company. You should pick up patterns from this and take action to fix those problems. People are talking about it for a reason.”

But not only is a social media policy important for the management of your organization’s reputation, it also provides you protection against employees who unwisely post on Facebook or Twitter. Social media poses an entire new field of legal questions and employers would be wise to consider (with counsel) what they can and cannot prohibit. And even with the policy, employers must be careful how they handle negativity on social media. Lexology reports that “the NLRB’s Buffalo, NY regional office has issued a complaint against Hispanics United of Buffalo Inc. (HUB), a New York nonprofit agency. The complaint alleges that the employer fired five employees because they complained about working conditions on Facebook.” 

Or another example from Nutter, McClennen & Fish, LLP:           

Last Fall, the Hartford, Connecticut office of the NLRB issued a complaint against American Medical Response (“AMR”) that garnered national attention. Dawnmarie Souza, an emergency medical technician for AMR in New Haven, got into a workplace dispute with her supervisor. When she got home from work, she logged onto her Facebook page, and created an angry post. She referred to her supervisor in colorful and less than complimentary terms, and her posting resulted in an online exchange with her co-workers who were also critical of the supervisor. Ms. Souza’s Facebook posting clearly violated AMR’s social media policy, which prohibited employees from “making disparaging, discriminatory, or defamatory comments when discussing the Company or the employees’ supervisors, co-workers and/or competitors.” Ms. Souza was thus fired.

Ms. Souza filed a complaint against AMR with the NLRB, which issued a complaint alleging that AMR had violated the NLRA by discharging Ms. Souza. In a nutshell, the NLRB alleged that by making critical remarks about her supervisor to other employees, even through a Facebook page that could be accessed by non-employees, Ms. Souza was engaging in concerted activities protected by the NLRA.

But a social media policy isn’t just for a CIO to make a decision about. In CIO Australia, CIOs agreed that “developing a workplace social media policy around the use of sites like Twitter is not exclusively an IT issue.” David Kennedy, CIO for the Office of State Revenue in Australia, said "The IT group were asked to write the social media policy and we said it wasn't about the technology. Until people understand their responsibility to social media, they constitute a risk." Collaboration with HR and marketing may be a wise decision.

But while social media has definite “caution” signs surrounding it, sites like Twitter and Facebook can provide a unique relationship with clients and employees.

Interestingly enough, the vast majority of CEOs of Fortune 100 companies do not have a Twitter account or if they do, they don’t tweet – see Warren Buffett’s Twitter account. But Warren Buffett has over 50,000 Twitter followers. What an impact he could have on those people.

An article in Bloomberg BusinessWeek points out that the real issue is time. CEOs don’t have the time to manage a social media account. However, “since CEOs aren’t communicating in the same way as their employees, partners, executives and customers then it makes them seem 'distant, disinterested and disengaged.' At the very least, CEOs could delegate the task of managing their social media accounts. It’s not ideal, but at least it would help keep people from hijacking their identities online.”  

One last note – a recent study by Inc. 500 confirms that “America's fastest growing private companies adopt social media marketing initiatives at much higher rates than other companies.” Perhaps social media has something to do with this growth? What do you think?

As technology becomes more a part of the workplace than ever before, IT employees are expected to do more than just write code or answer help desk calls. When looking for a new member of their IT team, many of our clients specifically request certain social and leadership skills. But according to a survey by the CIO Executive Council, leadership development in the IT department is lacking.  The survey found that only 26% of respondents felt that their companies fostered conflict management skills in IT employees, while just 17% felt their companies addressed the need for political savvy in their IT employees.

What’s the problem with this?  Without strong leadership in the IT department, the CIO is likely left working primarily in reactive mode, having to spend his or her time dealing with issues that arise daily, rather than being able to work strategically towards a long-term vision.  Karen Rubenstrunk, author of “The CIO Edge: Seven Leadership Skills You Need to Drive Results,” says that this reactive mode of functioning can create a “downward cycle,” where opportunities for leadership development are continually overlooked. “Developing strong leaders under the CIO frees the CIO to work more strategically with other executives,” she says. “You get to do things you signed up to do as a CIO.”

Helping to turn good IT managers into great IT leaders takes time, but is well worth the effort.  CIO Magazine’s “Secrets to Building a Deeper Bench” profiles some of the companies that are most effectively working with their IT staff to build strong leaders.  Some of their CIOs’ advice includes: offer a personal touch through one-on-one meetings with potential leaders; initiate cross-department training, so IT staff and staff in other departments can learn more about how the company works as a whole; and offering developmental assignments, such as performing due diligence or researching a new tech initiative, to staff in order to help them develop brand new skills. 

Here's a great example that CIO Magazine gives: Cora Carmody, CIO of Jacobs, a $10 billion engineering-services firm "approaches leadership development both formally and informally. For example, she emails coffee-talk questions to her global staff every two weeks, aiming to spark conversation on topics from world views to personal dreams. The idea is to build bridges by getting to know people. One recent question: What would you try if you could not fail? She challenged her leaders to share their answers with two to six others, then she facilitated discussion. Feedback she received showed that people talked about personal and professional aspirations, including how to help others achieve theirs. She feels connecting with staff on a human level is one of the most effective management tools a CIO can use."

Is your organization giving IT staff the opportunities necessary to develop new leaders?

“What is this world coming to?” is a phrase you probably often hear uttered from parents or older friends. “Kids” like Mark Zuckerburg are running multi-billion dollar companies. For the first time in American history, there are four very different generations working together. It is not uncommon to find sixty-year-olds working beside iPhone-toting, Tweeting, Facebook-ing twenty-two-year olds. Each age group brings its own ideologies, its own technologies (or lack thereof), and its own way of doing things to the workplace with them.  As a manager, how do you keep so many different types of people happy?

Let’s begin with some definitions.

First, there is “The Silent Generation.” This group is comprised of people born between 1925-1942. They value respect to authority, loyalty, and getting the job done. You will often see members of this generation staying at one place for their entire career.

Baby Boomers. Born between 1943 and 1960, this group comprises the largest percentage of our workforce (39.9 percent). They are hard workers, dedicated to a successful career, and will work the hours needed to climb the career ladder.

Generation Xers. Born between 1965 and 1980, they value work-life balance. “Gen Xers are so much more skeptical [than Boomers], think the boomers are crazy to work so hard, and are determined to do a good job -- but also to go home at night and have a life,” says Margaret Heffernan with Fast Company.

Generation Yers or Millenials. This is the newest group to enter the workforce. Just graduated from college, this group likes texting, technology, and lots of freedom. They’re the babies of the company, so they’re  learning the ropes, and trying to catch on quickly. A recent study by Twenge and Campbell found that millenials have "unrealistic expectations, a high need for praise, and difficulty with criticism." But at the same time Millenials are eager to try new things, bring new fields of expertise with technology, and are quick to learn new tasks.

So how does one cope with these generational and ideological gaps?

Carrie Scott, SPHR, is one of our FGP HR consultants and she faces this issue a good deal as she works with different companies throughout South Carolina. She had several pointers that coworkers can use to help them cope with the generational differences in the workplace:

·         The Golden Rule has changed. It is no longer “do unto others as you would have them do unto you.” Instead, “do unto others as they would have you do unto them.” In other words, whatis important to you as one generation may not be important to the person you are managing if they are from another generation. A Millenial will probably value a day off more than a Baby Boomer will! And while a Gen Yer may need to put down his iPhone and look someone in the eye while conducting a conversation, perhaps a Baby Boomer needs to learn how to be more empathetic when talking with other team members.

·         Each generation needs the other.With an aging workforce, we as organizations must realize the importance of attracting the younger generation. To do that, we have to be willing to be flexible. Understand that the Gen Yers won’t typically stay until 7 or 8 at night, but they will also bring a lot of energy, enthusiasm and new ideas to the table, especially utilizing technology. The biggest challenge Baby Boomers face is accepting that just because you were raised a certain way does not mean it is the only right way. And conversely, the “young grasshoppers” need to realize that there is a certain amount of wisdom that comes from age and experience that deserves respect. Sometimes those of us who are younger run rough-shod over that wisdom in our enthusiasm.

·         Assume the best. In today’s world, there are times when people need to be on the Internet at work, but they may also be working from 7-9 in the evening at home. If you want to work with the new generation, you have to be willing to embrace and accept technology. If they text you, it is not because they are being rude. Gen X & Gen Y views a working relationship as a “team” rather than a strict hierarchy.

·         We must still hold people to standards.The new generations are very accepting of standards – they want to know the rules they have to play by—but it is important that the manager clearly communicates those standards and rules.

·         Realize that commitment takes a lot of different forms. Just because someone is in the office from 7 am – 7 pm does not mean they are necessarily productive, and the opposite is true as well. You do not have to be “physically present” in order to add value to an organization.  Because many Gen X and Gen Y’s are double-income parents, they want to get the job done and then get out of there. They believe they can find a way to have it all. While perhaps they can, and perhaps they can’t, a great manager will set specific goals and soon the Gen X or Gen Y employee who truly is a strong employee will figure out what needs to be done.

But at the end of the day, perhaps the generational differences aren’t as big as we think they are. Have we focused on our differences to the point that we can’t see our similarities? Jennifer Deal, a research scientist with the Center for Creative Leadership, researched the different generations and came up with the following similarities between all groups. “The most striking result of the research,” Deal says, “is how similar the generations are in the values that matter most. For example, family tops the list for all of the generations. Other values named to the top ten by all generations included integrity, achievement, love, competence, happiness, self respect, wisdom, balance and responsibility.”

In addition, she found that across the board, the vast majority of employees want to learn, to be stretched. “Heffernan backs this up. It isn't just companies that want to grow, people do too. Every disgruntled employee I've ever talked to complained, fundamentally, about the same thing: they'd stopped learning. The most enthusiastic employees are those that are climbing a steep learning curve.” If we are stretching our employees, helping them grow and better themselves, chances are that we are going a long way to mitigate those differences.

Whether you’re working with a trend setting twenty-something or you’re hearing stories about ‘way back when’, remember that everyone is different and that your way is not always the only way. Take others into consideration and realize that different generations work and act differently. You are all part of the same team coming together to build one great company.

And with the lean workforces caused by the recession, employees in their 20s and 30s are being promoted into leadership roles sooner than ever.

For many workers displaced during the recent economic downturn, finding temporary employment was a good way to stay in the job market and bring in some much needed income. To a good friend of mine’s husband who was laid off last year, landing a three-month contract was a godsend, not to mention the fact that it helped them keep up with their mortgage payments.

Now, it appears as if more workers are finding that temporary employment can be a long-term gig.

Although it does appear as if the country is bouncing back from down times, let's face it, it's not going to happen overnight. Many companies are still choosing to go down the temporary route to help rein in budget and healthcare costs. Employers also don't have a crystal ball to look into the future to see exactly when the upswing will be in full force.

As many companies continue to hire temporary workers, it's imperative that you make the most out of your temporary assignment in order to leave a good impression and increase your chances of being hired for a permanent full-time position.

While some people are still a little hesitant to take a temporary assignment, a recent study found that more than half of Americans would rather work a temp job than have no job at all.

All too often, however, people enter a temporary or contract job with the idea that it will just serve as a way to get by until a more serious offer comes along. It doesn't have to be the case if you enter with the attitude that you will be learning new skills while at the same time making important industry contacts.

So, what are some things you can do to make sure you are getting the most out of your temporary assignment?

Is your resume needing improvement? Come hear what our recruiters have to say about how to develop an impressive resume.

When: Tuesday, October 25th at 12:00 pm

Where: 15 Brendan Way, Suite 140, Greenville, SC 29615

RSVP: kpoth@fgp.com or 864.553.7236

The workshop will last approximately one hour. Sandwiches and soft drinks will be provided.

There is no cost to attend, so please bring a friend and don't forget to bring your resume and any questions you may have!

by Adam Vazquez, Business Development Professional

Since its inception, the sandwich has remained a constant cuisine of choice in multiple cultures. The range is vast: burger, sub, taco, falafel, ice cream, or the good old fashioned peanut butter and jelly. Sandwiches are popular across the globe – from an In-n-Out burger in California to a Panini in Italy. However, there is one “slice” of any sandwich that remains constant regardless of the disparity between the different genres of delectable delights: they are all customizable.

This is the aspect we truly love about sandwiches, isn’t it? The fact is that the word “sandwich” can encompass any number of things. In reality, you could put virtually any ingredient on some form of bread and call the food (assuming it remains edible) a sandwich.  Sandwiches are what we want them to be and no one can tell us otherwise.

So how can we leverage this cultural mindset to our advantage as business people seeking to satisfy our clientele?

Our goal must be to please the needs of our clients (internally and externally) down to every drop of mustard or slice of tomato. Each client is an individual and unique case that must be handled and cared for with the highest possible regard. Realistically, this will look slightly different for every organization. The variables including size of staff, number of clients, and industry of work will influence your ability and strategy in customizing your client care. However, some things can serve as principles and guidelines to help engage your clients and meet their needs where they are. For the purposes of this article, we will focus primarily on internal clients or employees. How can YOU serve YOUR employees?

Understand that the success of your company rises and falls on having Great People. Here at FGP we make it a goal to educate our clients that “although processes, systems, and strategies are necessary, it is ultimately the quality of the people who work for you that will bring value to your organization.” This mindset will affect every niche of your business from your hiring practices to your daily operations.

Make your employees stakeholders in your organization. I’m not strictly speaking about financial investment, but also in the ideology of your team. Create a company culture that requires its members to “buy in” to an idea. Communicate that idea regularly to your personnel and set it as a common goal for your team. For FGP, I think that goal can be summarized as “demonstrating a dedicated client focus…and living with a passion for winning.” That is the heartbeat that drives our organization. We love our clients, and we want to win. What is yours?

Practically, get your employees involved in as many decision making opportunities as possible. Big or small, these exercises will prove your commitment to them as individuals and to the success of your organization. For small companies, this may mean holding company wide meetings regularly and designating a time for idea generating and venting frustrations. Bigger companies may want to invest in a corporate trainer or employee relations representative to monitor the pulse of the company and continue the drive toward excellence.

It is impossible to build a great sandwich without great ingredients. In my hometown of Philadelphia, the cheese steak reigns as king of all sandwiches. Although many shops claim to have “the best” there are few that could legitimately claim the title. My grandfather owned a cheese steak shop for many years called, “Ernie’s Steaks.” When I asked him how he remained successful throughout the years, his reply was simple, “It was easy. We had the best bread and steak so we made the best sandwiches.” What a beautifully simple outlook towards success. We would benefit to take a similar approach in our organizations today.

Out of all the challenges facing HR managers, none can be so uncomfortable as the internal candidate interview. Many managers conduct the interview out of common courtesy, knowing perhaps that the colleague really isn't qualified for the job. The process can leave you in the awkward position of dealing with that worker in the future.

Bloomberg Businessweek, however, argues that even if there's only a slight chance that you'll wind up choosing the internal candidate, you should do everything in your power to conduct a meaningful and productive interview.

One of the most cost-effective things a company can do is to actually hire from within, so don't disregard internal candidates right away. Of course, make sure that you do know whether their qualifications stack up in order to make sure you're not wasting anyone's valuable time.

Once you've evaluated their qualifications, you should head into the internal candidate interview prepared in the same way they would be for any other potential employee. It's important that your colleague recognizes that you have done all you can to be prepared and unbiased.

"Think about just how closely internal candidates stack up," recommends Bloomberg Businessweek. "If they're borderline, don't dismiss them immediately. Give them an assignment to test their abilities and (more important) commitment. Distribute their resumés to other stakeholders as well; they may have views that differ from yours. Bottom line: Your internal candidates are likely going above and beyond their current roles. Return the favor."

According to Peter Cappelli, professor of management and the director of HR at the University of Pennsylvania's Wharton School, one of the most important things you can do is ask your candidate why they are interested in the job. Knowing that the co-worker may have the inside scoop on the position, it's also important for you to ask them if they understand what exactly will be expected of them in their new role.

After the interview, if you know the internal candidate is not in the running, you still need to make sure you follow through with the process. It's always better that your co-worker hear the news from you than through the company grapevine. It also will give you the chance to sit down with them talk about what they can do to gain the experience necessary to move into the position. You may also be able to suggest alternative jobs within the company that may better suit their skill skill set. It's also a good way to turn a negative situation into a positive one.

As you go through the internal candidate's qualifications after rejection, you may also be able to refer them to a possible mentor or supervisor who can help them prepare for the next job opening. Again, it's another way you can turn the experience into a win-win.

How many times have you heard "oh no, not another meeting" echoing through the halls of your company? As many executives and managers know, a meeting can be a great organizational tool, but all too often it results in more meetings--and no time to actually do your work.

What can you do to make sure your meeting is time well spent? A recent Harvard Business Review article by Peter Bergman sheds some light on what you can do to ensure your meeting is a productive one.

According to Bergman, too many workers become disengaged while sitting in on a session, and one of the best ways to ensure that your audience will not be focused is to start off with a PowerPoint presentation.

This may be the complete opposite of how you have been looking at these meetings, since you might think a nice fancy PowerPoint presentation will be a great way to keep colleagues interested. Not so, argued Bergman, who said that the problem with these types of presentations is that workers quickly tune out because they have no active role in the discussion.

Bergman found that after many years of research, meetings that were centered around a PowerPoint presentation failed because they only focused on problems or questions, rather than encouraging dialogue for problem solving.

Instead, why not try something totally different?

If it is a semi-annual company meeting, begin by asking team members for feedback. Or have them "check in" with a one-word description of how they are feeling at that point. Bergman suggests that before a meeting, have managers look at issues outside their department, and prepare some ideas about what they see as potential issues and possible solutions that can be discussed by the group as a whole. It's a good way to make the meeting interactive and jolt people out of their comfort zone. It's also a good way to give workers a sense of ownership in the business and show that their opinions and ideas can make a difference.

One great tool in meetings that we use is called the Parking Lot. Essentially, the Parking Lot is a place where you "park" items that come up in discussion. You can write these items on a white board or something similar. This keeps the discussion from getting off-course, but makes sure that the items are discussed at some point.

Make sure you save enough time at the end of every meeting to develop strategies for problem solving and how they can best be executed. Again, all too often, meetings end with no concrete outcome, and therefore managers are forced to call another meeting to follow up. This can be a huge waste of time and money.

According to data by effectivemeetings.com, most professionals attend a total of 61 meetings per month, which translates into about four lost work days, and that more than half of the time spent during meetings is wasted.

So, avoid the PowerPoint pitfall by keeping your meeting moving, interesting and most importantly - interactive.

You're invited to a workshop on "Marketing Yourself through Social Media". The workshop will provide information on how to maximize social media outlets such as LinkedIn, Twitter, and Facebook.

When: Wednesday, September 28th at 9:00 am

Where: 15 Brendan Way, Suite 140, Greenville, SC 29615

RSVP: kpoth@fgp.com or 864.553.7236

The workshop will last approximately one hour. Coffee and donuts will be provided.

There is no cost to attend, so please bring a friend and don't forget to bring your resume and any questions you may have!

On September 1^st our FGP Asheville office participated in Hands on Asheville’s Annual Day of Caring. This year’s event marked the 20^th anniversary of Day of Caring. The event enables workforce volunteers to contribute to the community by participating with service projects throughout Asheville and Buncombe counties.

More than 1,200 volunteers from 63 local businesses and the public at large completed 71 projects to support 60 local nonprofits, schools and public entities. This year, our representatives from FGP’s Asheville office volunteered at the Beaverdam YMCA and made a remarkable difference! Great job!

In an article entitled “The Worst On-boarding Indignity . . . Ever,” Jon Picoult tells the story of  a Fortune 50 company whose new hire orientation went disastrously wrong. At this organization’s office building, “an employee ID badge is required to access the restrooms. Here’s the catch, though: On average, it takes about six weeks for new employees to get their ID badge! What greater indignity could you impose on employees, but to require them to ask a colleague (or, worse, their boss) to borrow an ID badge so they can answer nature’s call?” Picoult later learned that the delay in the ID badge process came from a cost-cutting measure which had outsourced the badge ID creation. The intentions may have been right, but someone didn’t think of the effects this decision would have on new hires.

Many organizations are challenged with effectively on-boarding new employees. This is an area of low hanging fruit where some very simple tips could add much value to an organization.

“I can’t imagine having to work for you!” is a phrase my husband has uttered a few times, typically in jest when I’m being picky about a household chore (don’t all perfectionists make sure that the back of the TV is dusted every week?). And while I know he is just giving me a hard time, I have wondered what it is like to work for me. After all, direct reports will rarely give you 100% honest feedback—a challenge when most of us truly do want to lead well.

As businesses have run more leanly than ever before, many of you may have been put in positions of leadership without any official leadership training. You want to be good bosses, you want to lead well and have the right balance of empathy and firmness. But sometimes you don’t know how.

In an excellent series of articles on Harvard Business Review’s website, Robert Sutton, author of Good Boss, Bad Boss, outlines twelve things that good bosses believe. One of these is “I have a flawed and incomplete understanding of what it feels like to work for me."

by Adam Vazquez, Business Development

Speculation among sports fans everywhere rages as to whether or not Michael Jordan will be considered history’s greatest basketball player. There are valid points to each side of the debate, and fully educated authors and columnists fall on either side of this watershed point. However, one aspect regarding the legacy of “His Air-ness” is not in question. He was and remains the greatest tool for sports marketing in history.

In the early 90’s Nike excelled to become an internationally recognized brand that was characterized by the phrase “Just Do It.” This brand and slogan became the symbol for athletes, competitors, and winners.  The fact that the brand chose MJ as their poster child and spokesman only furthered their cause. However, the idea was bigger than just basketball or sports. An entire society was captivated by this idea of getting things done and winning.

Look at the economy throughout the decade. America thrived as a society and new innovations in technology and communication were born. Profits soared for businesses, and individuals made dreams into realities through hard work and creative thinking.

Then, the century turned.

We became a society obsessed with the insignificant. Rather than finding motivation in slogans such as “Just Do It,” we became captivated by trivial ideas such as "silly bandz," Justin Bieber, and Chinese cartoons (we’re even giving them our market for entertainment!).

This cultural shift could be seen anywhere, but nowhere more clearly than in the marketplace. Our businesses have become complacent and reactive to the circumstances they are placed in, rather than creating an environment for success. Our society is characterized by fear and a hesitancy to invest rather than a willingness to try and ultimately succeed. We need to return to the confident swagger that characterized our success previously, and put our employees in arenas where they can win. Leaders in the marketplace need to support one another by buying locally (products and services) and investing in our communities. FGP’s president, John Uprichard, summed up this sentiment well, “Don’t say ‘I can’t’ when what you really mean to say is ‘I don’t want to.’” The marketplace is ripe for movers and innovators to step in and provide leadership for the community to follow. We need more leaders to follow the pattern set by the recently departed CEO of Apple, Steve Jobs. Jobs led Apple with a reckless abandon that was founded in hard work and the desire for greatness.

We owe it to our investors (financially and otherwise), employees, and those who will follow our footsteps to move forward with progressive thought and a passion for winning. There is not a better time to take a leap without turning back. At risk of appearing cliché, our society must return to the motto that has characterized us before, “Just Do It.”

Have you ever received an email from a colleague with information regarding a meeting that was taking place later in the day? The email was to contain vital information that would be discussed in the meeting. However, the email was unorganized and more confusing than it needed to be. There were misspellings, lengthy paragraphs that seemed to run together, and it took you twice as long to understand the message of the email. Because of this, you were confused and unprepared for the meeting. If you’ve ever been in that situation, you were a victim of a poorly written email.

As the workforce becomes younger, many old school rules of business have taken a backseat to a more modern day business model. These more informal ways of doing things, however, don't mean that it's not important to make a good impression in the work place.

A recent survey by Yahoo found that a majority of business executives in the U.S. thought that half of all recent college graduates lack professionalism in the workforce. One thing that can hurt a worker's image is a lack of discipline when it comes to business emails. There are a few key things you can do to ensure you send the right message.

You are invited to an interview workshop with FGP Recruiters!

Tuesday, August 30th at 9:00 a.m.
RSVP: kpoth@fgp.com or 864.553.7236

Workshop will last approximately one hour.
Coffee & donuts will be provided.

There is no cost to attend so please feel free to bring a friend!

Warm regards,

Megan Coleman, Kacie Burdette, Marisa Pistolis & Kristi Poth

We are proud to announce that Carrie Scott of FGP HR Consulting will be speaking at the 13th Annual GSHRM HR and Management Conference. She will be discussing:

• the monetary costs of ignoring HR legal requirements.
• proactive measures in implementing a voluntary HR compliance audit.
• tools for audit review and best practices.

Carrie is SPHR-certified and has over 13 years of experience as an HR Manager in manufacturing, engineering & professional services industries. Carrie has worked with companies with employee bases from 50 to over 30,000. She has extensive experience in covering HR issues including, but not limited to; training & program development and execution, policy & procedure development, compensation benefits, employee relations, and labor relations/union avoidance.

Before joining FGP HR Consulting, she held human resource management positions with prominent national and international organizations. She has been responsible for HR department start ups and the management of multiple HR sites within a single company. Carrie has implemented multiple Human Resources systems, including online Time & Labor systems and performance review & management systems, as well as the implementation of two different types of online recruiting systems.

You can find more information on and register for the HR Conference here.

by Aaron Mishler, FGP HR Consulting

Every few years, the news is saturated with stories of well-known corporations that become embroiled in lawsuits  due to their failure to put into practice anti-harassment anddiscrimination policies. There are countless examples to choose from: FedEx, for example, lost a sexual harassment case in 2005 in which two female employees were awarded more than $2 million in punitive damages. Hewlett-Packard’s CEO was forced to resign in 2010 due to sexual harassment allegations. And Aaron’s Rent-To-Own was just hit with a $95 million sexual harassment verdict in June of 2011.

But perhaps less well-known are the stories of corporations that successfully defend against harassment and discrimination suits.  Taking a look at what they did right can be a helpful step in protecting your own company from harassment and discrimination lawsuits. 

 The recent example of Wal-Mart Stores, Inc. v. Dukes et al. is a good place to start.  The case was brought by a female Wal-Mart cashier in 2001 who alleged that she had been discriminated against because of her sex.  The case became the biggest job discrimination suit in history when the plaintiff and three other female Wal-Mart employees sought to represent 1.6 million other women who were or had been employed by the company and experienced gender discrimination.  The Supreme Court of the United States ultimately decided that the plaintiffs could still sue Wal-Mart on an individual basis, but Wal-Mart was able to sink the class-action lawsuit which would have cost Wal-Martin the tens of billions of dollars.  Their rebuttal was reported in the Washington Post:

“Wal-Mart . . . emphasizes that its corporate policy forbids discrimination, encourages diversity and ensures fair treatment . . . Hiring decisions are made by local store managers rather than at the corporate level, and the store managers [are] given wide discretion in pay and promotion. At 90% of the company’s stores, there’s no pay difference between men and women.” Another recent successful caseis Wilson v. Moulison North Corp., which was decided in March of this year. Moulison North Corporation successfully defended a racial discriminationsuit because the company had appropriate anti-harassment policies; the proper channels were in place to alert supervision of any harassment; and the company enforced timely disciplinary action when harassment was brought to its attention.

Where does your company stand?  Is it the next FedEx, HP, or Aaron’s? Does your leadership assume harassment isn’t much of a threat, and that it doesn’t have to be taken seriously? Assuredly, more companies fall into that category than what you might think.

If you’d like to take some action and put your mind at ease, here are a few steps that will likely solve all of your harassment worries.

1. Implement an anti-harassment policy. This is an absolute must for all organizations, for-profit and not-for-profit alike, but it won’t get you across the finish line on its own.
2. Maintain channels for employees to alert management of discrimination or harassment. A 24-7 hotline is one popular option for larger companies. But it is wise to go even further with multiple channels: perhaps, listing the contact information of an HR manager or direct supervisor to whom harassment complaints must go directly as well.
3. Ensure all new hires receive and sign your anti-harassment policy.
4. Train supervisors and managers on anti-harassment policies every year or so. All managers and supervisors need to know how to react if ever presented with a harassment complaint.
5. Take any complaints about discrimination or harassment seriously. The most common error made by employers is not taking corrective action against, or at least investigating, complaints when they first arise.

It’s estimated by some that legal fees for an average harassment lawsuit are between $300,000 and $500,000. And that’s not including any damages that might be awarded. So while it is time consuming and tedious to enforce anti-harassment policy in the workplace, it is definitely time well spent. If we can help you develop this policy, please give Vicki Peek a call at 1-800-638-1661.

Social media is big. If you question that, just look at the recent article by Business Insider that points out that at the end of the day on July 29, 2011, Apple Corporation (creator of iPhone, iPod, iTunes) had more cash on hand than the U.S. Government. Or that if Facebook were a country it would be the world’s 3rd largest and 2x the size of the U.S. population. Scary? Yep.

Social Media has created a new challenge for many of us, whether we are in marketing, HR or simply management in general. Wikipedia defines social media as “the use of web-based and mobile technologies to turn communication into interactive dialogue.” The majority of your employees probably utilize Twitter, Facebook, and/or YouTube. And for a manager, social media is new, difficult, and potentially dangerous territory.

It seems innocent (and personal) enough, but as social media has grown, the lines between our personal and professional lives have become so blurred that nothing is private anymore. In his book Socialnomics, Erik Qualman says that “As an individual, you need to live your life as if your mother is watching, because she probably is via social media.” The same is true for our professional relationships. Co-workers, clients, and strangers are all watching—and making judgments—based on what is communicated through social media.

Why is this important? Well, ask yourself: “Does what my employees communicate through social media build my brand or tear it down?” Do you see employees commenting that it’s been a “horrible day at work”? Or is it simply something inappropriate that you don’t want associated with your company? After all, your people are your brand! And most importantly, is there anything you can do about this rampant invasion of social media?

Without a doubt, social media is an area where employers do have to tread carefully from a legal perspective. If you’re facing a situation where your employees have been inappropriate on social media, our first and most immediate caution to all employers is to be very careful when it comes to making disciplinary decisions due to social media run amuck.  “Recent rumblings from the National Labor Relations Board,” advises Mark Bakker, Employment Attorney with Wyche Law Firm, “should make employers wary of publishing overbroad social media policies and enforcing violations of such policies that infringe on an employee’s rights to discuss the terms and conditions of his/her employment.   On-line comments - even complaints about management or company policies - can, under some circumstances, be considered ‘protected activity’ within the National Labor Relations Act, which means it applies to employees in non-unionized settings.”

For example, in February of this year, reports Info Law Group, “the NLRB [National Labor Relations Board] filed an administrative complaint against a Connecticut ambulance company alleging that the company violated an employee’s federal rights by firing her for criticizing a manager on Facebook.”

“While social media platforms are powerful tools for many employees today, both on a personal and professional level, organizations should still understand that there are potential risks involved with this new way of connecting to the world,” advises Silvia King, SPHR, with FGP HR Consulting. “Risks such as harassment, defamation, and disclosure of confidential information are the first that come to mind—let alone activity that is protected by the NLRA (even in non-unionized environments). We typically recommend to clients that they have a well written social media policy in place that sets practical and sensible limits for appropriate behavior while simultaneously maintaining an employee’s right to engage in protected concerted activities.”

But legal issues aside, realize that social media can be a force for good. The power of the crowd is unmatched and nothing gives a more ringing endorsement of your brand than the true, unsolicited (positive) stories that spread on Facebook and Twitter.

Ultimately, social media reveals the relationship you have with your employees.  Do you have “fans” or simply apathetic employees?  Their social media ramblings, while sometimes the result of simply a failure of foresight, often reveal deeper issues that you may need to address. “Recognize and reinforce the positive role  employees  play in shaping a company’s on-line brand,” advises Andrea Goldberg, PhD.  “They can serve as brand ambassadors, promote core values and new products.” 

Cutting off access to social media networks is not the answer, either. SocialNomics, a social media research site, argues that employees being able to access social media sites “improved productivity by nine percent”! When social media sites are blocked, employees often feel as though their employers do not trust them to work diligently or to know when it is appropriate to take a break. "As a manager, the focus needs to be on tasked results and productivity, not merely taking the toys away and hoping they don't find something else with which to play," says Dona Hall, who works in a commercial real-estate firm where social media sites are blocked, as reported by CNN.

From a legal perspective, stay as general as possible when creating a social media policy.  Courtney Hunt, founder of Social Media in Organizations, recommends that employers:

• “Review the entire employee handbook and/or relevant policies that could be impacted by new digital technologies.
• Develop something new (i.e., a single, multi-faceted policy, or multiple policies) or update existing policies.
• Try to build as much durability into the policies/guidelines as possible:
• Balance broad, general wording with specificity
•  Allow for flexibility as new case law and regulations develop
•  Prepare for technologies, platforms, and devices that could be used in the future.”

Especially for those of us (myself included!) who did not grow up in the social media generation, this may seem a lot to absorb. But it is important to be proactive in order to both protect and elevate the company brand. As Hunt says, “if you employ people, you should have a social media policy.” Not to worry—we’re here to help.

On September 27, FGP HR Consulting will be offering a free HR Compliance seminar geared towards business professionals (outside of HR) who are handling HR needs for their company. We’d love to have you attend--for more information, e-mail rpoore@fgp.com. Or, if you’d like assistance creating a social media strategic plan and policy, contact Vicki Peek, Director of FGP HR Consulting, at 1-800-638-1661 for information on how we can help you leverage the value of social media while remaining safe from legal liability.

The recent economic downturn has been hard on workers at every professional level, from entry to executive.  Many of those who have been laid off have years of experience in their fields and a strong resume to show for it.  But in today’s economic world, that “knock ‘em dead” resume can be an obstacle instead of a benefit.  Employers are often wary of candidates who have more experience than the job description requires, thinking that an overqualified person might be difficult to manage, a poor fit for the organization’s culture, or someone who will leave as soon as a better opportunity arises.  Although there is some foundation for these fears, it is also true that overqualified individuals can make excellent employees and quickly take on increased responsibility. 

We all know that social media has changed the way we look for work, but one website in particular is starting to emerge as a major player for candidates and employees - Twitter. Although it was at first used more as a tool to follow celebrities on the internet than a legitimate communication medium, Twitter is now being used by a number of high profile companies looking to enhance both their corporate image and their client base.

Businesses using Twitter have found it to be a powerful marketing and branding resource, and the same is possible for employees.  According to job coach Arnie Fertig, Twitter is a great way to create a strong professional profile that will position you as a highly knowledgeable and respected professional - someone that your current or future employer will put efforts into retaining.

To get the most out of personal branding on Twitter:

For many managers, handling conflicts within an organization can be one of the most challenging aspects of the job. Many people bring personal issues to work with them—after all, you can’t just drop your baggage at the door when you walk into work. It’s important to remember that your co-worker may have something huge going on in his or her personal life, so be as empathetic as possible when conflict arises.

But no matter what is going on in your employee’s personal life, conflict is not acceptable in the office. It will breed discontent, gossip and ill-will. As a manager, it is your responsibility to analyze the conflict in your office and resolve it quickly—and not just by declaring a “winner” and a “loser.” "What we think of as the usual way of resolving conflicts does not foster resolution," says ResolutionWorks founder Stewart Levine in his article "The Many Costs of Conflict," as reported by Beverly West of Monster.com. "Unfortunately, the operative premise that someone will win and someone will lose produces all losers, no matter who thinks they won. The dispute-resolution machinery often fuels the fire of conflict and impedes resolution."

We often get questions that start along the lines of “From where you sit . . .” or “In your experience . . .”. Many of our clients are looking for insight into the muddled and often confusing employment market. Because we deal with so many clients across so many industries, we are often able to provide new insight into employment and HR situations. For that reason, we are starting this new column in our monthly newsletter that will hopefully answer some of the more common questions we get from clients and candidates.

Q: How do I recruit great candidates, and when does the recruiting process end?

This is one of the most common question we hear from our clients. Recruiting a candidate (for both the candidate and the search consultant) is not an easy task. I often compare it to a dating process. The employer courts the candidate, the candidate reciprocates if he or she is interested, and so on.

Have you checked out our Knowledge Center recently?  We've got great tips for employers and employees alike, on everything from writing an effective job description and developing performance based objectives, to writing and formatting a resume and how to prepare for a phone interview. 

No matter who you are or where you are in your job search, knowledge is power!

Think of something we haven't covered?  Contact us and let us know!

Looking for a Job?  Join Find Great People for a free Job Fair!

Location:

Greenville County Hughes Main Library (Main Branch Downtown)
25 Heritage Green Place
Greenville SC 29601

When:

Thursday, June 30^th from 10:00 am - 2:00 pm

Interviewing for a highly desirable job can be nerve-wracking even to the most cool-headed among us.  Being prepared with answers to some typical interview questions, like “What accomplishment are you most proud of?” or “Describe a situation in which you failed,”  is a must; but how do you make sure that those answers are memorable, insightful, and powerful enough to help you land the position?

Cube Rules, a website offering career advice for office workers, has tips on how to do just that in their post “5 Steps to Building Powerful Interview Stories.”  That’s right – stories.  The most compelling way to communicate your fit for a position you want is to tell a story, not just give an answer.  Below are 5 points to consider when crafting your own stories.

So you've made it through the interview process with flying colors, and now are waiting on what looks to be a promising job offer.  You only have one crucial step to pass: the reference check.  For job seekers, lining up a list of the best references possible could be the key to landing that highly sought-after job.

In order to avoid a misstep or any potential setbacks, it is vital that job seekers choose the best personal and professional references possible to ensure that a hiring manager will know you are the right person for the position.

Unfortunately, most of us at some point or another in our careers will come face to face with a colleague or supervisor practicing unethical behavior.  Whether it’s making long-distance calls on the company’s dime, harassing colleagues, or performing illegal activity like embezzling or falsifying records, unethical behavior can be extremely difficult to deal with delicately. 

While the responsibility for addressing behaviors such as these, whether with disciplinary actions or more informal methods, rests with the company’s leadership, employees who witness the unethical actions of others immediately face a difficult decision: do you turn a blind eye, or do you do something about it?

Join us on Monday, June 20 at 9am for coffee, donuts, and discussion on how to create your very best resume!  This event is completely free, so please bring a friend and don't forget to bring your resume and any questions you have.

We hope to see you there!

Guest Post by Julie Holmes, Jackson Marketing

It’s no secret that Facebook can cause – and has caused – serious trouble for people who use it to post inappropriate pictures, or derogatory remarks about their workplace.  Often, when we conjure up an image of such a person, we think of someone young and inexperienced; however, those in leadership positions have made, and can make, similar mistakes which can cost them their reputations or their jobs.  

Conventional wisdom nowadays is to use LinkedIn for all your professional online networking, and leave Facebook out of the picture entirely.  In a recent Wall Street Journal article on managing online profiles, an executive search recruiter with Orion International said, “I have a tremendous fear of Facebook.  It allows too much room for your personal life to bleed over into you professional life.  I’ve seen candidates lose offers because have some wild stuff on their Facebook page.”

By 2012, one in five American workers will be 55 and older, constituting over 20% of the workforce. That’s up from 13% in 2000! Here’s another surprising statistic: 42% of Baby Boomers currently plan to work beyond the traditional retirement age.  So what does this mean for your business?

During past recessions, older workers would generally retire, rather than search and apply for jobs.  But in today’s economic market, many mature workers are faced with the increased cost of living, outstanding mortgages, bank loans, and high medical bills.  As they deal with these daily challenges, many Baby Boomers cannot afford to be out of work and are pursuing flexible or full time employment just to get by.  In addition, as our growing population lives longer and maintains better health, many merely want the stimulation of having somewhere to go and the challenge that a job provides. Millions of adult workers want and need to work to ensure their current and financial security.  With so many  Boomers planning to work past retirement, businesses will be required to both adapt tothese new challenges and accommodate the needs of various generations, all under the same roof.  

Generally, well-educated professional women with children leave the workforce at much higher rates than both men and women without children.  But a growing “opt in” movement – aimed at helping women find fulfilling work on their own terms - is bringing together working mothers and other professionals who share the need and desire for flexibility, with companies that are realizing the benefits of a more results-oriented workforce.   According to one of the women interviewed in a Washington Post article on the topic commented that, “How and when work gets done is somewhat irrelevant. . . . Face time is so five years ago.”

While the dedicated days or events that many leaders institute to show appreciation for staff – Administrative Professionals Day, or an annual Employee Awards Dinner, for example – can be helpful in making sure that staff members feel valued, showing true appreciation requires subtle, daily application. 

Many employees today have taken on increased job duties as co-workers were laid off, have been flexible with furloughs or decreased hours, and have weathered the uncertainty of the recession with you and your company.  Showing them that you value their contributions is an easy thing to do, and will offer massive rewards to your organization.  After all, happy employees are productive employees! 

We all know that gossip can be an ugly thing. For many human resource managers it can lead to communication breakdowns and cause personal friction among workers. In fact, many companies even have a policy against gossip in the workplace. So, we were intrigued by a recent article in Forbes that suggested that gossip can be an effective management tool, if used properly.

Many of us know that there's not a lot we can do to tamper the waves of gossip that might run rampant through the workplace on any given day, but how can we use it to our advantage when trying to build team spirit?

The Forbes article by Grant Michelson, who is also the author of "Rethinking Work," suggests that managers should use workplace gossip as a kind of informal communication that can actually help employees bond. Of course, there is all kinds of destructive gossip, but knowing how to weed out the good and the bad is another way managers can actually benefit from such talk.

Thanks to the internet and social media, most of us today are familiar with the idea of a personal brand - even if the term itself is new to you.  We’ve all heard the warnings about what not to do with social media, not only because you never know who’s checking your Facebook profile, but also because your social media presence makes up a large part of your personal brand.  Right?

Thousands of college graduates are ready to hit the streets to start looking for a job, and the internet is filled with all kinds of advice to make their searches easier. Even though the job market is showing signs of a rebound, if you've been displaced recently, some of the advice is worth reviewing to help you update your own job hunting skills.

According to Liz Ryan in Bloomberg Businessweek, one of the biggest mistakes new graduates make is not having a clear direction when they head out on their job search. This holds true even for the most seasoned worker, especially for those in transition. Job seekers should focus on two or three areas, whether they are looking for jobs in their chosen field, or transitioning into a new career. It's not enough to think that your resume will show direction if it's not clear how your skills can be applied to a certain position.

“Constructive Criticism” has become one of the biggest buzz-words in the management world. Wikipedia defines constructive criticism as “a compassionate attitude towards the person qualified for criticism” with the eventual goal of “intending to uplift the other person materially, morally, emotionally or spiritually.” And while your intentions can be as honorable as the day is long, giving negative feedback is an incredibly difficult undertaking.  For most of you reading this newsletter, you have progressed in your career to a point where you have the responsibility of communicating with your employees on their performance, and at some point, you will have to give negative feedback.  Knowing how to effectively and compassionately criticize is crucial to your development as a person and a manager.

by Steve Hall

Recently I had a few spare minutes to actually sit and decompress. Life is so busy -full of both worthy and not so worthy activities. And that begs the question: am I investing time in things that only benefit me? Or have I been captured by the reality that when I can allocate some of my time, attention, talents, and efforts to others, then purpose and meaning become crystallized?

In keeping with its mission to give back to the community, Find Great People International (FGP), is offering a series of free classes “Tips and Techniques for Finding Employment.”  The classes will be held five Tuesdays in May, on May 3rd, 10th, 17th, 24th, and 31^st, from 4-5pm at Find Great People, 15 Brendan Way, Suite 140, in Greenville.

Attendees will learn effective ways to improve their chances of finding good employment, from basics like creating a resume, to tips for maximizing online and social media tools during the job search. 

Scheduled topics for each class are as follows:

May 3 –Resume Writing

May 10 – Searching for Jobs Online & Networking

May 17 – Interview Skills

May 24 – Marketing Yourself & Overcoming Obstacles

May 31 – Transitioning to a New Job

The classes are offered completely free of charge, and light refreshment will be provided.  To sign up, please RSVP to epandolfi@fgp.com.

About FGP

FGP International is a purpose-driven, client-focused company that takes pride in partnering with you as you build a great company. We provide Executive Search, Temporary Staffing, IT Staffing & Consulting, HR Consulting, and Outplacement Services to our clients. We truly believe that great people do make great companies, and that each great person we find and develop helps your company become more successful and enduring.

We all know how digital technology has changed our everyday lives: we instantly communicate with friends via Twitter and Facebook, read newspapers and watch TV on our smartphones, and flawlessly navigate unknown landscapes with our GPSs. Most of us have accepted, if not embraced, these changes, and we make frequent use of whatever enhanced capability these new tools can give us.

There will come a time in any job when you will not like what you are doing. This is true of all jobs, temporary and permanent, full-time and part-time, corporate and industrial. Work is like life: it has its ups and downs. There are times when the temptation to quit can be overwhelming and there are thousands of memorable quotations and mantras out there about quitting. And most, if not all, of these mantras are about NOT quitting.

I was once on a temporary assignment with a company that wanted to get away from their paper filing system by storing all of their files electronically. For years, the firm had spent a great deal of money printing, copying, and storing paper files. Storage was the most expensive part of this process since it required not only filing supplies and filing cabinets, but also an ever increasing amount of office space. The paper filing system not only cost the company more money than it was worth, but it had also created frustration amongst some employees whose desks had to be relocated in order to make way for additional filing cabinets. When confronted with the overall cost of paper files to their budget and to their associates, the firm decided enough was enough: no more paper. Now all they had to do was figure out how to transfer all the paper files to digital files…which is where I came in. 

Please join FGP Recruiters as we host
a Workshop on Marketing Yourself! 

Thursday, April 21st at 9:00 a.m.
15 Brendan Way, Suite 140 | Greenville, SC 29615
RSVP: kpoth@fgp.com or 864.553.7236

Workshop will last approximately one hour.
Coffee & donuts will be provided.

There is no cost to attend so please invite a friend and
don’t forget to bring your resume & any questions you have!

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Recently I spoke with one of our clients about upcoming projects.  As we were beginning to draw up our plan of action, we started discussing the usual questions that come up during a planning meeting: which project was most urgent, which would require the most time and effort, what issues might we have to anticipate, and several other topics.

But the client kept repeating the one phrase that can shoot down any idea in one breath:  “I just don’t have the time for that right now.” Of course, he is by no means the first person I’ve heard say that.  In fact, for most professionals from the executive level down to the administrative level, there is one common element tying us all together: a heavier workload.

Think for a minute: would you rather have a raise or a weekly one-on-one meeting with your CEO?  McKinsey, a global management consulting firm, recently surveyed over 1,000 employees, managers and executives and asked them to rank what motivated them the most.

Interestingly enough, the survey found that financial incentives were not in fact the best way to motivate your workforce. The following non-financial incentives were ranked higher on the motivational chart.

• Recognition from a manager
• 1-on-1 meetings with company leadership
• Opportunity for leadership role(s)

For many workers displaced during the recent economic downturn, finding temporary employment was a good way to stay in the job market and bring in some much needed income. Now, it appears as if more workers are finding that temporary employment can be a long-term gig.

In 2007, a survey was conducted by the Conference Board Consumer Research Center in NY that showed a dramatic increase in job dissatisfaction from 20 years ago. The survey suggested that over half of all Americans hated their jobs.

One of the major causes for job dissatisfaction was lack of growth potential and limited promotions. However, job dissatisfaction could be the reason some of us are passed over for promotions and cannot grow in our current role.

U.S. News & World Report recently released an article suggesting that loving your job could greatly improve your chance of success. Not surprisingly, the report finds that those who love their jobs often try harder due to their enthusiasm for the task at hand. In the end, workers’ optimism generated determination to achieve results.

• Don’t post inappropriate pictures of yourself. Admittedly, the term “inappropriate” could relate to any number of things, for sake of this argument, let’s go with all of it. Inappropriate dress, venues, substances, etc. If you wouldn’t be comfortable with your mom seeing a picture of you at Mardis Gras ‘09, don’t post it online for the rest of the world (i.e. your boss and the people who will be sitting next to you in staff meeting) to see.

Due to budget cuts that are nearly across the board, nearly all businessmen and women have had to take on more tasks in order to make up for the extra slack. The Bureau of Labor Statistics recently released a report that found overall productivity increased at a 2.6 percent annual rate during the fourth quarter of 2010. The report found that the gain in productivity is a result of a 4 percent increase in company output and a 1.4 percent increase in the amount of average hours worked.

This could be good news for those currently looking for a job, as Medill Reports suggests that the increase in productivity could potentially lead to more job opportunities. However, analysts are quick to point out that this could possibly lead to a lower rate of productivity. As employees begin to feel the support of additional team members, they may not work as hard.

Please join FGP Recruiters as we host
an Interview Workshop! 

Tuesday, March 22nd at 9:00 a.m.
15 Brendan Way, Suite 140 | Greenville, SC 29615
RSVP: kpoth@fgp.com or 864.553.7236

Workshop will last approximately one hour.
Coffee & donuts will be provided.

There is no cost to attend so please invite a friend and
don’t forget to bring your resume & any questions you have!

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“To err is human, but to really foul things up requires a computer.” -Farmers' Almanac, 1978

If you use a computer at work, you know there comes a time when a document, project or your entire day can fall victim to one fatal key stroke. Simply by hitting the “Tab” button at the inopportune time, I have erased paragraphs and entire documents. I’ve deleted columns of critical numbers from spreadsheets, altering formulas without immediately noticing. Some computer mistakes are just so awful, they have you pulling out hair, shaking your fist or staring at the screen in bewilderment.

By John Uprichard, CEO of FGP Intl.

"Be not afraid of greatness,” Shakespeare said. “Some are born great, some achieve greatness and some have greatness thrust upon them."

Looking around at all the great leaders throughout history and even in the present day, it is easy to assume that these people have sought leadership out—it attracted and inspired them. But a little-discussed fact is that many times the people we see as great leaders may not have even chosen or wanted to be a leader. It may have just been thrust upon them in their normal course of life. And many times those unsuspecting leaders are of the personality that doesn’t, well, like leadership.

Upstate Labor and Employment Summit

Friday, March 4th, 2011 from 8:30 am - 11:30 am

Spartanburg Community College (Gaines Auditorium)

Sponsored by Ogletree, Deakins, Nash, Smoak & Stewart, P.C.

and Find Great People, Intl.

Please join the Upstate Chamber Coalition and the Upstate Legislative Caucus on Friday morning, March 4th for our first quarterly summit this year. This summit will be on important labor and employment issues facing our Upstate business community.

Officials from the S.C. Department of Employment and Workforce (DEW) will discuss the recent reorganization in their agency and how that impacts your business. They will also discuss the recent Unemployment Insurance (UI) tax notices that were mailed out to employers on January 31st.

You can register here.

Find Great People, Int. (FGP) announces an exciting change taking place in its Human Resources Consulting division, Align HR. Since FGP acquired Align HR in 2007, Align HR has been a vital but separate entity, specializing in a full range of HR services covering the entire employment life cycle.  Now, it becomes a fully integrated part of the FGP family as FGP HR Consulting. 

“Early on in my career,” writes Whitney Johnson, founding author of Rose Park Advisors in an article on the Harvard Business Review blog, “I had a boss who discounted my ability to connect with clients. My numbers for meetings and phone calls with clients was 40% higher than the firm average, but he brushed off these efforts because I clearly enjoyed that part of my job and it was easy for me. Later, a different boss recognized and encouraged my talent for reaching out to people, and his praise enabled me to further develop that skill. It had a far-reaching impact on my job performance at that company, and in everything I've done since.”

by David Lynn, Life & Safety Consultants

As a leader, part of your job is to motivate your employees to envision, think & experience the value of your company’s culture. Your ability to communicate can build a culture that believes your message. How do you create an environment that embraces the values that will help you succeed? The principle of good communication is easier than you may think.

Question: How do we communicate what is most important to us? Answer: Most often, we communicate naturally (i.e. without even thinking about it).

by Susan Lill, SPHR

The other day, I overheard a gentleman in the airport talking to his co-worker. At one point he said "everyone's self-made, but only the successful admit it." His comment stayed with me throughout the day and continues to make periodic visits from my memory. There is some truth in that comment. 

Working smart means delivering on our goals and objectives by focusing resources on the right things.

by Carrie Scott, SPHR

The oldest question in recruiting- where can I find the best candidates?  Recruiting may have not been on your radar over the last few years, but trends are showing that hiring is going to be a big part of our jobs in the coming year. 

by Rhiannon Poore, Marketing and Communications Manager

If you’re like me, you probably remember the first time you made a mistake at work. The heart-cluching panic, the pit in your stomach . . . in short, not the best feeling in the world.

And until we become perfect (which I don’t see happening in the near future), mistakes will continue to happen. Conflict will occur. Relationships will become strained. How do you recover from mistakes and misunderstandings?

There’s an old saying that goes, “The only bad thing about burning your bridges behind you is that the world is round.”  That, in addition to the overwhelming reality of the social network that connects everyone and anyone, is good cause for any employer to stop, pause, and examine what they are communicating by their hiring process.

How does a quote like this make you feel?

FGP celebrates Halloween at the Meyer Center for Special Children by participating in Trunk or Treat 2010!

A great part of living and working in Greenville (well, for one of our offices!), is the ability to participate in functions like Trunk or Treat! We had the opportunity to go out, dress up, and give candy to these precious children!

by Rhiannon Poore, Marketing & Communications Coordinator

Practicing what you preach isn't always easy. I got a call this week from a Search Engine Management company (that shall remain unnamed) looking to earn our business. Out of courtesy, I remained on the call . . . and remained . . . and remained. When I saw that this sales person was not going anywhere, and feeling just a wee bit annoyed, I decided to google "Search Engine Management." To my surprise, this (Search Engine Management) company appeared nowhere ... on the first five or six pages.

Find Great People, Intl. is looking for great professional candidates in the Spartanburg area!  We will be hosting a job fair on Thursday, October 14, at the Spartanburg County Library (Headquarters Location - 864-596-3500, 151 South Church Street, Spartanburg, SC  29306). It will be held from 11:30 a.m. – 2:30 p.m.

Please bring your resume and be prepared for a brief interview to determine eligibility for the positions we are looking for. All positions being hired for are professional in nature, including administrative, customer service, and marketing.

For more information, visit www.fgp.com or contact Megan Coleman at mcoleman@fgp.com

If you're like most others out there, the economy has taken its toll on your business. So I'd be willing to bet that work has been pretty hectic for you. You're probably carrying the workload of 2 or 3 people since someone has been laid off and their position hasn't been replaced. And maybe this week, the stress levels have been particularly high and you're ready to call it quits. As a consultant who has worked with many displaced workers over the past few years, first let me say that I understand. An extremely high workload results in strain on your health, personal relationships and even psychological state.

Stephanie Trotter just published a great article in Greenville Talk regarding the upside to downsizing.

"Coffee talk in the company cantina has taken on an all-new tenor the past two years. Mumblings of the economy, P&L statements, and clients won, lost or bankrupt — workers know the days of staying with a single employer for decades and retiring with a gold watch on their wrist are long gone. Uncle Sam’s stats show the median tenure for professionals at any one place sits at five years, give or take a month. In fact, with pink slips flying through the air, many consider themselves lucky to be collecting a paycheck at all.

But that brings us to the upside of downsizing. Getting laid off can provide an opportunity for new and exciting adventures in the work force. Not to go all Pollyanna during an emotional time of upheaval, pay cuts and furloughs, but the old saying about when one door shuts, another opens can certainly apply. Meet some success stories. . ."

Read more here!

We are so proud and honored to be listed in the Inc. 5000 list of the fastest growing private companies in the country for the fifth consecutive year!

“To be recognized in the Inc. 5000 list for one year was exciting,” says our President, John Uprichard, “but to be honored for the fifth consecutive year truly speaks to the sustained performance of the great people in our company. It is an honor that we share with our clients. Without them, there would be no recognition.”

According to Inc. Magazine, for more than 27 years the Inc. 5000 has served as a benchmark for the most innovative, dynamic, and successful companies in the nation. As an Inc. 5000 honoree, we are now a member of the most influential business club in America. We are so excited to be 1 of only 196 of the 5,000 companies on the 2010 list to have made the list five times or more!

by Aaron Mishler, Jr. HR Consultant, Align HR

Screening resumes is one of those activities that requires much time (which HR managers have little of). And in the technological world we live in today, resumes of all kinds can flood the inbox of the HR manager.  When a pile of resumes begins to build up, it’s easy for them to become a product of selective attention.  For example, it’s easy to fall into the trap of screening only the resumes of those who have an “inside track” or, even worse, screening those at the top of the pile.  Hiring managers must be able to screen through resumes quickly and objectively – and of course, be able to bring in the qualified candidates for interviews. In my experience with screening resumes, I’ve noticed some overarching guidelines that I use to make sure I give the right people priority.

As the economy has taken its toll on our businesses, it has taken a toll on our morale as well. As often as once a week, I run across an article about the importance of lunch breaks or even forced time off. Workplaces are running as lean as possible, and that often results in individual employees logging many hours. A poll by the Society for Human Resource Management showed that burn-out from their current job was one of the top ten reasons employees voluntarily leave their organizations.

Danielle Pereira, Align HR Operations Manager and Consultant, was recently selected to be a part of the Society for Human Resource Management’s (SHRM) Young Professionals Advisory Team.

The HR Young Professional’s group helps create a foundation for SHRM's professional members age 30 and under by providing resources and educational opportunities relevant to the young HR professional today and building community for the next generation of HR leadership through social media and networking activities. The Advisory team provides feedback on improvement of existing services, identifies strategies to acquire and retain HRYP members, promotes and coordinates YP Activities, among other responsibilities.

Congratulations to Danielle for her continued accomplishments!

by Steve Hall

As VP of Business Development and a 20-year veteran of Find Great People International, I’ve seen plenty of superbly qualified candidates. Yet I’ve also seen many of them sidestep some of the simplest, most straightforward methods of propelling themselves into higher positions.

The best progress, in fact, is gradual, perhaps even invisible. It’s the kind no one seems to notice––until one day they wake up and realize that their buddy Ben is now regarded as some sort of corporate celebrity. Don’t laugh. It can happen. So how do you become more valuable to your company while gathering the enduring respect of colleagues, and what’s more, do it without coming off as pompous or self-serving? Here are a few ideas.

by Allen Vailliencourt, FGP Tech Business Development Professional

We often get asked what the market is like for IT professionals.The demand for IT professionals has skyrocketed this year. It seems (at least in the Upstate South Carolina area) that companies are starting to turn loose some budgetary purse strings and bring on additional technical expertise as needed.  We have seen a surge in hiring both for short-term contract and project roles and full-time roles as well.  The companies looking for talent range from manufacturing to hi-tech and financial companies.

You'd be surprised how often we get asked that question. Some employers simply have an employee with decades of tenure under his or her belt who has slowly but steadily risen up the economic ranks. Other employers established pay scales that made sense in 2007, when the economy was booming, but are far too high now. Either way, employers want to know if what they are paying employees is equitable.

by Rhiannon Poore, Marketing and Communications Manager

FGP is a great place to work. Of course, I may be just a little biased, but so many times when I hear my friends talk about their jobs or their workplace culture, I think about how blessed I am to work at a place that...

- has trips to TCBY on a monthly basis to celebrate employees' birthdays...

- brings a monthly ice cream truck to visit us in the summer (here's a picture of three of our employees , Caroline Callison, Shannon Wheatley, and Aaron Mishler enjoying ice cream)

FGP was featured on WYFF 4 last night (Monday, July 19th). Click on this link to see the story and watch the video!

http://www.wyff4.com/news/24308290/detail.html

by Betsy Anthony, Staffing Operations & Training Coordinator

Every employer has a different view on how to manage their employees’ socialization. Some keep it to a minimum as much as possible, positing that it interferes with employees’ productivity.  “Ken Siegel, a psychologist and president of the Impact Group, a psychologists' group that consults with business management, says he doesn't believe workplace friendships are real. True friendships, he says, can't exist when there are issues such as money and status at play.” In addition, the article goes on to say, friendships at work can harm productivity.

by Caroline Callison

As HR consultants, one of our primary goals when we enter into a partnership with a client is to reduce the stress and strain on the person who is handling HR needs. One of the most common dilemmas we see relates to the use of technology within HR.  HRIS systems are so comprehensive that many companies will actually use them in place of an HR professional. Many of our clients are concerned if this is the best way to go, and we understand that concern. When the most important resource is your workforce, you want to manage it with care and efficiency. For most of our clients, the most efficient and accurate way to manage your “human capital” is by allowing technology to help.

Steve Hall, Vice President of Business Development at FGP International, has been selected to participate in Leadership South Carolina as a member of the Class of 2011. Steve commented, “I am very excited about continuing this journey of learning how to serve others throughout our state!  Given the challenges we face as a community and as a state, I am hopeful that Leadership SC will showcase how other communities throughout SC are rising above those challenges. It is an honor to be selected and I look forward with great expectation toward bringing some of those ideas back to the Upstate!””

by Rhiannon Poore, Marketing & Communications Manager

The BP Oil Spill has turned into an economic, ecological and political disaster. Americans across the country are frustrated and upset that the leak cannot be stopped and oil is ravaging our coastline. We all hope a solution to the leak will come quickly, for the sake of all involved. However, as we’ve observed the growing crisis, a few thoughts have come to mind as to what anyone managing people can learn from the crisis.

by Beth McNamara, Business Development Manager

With the uncertain economy, companies are utilizing temporary staffing more and more often in recent days. But do temporary employees cause unrest among the tenured, permanent employees? A recent study by the University of Arizona (http://www.eller.arizona.edu/news/2010/05/06_Temp_workers_nonstandard_not_substandard.asp) “discovered that full-time employees in workgroups with larger proportions of temporary workers were less satisfied with their colleagues and supervisors.”

It's an interesting observation, and one certainly worth thinking about as research suggests that companies are hiring fewer full-time, permanent employees and leaning toward the safer route of hiring temporaries. In my experience, I've found that my clients who have the best success with using temporaries are the ones who are pro-active about it. Below are a few suggestions to make the transition easier.

by Jan Nickerson, Finance & Accounting Senior Recruiter

One of the pet peeves I hear from job seekers reaching out to search consultants is when they don’t hear back.  I’ve been there myself, and I sure can empathize with you.  I too hate it when we don’t hear back from our client about a great person we’ve worked hard to verify they’re a good fit and to present.  I also empathize with that hiring manager, who may be holding down both his job and the job of the person he’s trying to hire, let alone find time to look at resumes, interview, and make a decision who to hire. I’ve been there, too.  He or she scarcely has time to decide yes, no or maybe, let alone let the recruiter know why.

On Friday, May 7, 2010, the South Carolina Economic Developers Association (SCEDA) elected its Officers for 2010-11.  Heather Simmons Jones, Business Development Professional with Find Great People, was elected to serve as Vice-President of the organization.  The vote took place during the organization's annual meeting in Myrtle Beach, SC. Ms. Jones will serve along side April Allen, Sr. Business Development Manager for O’Neal, Inc, who will serve as this year’s President.  Others serving on the Executive Committee include Jennifer Noel,VP of Marketing for the Upstate Alliance and George Wolfe, attorney at Nelson Mullins Law Firm in Columbia.

by Steve Hall, VP of Business Development

As the VP of Business Development at FGP, I have the privilege to participate in some amazing opportunities in the Greenville Community. One of these, however, has impacted me far beyond the others. On the last day of April, I had the privilege of witnessing an amazing event—the culmination of the Leadership Greenville experience. For each of the last 36 years a brand new group of 50 professionals from all walks of life (age, race, industry, geographical, religious, political, gender) has gathered for a 9 month journey that in their own words "transformed their lives." We're talking Life Altering!

Many of our clients face huge decisions when one of their C-level employees retires or decides to change careers. A high-level hiring decision is difficult enough as it is, but the risk quickly multiplies with the current economic conditions. Companies are unsure of what the future holds for their organization, so they are leery to extend a permanent offer to a high-level person. But no self-respecting CFO would accept a temporary job, right?

Upstate, SC – Find Great People, Intl. is pleased to announce the addition of four new team members.

Heather Jones joins the team as a Business Development Professional to help her clients build great companies. Prior to coming to FGP, she led the economic development of Allendale County, Greater Beaufort-Hilton Head and Anderson County.

Chip Cooper joins FGP Technology as a Business Development Professional with over ten years of experience, most recently at Concentrix (a subsidiary of Synnex). Before joining FGP, Chip established the Greenville Chapter of HDI (Help Desk International).

According to MarketWatch (part of WSJ's Digital Community), a worker shortage is coming our way. Hard to believe? We thought so, too. But take a look:

"With millions of unemployed people across the country struggling to find work, it may seem unbelievable that there could be more jobs than workers to fill them in coming years, but a new report predicts exactly that.

by Ali Meisburg, Align HR

Red carpet, beautiful dresses, suspense – it’s the Oscars!  This year’s list of nominees was extremely reflective of the times ranging from topics such as Iraq, alien invasion, and most importantly to HR minds, layoffs.  Up in the Air brought the concept of layoffs to a whole new level by introducing outplacement companies to the general public.  As a young professional, I had never heard of outplacement before joining Align HR.  Come to find out, the reputation outplacement holds isn’t the best.

Knowing that the economic downturn affected those in need that much more, FGP was proud to participate in the 2009 United Way campaign as a way of giving back to our community. At the recent United Way Awards luncheon on January 26th, FGP was presented with four awards, including a 25% or more increase in employee participation, a 25% or more increase in financial participation and the Chairman’s Award. The Chairman’s Award goes to only a small number of companies who significantly increase their giving over the previous year.

We are proud of each one of our team members who gave to the United Way campaign, and want to recognize them publicly for being commited to building great communities.

In a recent article on the NY Times / Monster.com career site, Chuck Drake, Division Manager for Healthcare Recruitment at FGP International in Greenville, S.C., was quoted in an article regarding the state of Healthcare Recruitment in 2010.

"Many underperforming hospitals are looking at strategic alliances," Drake commented.  "Consolidation should continue through 2010."

Find Great People is excited to announce the launch of their revamped website. Please take a moment to check it out!

Align HR is excited to announce the launch of My Align HR, an online resource for companies with limited or non-existent HR resources.

• HR Documents & Forms--Logically organized by the employee life cycle. Note: documents with any legal ramifications are reviewed by employment counsel prior to posting on the site.
• Legal Resources: Helpful guidelines and decision-making tools are offered in collaboration with employment law firms.
• Tutorials: “how to” instructional guides on the HR issues (such as EEOC & harassment investigations, discipline & terminations) that challenge many employers
• 50 State Resource Guide to determine state employment laws applicable to your company
• E-mail Updates on changes in regulatory & compliance demands on employers
• Safety Resources: A complete set of forms and materials to facilitate your company’s safety compliance