Thursday, 7 November 2013

Interviewed for Workopolis - October 2013

Give your career the inside edge with an informational interview

Palms sweating, heart beating fast, sudden inability to remember one’s name: all common symptoms of someone heading for a job interview. But there is one interview that puts the unemployed at the helm: the informational interview.
Adam Park, freelance broadcast and digital production coordinator, has landed many freelance contracts thanks to these interviews. “It’s given me access to a wealth of knowledge that’s helped shape my career,” he says. “On a personal level, it’s given me the opportunity to form bonds with some very incredible people.”
Informational interviews offer a great opportunity to make connections, learn more about a position or company you’re interested in, and get advice on how to get there. It’s a valuable way for those who are unemployed—or employed but looking for a new role—to get closer to their dream job.
How to get the interview
Find someone who has a role you’re interested in or who is the hiring manager for that role. It helps to get introduced through someone in both your networks, but this isn’t necessary.
Email is the ideal approach, with LinkedIn being another useful method. “Best not to put them on the spot by calling,” says Human Resources Consultant and Career Coach Sari Friedman.
As for what to say in your message, keep it simple. Introduce yourself and politely ask if they’d be willing to meet for 20 minutes at their convenience to discuss their job and how they got there.
“Definitely position it as gathering insight and NOT about finding a job,” warns Friedman.
It’s common advice says not to mention the j-word, but Giorgina Bigioni, publisher of The Kit and someone who gives 6 to 10 informational interviews a year, says even that wouldn’t deter her: “I usually say yes regardless. I think it’s a very important thing to do, to inspire, guide and assist people to join our field.”
During the interview
Do your research on the company and the person you’re interviewing beforehand. “Come in with 5 to 10 questions,” Friedman suggests, “not a list too long that may seem overwhelming.” She recommends aiming for the 20-minute mark, at which point you should check to see if the person you’re interviewing would like to wrap up or keep going.
“DO NOT bring a resume,” Friedman advises. And, of course, “Be professional.”
After the interview
Follow up with a thank you note, be it by email or mail. Friedman says it’s at this point that you can attach your resume.
Maybe the biggest mistake candidates make? Not following up. Bigioni always invites candidates to let her know where they end up but “Very few do this. They should. You never know.”

Thursday, 21 June 2012

Interviewed in the Globe and Mail - June 2012

Summertime: Rest and recharge, or learn career skills?

Last summer, Carolyn Poole, an associate with Calgary-based Cenera, a human resource consulting firm, decided to buff up her skills. She acquired a new certification in career management coaching by taking a 12-week daytime course given online.
“At first, I felt like a child who says, ‘I don’t want to go to school in the summer.’ But in my world, business does slow down during the summer. My big corporate clients often put things off until the fall. So in many ways this is an ideal time to do some learning.”
It’s so ideal that when the Academies, the course provider, offered a summer bonus – free courses on social media to enhance marketability – Ms. Poole signed up for those, too.
“I did them while I was on holiday, and didn’t lose any billable hours,” she says. “I was able to sit on my patio in mid-afternoon and do the courses in a relaxed environment. I’d rather that than wait until the fall and try to squeeze in courses in the evening when I’m tired.”
As Ms. Poole notes, it’s a matter of personal preference whether employees should make summer a season of learning, a season of revivifying vacation – or perhaps a combination of both.
Professional development in the summer doesn’t have to mean acquiring more formal education, says Sari Friedman, a Toronto human resources consultant. In fact, upgrading your certification in the summer may be more difficult because a smaller selection of courses is offered by post-secondary institutions.
“Instead,” she says, “it’s a good time to catch up on the more informal ways of upgrading skills, like following the groups on LinkedIn more closely and participating more, as well as reading more articles and business-related books that you didn’t have time for during the rest of the year.” These methods have the advantage of low cost, too.
The summer is a good season for employers to offer their staff in-house training, says Ms. Friedman. “Not everyone slows down in the summer, obviously. It depends on the industry, the company and what sort of business cycle they have. But [to the extent that the pace of work is slower,] people are more likely to be focused, less distracted by tight deadlines, so it’s a good time to be learning.”
The only downside, she says, is that by offering the training in, say, early July, the employer “might be worried the employees wouldn’t have a chance to apply the learning until the fall. Optimally, you want people to apply what they’ve learned right away.”
Gregg Taylor, senior workplace consultant with Family Services Employee Assistance Program in Vancouver, says it’s important for employees to take vacations in order to re-energize themselves.
“I’m an advocate of making the holiday truly that – a time away. You’ll be more creative and productive by having the split from the work. So leave it at the office,” Mr. Taylor says. “Don’t feel like you’re going to miss out on opportunities if you’re not on your smartphone 24/7.”
That said, he believes summer may be the right time for employees to upgrade their skills by doing special projects for which there isn’t time during the rest of the year, or by filling in for colleagues who are off on vacation. Rather than “lifelong learning,” he says the goal should be “right time, right type training,” in which employees step on and off the training treadmill as their career path dictates.
For example, says Mr. Taylor, “when the head of sales tells you that, to move into the sales division, you would need more sales skills, does that mean you need an MBA, a six-month business diploma, or that you just need to learn the contact management software in a two-day workshop? It’s a matter of better assessing the skill-build that you need to do.”
Lawyers, doctors and accountants, among others, have the opportunity to combine professional development with a vacation by attending the annual conferences run by their associations.
Alexander De Zordo, a commercial litigation partner at Borden Ladner Gervais LLP in Montreal, makes a point of arriving a few days before and staying a few days after the conferences that he attends. “It gives me more quality downtime,” he says. “The conferences usually have suggestions for what to do in the city, and by the time the conference is over, I’m already acclimatized.”
This August, Mr. De Zordo plans to bring his wife and children with him when he attends the Canadian Bar Association’s annual gathering in Vancouver. They will spend two weeks in total on the Pacific Coast. “I want to see more than just the hotel room, the conference room and the airport lounge,” he says.
While Mr. De Zordo looks forward to the family time, he also expects to benefit from the CBA’s panel discussions. “I find the learning is most rewarding when I go outside my comfort zone,” he says. He finds it useful to learn how issues are handled in other jurisdictions, and what in-house lawyers expect of their external law firms. “You don’t always have the chance to get that insight elsewhere,” he says.
HR consultants and career c oaches offer no absolutes on the best summer dispensation.
“It depends on who you are and what makes you tick,” says Ms. Poole. “Personally, I would rather structure my life so that I have a steady flow of work and learning and play than peaks where I’m firing on 120 per cent and then I’m doing nothing.”

Sunday, 20 November 2011

Interviewed in the Globe and Mail - November 2011

Tyler refuses to submit weekly progress reports, assuring you he'll “get the project done on time.” Mindy gets in after 9 most mornings, and often cuts out early. Kevin frequently chit-chats about his after-work activities with co-workers, loud enough for everyone to hear. Dana always “forgets” to fill out her time card. Chris texts during meetings and regularly takes personal phone calls at work.
You've got an employee who seems smart and capable, and generally does a great job with the tasks you assign them. But even though you feel you’ve given them plenty of guidance and leadership, they still aren't doing things the way you want them to. How do you handle an employee when their work is good, but their behaviour is a problem?
David Zweig, associate professor of organizational behaviour at the University of Toronto Scarborough, says the first step in dealing with problem behaviour is to determine why it's happening.
“The challenge of a leader is to find out what is motivating this negative behaviour, or lack of behaviour, and get to the bottom of that,” he says. “You really need to sit down with someone and say, 'What's the issue? Explain to me what's going on. Why is it you're having difficulties with these aspects of your job and what can we do to resolve the situation?’”
Although irritating habits might make you think someone is being defiant or lazy or just has a bad attitude, something else might be at play, says Cissy Pau, principal consultant for Vancouver's Clear HR Consulting.
“Sometimes it could be a generational thing – if this is someone who's new to the workforce, or just out of school, they may need more explanation of what it's like in the work world,” she says. “A lot of times it has to do with communication, the explanation of what's important – here are the tasks you need to perform, but also how you need to perform them.”
Ms. Pau points out that sometimes the bad behaviour could have been picked up from others in the office environment, perhaps even the boss.
“If you are saying to employees, 'You've got to be on time to meetings, and don't be texting or tweeting,' but then the manager that's leading the meeting takes a phone call, you're setting the example that it's okay,” she says. “Look at yourself, what are you doing or not doing that's contributing to the behaviour?”
Employees could have personal reasons for things such as lateness or leaving early, says Toronto-based HR consultant Sari Friedman.
“Find out what's behind this need to leave,” she says. “Maybe they have to take their ailing parent for a treatment, or it's because of something they are passionate about that isn't work, like they teach spinning class.”
Both Ms. Pau and Ms. Friedman agree the key to keeping bad habits in check is regular, consistent feedback – not just a once-a-year performance review.
“If a person came late for a meeting, tell them today, don't wait for two weeks,” says Ms. Pau. “Give them specific examples, convey the consequences of what impact the behaviour has on co-workers, the project, the client,” she said.
“It's not realistic that every work relationship is going to come easily,” says Ms. Friedman. “I have a lot of managers who say, 'That's going to take a lot of my time.' But I have to remind them that's why you're called manager, that's what a lot of your time is going to be taken up by. You're not meant to be the ‘do-er’ 100 per cent of the time; at least 20 per cent of the time you've got to be managing people and that means talking to them and giving them feedback in a timely way.”
Ms. Friedman also warns against the “off-the-cuff” admonishment.
“If they're leaving early and you say, ‘Oh, big date tonight?’ – you think you've told them that it bothers you, but you haven't,” she says. “So how seriously have you conveyed that message? You can't expect that they know what you're talking about.”
But if you've determined what's behind the behaviour, given the employee direct feedback and the behaviour stills persists, the question becomes – what can you do to change that behaviour? Is it better to take the carrot or the stick approach?
“Definitely carrot,” says Mr. Zweig. “We know from research that punishment doesn't often work. The problem with the stick is if you're not there to apply the stick, the person is going to revert back to their old habits. And they're also going to blame you for using the stick. When you use punishment, you're teaching them what they're not supposed to do, but you're not teaching them what they're supposed to do. The carrot takes a little longer, but it's much more effective in producing long-term behaviour change.”
Mr. Zweig believes the easiest incentive you can use is simple praise: “Praise is a very effective and underused motivator.”
Ms. Pau suggests that incentives can also be used to encourage good performance. “You pay a person a wage to do a job and if they do their job, they get the wage,” she says. “But if you want someone to do something above and beyond, if you want them to stretch a little bit, that's when you can incent them. That value differs from person to person – it might be money for one, time off for another, a trip to Hawaii to another.”
You can also use performance objectives to communicate to your employee that their bad behaviour might affect advancement, perks and remuneration, suggests Ms. Friedman.
“If you tie it to performance and are doing reviews properly throughout the year, not just a one-hit wonder at the end, you can say ‘You're not trending well in this area, you have been coming late, leaving early, you're only getting 6 per cent on that and not 10 per cent and that affects your bonus,’” she says.
If an employee's behaviour is affecting your bottom line or company morale, that's when it's time to consider termination, says Ms. Pau.
“For example, we have a client who said, 'We have employees who don't fill out time sheets,’ she says. “They're a service company, so the company bills their clients based on the hours employees work. If it's the only way you can invoice a client, at some point it's a really big issue.”
“If you've given the explanation, you've set up the expectations, you've given them feedback, you've given them a reward or the discipline and it doesn't work and you don't see a way out, then maybe that person doesn't fit,” says Ms. Pau.
On the other hand, says Ms. Friedman, it could be that the employee's strengths outweigh the behavioural weaknesses.
“Sometimes you'll say, 'This person's worth it, they're quirky, they're creative,' she said. “I also think that you have to pick and choose – you're not going to be able to change everything about everyone ...You decide which things you can more casually approach and which you need to put your foot down about. There's something about everyone that might not be ideal in a business context, so are you maximizing the good stuff?”
If you find an employee is worth holding on to despite their negative habits, you may need to alter your policies to accommodate them.

Quoted in Canadian Business - October 2011

Survival Guide: Career

By Jacqueline Nelson  | October 19, 2011
For most people, losing their job is the biggest threat posed by tough economic times. Should you be worried?
Before a corporate squall, there are usually warning signs. One of them is a spike in meetings. If private gatherings or quiet tête-à-têtes have grown more frequent at work, it’s likely change is brewing, according to Alan Kearns, head of Toronto-based consulting company Career Joy and author of Get the Right Job Right Now! “You should also look out for managers or leaders at the company acting cooler or under obvious stress.”
Kearns also suggests talking to the company’s salespeople, who are “usually upstream on what’s happening in the organization.” If they’re not hitting their numbers, it could be a sign that cost savings will have to come from somewhere else in the company. Lost contracts or failed bids can also precede cuts.
When fellow staffers are being shown the door, you might have to work harder, or it might be time to look beyond your own firm or even industry for opportunity, says Sari Friedman, a human-resources coach and consultant. “You might decide that ultimately you don’t want to slug it out in this industry doing two people’s jobs at once. There are other industries that are more financially secure and my skills are transferable.” If you were working in finance for a media company, perhaps a move to pharmaceuticals or resources would be beneficial.
Claude Balthazard, a vice-president at the Human Resources Professionals Association of Ontario, suggests looking for the industries that are growing. “For example, in Ontario you can go to the Job Futures website and it will tell you what the prospects are,” he says. “Health care, with the aging population, is a good place to be. Manufacturing, maybe less so.”
If you decide to stay put, Balthazard advises, “don’t be deadwood.” The easiest way to ensure your security is to be the best at what you do. “Both internally and externally, everyone has a reputation, and the best will be the last to go, and will land quickly in other roles if they find themselves laid off,” Kearns adds.
If the company conducts regular performance reviews, take a second look at those to make sure you’re approaching your objectives. Even if you’re not the company’s star employee, there are other ways to increase your odds of success. “One good way to build stickiness in an organization is by building relationships in different divisions of the company. People with deeper relationships are harder to let go,” he says.
Employees should also look for ways to add value to the company, either by increasing revenue or saving money. Through all this, Kearns notes, being a positive influence on the team can save hard-working people with average skills. “Having a resilient attitude and keeping the team upbeat and motivated is extremely valuable in times of flux and uncertainty.”

Interviewed in the Globe and Mail - November 2011

The first 90 days are crucial when it comes to a new hire. If the fit is right, it can be the beginning of a successful long-term work relationship that benefits both employee and employer. If the fit is wrong, it can cost a company a great deal – both in time and money.
“Turnover is upwards of 30 per cent in the first three months,” says Christian Codrington, senior manager of operations at the British Columbia Human Resources Management Association. He explains that the cost of replacing a new employee is one-and-one-half times the cost of any new hire, because “you have to recruit and hire a replacement while the work’s not getting done.”
For small businesses, these kinds of excess costs can be particularly damaging. But with some careful planning and attentive management during those first 90 days, companies can avoid the three-month turnover trap and help new employees integrate successfully into their new environment.
The orientation checklist: A must-have
Well before their new hire’s start date, employers should put together a detailed orientation checklist, according to Toronto-based human resources consultant Sari Friedman.
A comprehensive checklist will ensure that an employer won’t miss important (but often overlooked) details, such as informing the rest of the office a new employee is starting, or making sure the new hire gets the proper payroll information.
On their first day, employers should refer to the checklist to make sure the employee gets all the essential facts.
“Make sure [new employees] have an understanding of the things that are close to people's hearts, like benefits and when they are going to be paid,” says Ms. Friedman. “You need to take care of those basic things first.”
Ms. Friedman recommends reviewing the new employee's job description in detail that first day. Explain what it is they will do, what the people around them do, and the overall scope of the organization. “And walk them through it; don't just to plunk it down on the person's desk,” she says.
A workable workstation
Employers need to ensure that a new employee's workstation is ready to go as soon as they walk through the door, says Mr. Codrington – not the next afternoon or a week later.
“I was a co-op student for a financial consulting firm years ago and for the first two weeks, I had a chair ... from the lunch room,” he recalls. “I sat in the hallway and my desk was a bunch of financial management books and a phone they had wired up ... people are kind of chuckling at you as they walk by.”
Even the smallest things matter, “like making sure someone’s desk and drawers are clean,” says Ms. Friedman.
Structure the first two weeks
Mr. Codrington suggests giving new employees a schedule for their first two weeks, outlining who they should meet with and to whom they should talk. Meetings with key colleagues can be scheduled in advance, and managers should take the time in the first day or so to personally introduce the new employee around the office.
Just as critical are one-on-one sessions with the employee's manager, scheduled frequently throughout those first two weeks.
“You can say, ‘Monday, Wednesday and Friday in the afternoon we're going to spend some time decompressing from your day and just finding out how you're doing,’” recommends Mr. Codrington.
Employees are most engaged when senior management shows care and interest in their situation, says HR consultant Janet Salopek, president of Calgary's Salopek Consulting. In smaller organizations, it's important for the company's CEO or owner to schedule lunch meetings with a new employee, particularly if he or she is in a senior role.
“The owners can touch base with the new employee and give them some really good history of the organization and a feel for the culture, and we know that really excites people,” she says. “It's a good thing [to do] that doesn't take a lot of time.”
The buddy system
Good workplace integration isn't just about new duties and responsibilities, it's also about helping a new hire feel comfortable with the office culture. Ms. Salopek says a good way to ensure this is to assign your new employee a “buddy,” a fellow employee who can fill them in on everything – from where the bathroom is and how to use the telephone to where the nearest gym and good local eating spots are.
“Particularly with the young people, [this] is critical. They need to know where people go to connect,” she says. “But you have to coach the buddy and let them know what their role is and what the expectations are, because it’s an important role.”
Ms. Friedman says employers should select their buddies thoughtfully. “Be really careful about who you select to orient the new employee so they don't learn bad habits.”
Don't lead with the negative
Although you may want to involve your new employee in all the team meetings, Mr. Codrington says employers need to be mindful of what's being said, particularly during the new hire’s early days. Meetings about money-saving measures, restructuring or belt-tightening might be confusing for someone new to the organization.
“What you shouldn’t do is overwhelm them with the negative,” he says. “Help people interpret the information they are getting. Make sure the manager follows up one-on-one to say, ‘You just were in this meeting where you heard some talk about restructuring, you must have some fears or concerns, can we talk about anything?’ Just don’t forget your new person.”
After the first two weeks
Scheduled check-ins should continue throughout the first three months, says Ms. Salopek.
After the first month, she says both the buddy and the manager should check in with the new hire. During the second month, sit down with the new employee and set their goals. Finally, during the third month, review these objectives and look at further training and development.
Providing feedback is also critical, says Ms. Friedman. “Don’t wait. Part of orienting someone is giving them feedback, letting them know if they're meeting expectations.”
Although the first month or so tends to get the most attention, Ms. Friedman says employers should be mindful of their employee's all-important three-month mark.
“It is much easier and more cost-effective, if you need to sever the relationship, to do it in the first 90 days in terms of avoiding extra costs and extra legal liabilities,” she says.
“Every good manager should have the employee’s three-month date in their calendar.”

Sunday, 16 October 2011

Quoted in the Huffington Post - October 2011

Overcoming Work Mistakes: Learn How to Speak Up And Move On

It's like something out of a bad dream.
You're in the middle of a typical day at the office, feeling like your usual confident, competent self. And than, bam! It's like ice water down your back. You realize you've made a mistake -- a big one. You accidentally sent a sensitive email to someone you shouldn't have. You totally forgot about a lunch with an important shareholder. You misspelled a valuable client's name in a press release. You messed up -- big time. Now what?
Your first instinct (after hyperventilating) may be to hide under your desk. But is there a way to face your big boo-boo and come out of it looking good -- or at least with your job intact?
Toronto-based Human Resources Consultant Sari Friedman says it's better to own up to your mistake as soon as you realize you've made it.
“Otherwise it will come back and haunt you,” she says. “Owning up to a mistake gives you the chance to speak to it before someone puts you on the spot.”
It may be scary, but admitting you made a mistake can actually show strength of character, says Toronto psychotherapist Kimberly Moffit. On the other hand, covering up your error or laying blame on others can make you look bad.
“The ability to admit that you've made a mistake shows not only character, but also confidence because you're not afraid of how you'll look,” she says. “In contrast, making excuses comes across as shallow and insecure, as if you're trying to cover up your personal weaknesses.”
Christian Codrington is senior manager at the British Columbia Human Resources Management Association and he acknowledges telling your supervisor you've messed up is easier said than done, especially if you have an arrogant or difficult boss. But if you fess up with a plan, your blunder can demonstrate your ability to handle adversity.
“We're all going to make mistakes, but the mark of the valued employee is how they recover from their mistake and what they say they learned from it,” he says. “It's really good if someone can come with a solution. It doesn't necessarily mean you will go out and do the solution, but you can say, "This is what I'd like to do, but I wanted to check with you first."”
If you made a mistake that's likely to tick off an important client, fixing it might mean apologizing to the offended party and sending flowers or a fruit basket. Though you might be tempted to keep things hush-hush and do all that yourself, Friedman says your boss could actually help you figure out the best way to fix things, as opposed to making things worse.
“Your boss might be able to say, "I know this client, they would rather not have the ass-kissing, let's just let it go and not send them a basket,"” she says. “Or they could say, "I know Murray, he's going to want a pair of gold hockey tickets.""
As well, your mistake might help your boss discover areas in which your company needs to improve.
“Sometimes the company may need to say, "We need to pull up our bootstraps,"" says Friedman. “"If this employee has forgotten about a meeting, we need to upgrade our Outlook or everyone needs a BlackBerry." They get that chance to make sure this doesn't happen in the future.”
One thing not to do? Don't apologize by email, just to avoid getting yelled at.
“I'd be really careful about how you do it,” says Codrington. “If you normally speak to someone in person and then you try to patch up your mistake through email, it looks like you're embarrassed and ashamed.”
Friedman also warns against email apologies. “Don't use email for emotional things, because email can't convey emotions well,” she says. “You want to have a dialogue.”
Beyond the effect it has on your career, making a big mistake at work can be personally demoralizing and upsetting. Moffit says that it's important to give yourself a break and recognize that everyone makes mistakes. As well, you can do proactive things to ensure it doesn't happen again.
“If your schedule is too packed and your levels of stress are too high -- causing you to make more mistakes -- then sit down with yourself, a friend or a therapist to create a healthier schedule that includes downtime for yourself,” she says. “This way you can feel confident moving into the future knowing that you're doing your best to prevent future mistakes.”
As well, Moffit recommends a lunchtime or after-work chat session with a trusted friend or colleague to help alleviate some of your feelings of guilt or embarrassment.
“Most of all, having somebody to confide in or share work horror stories with will help you feel supported and not alone.”

Quoted in the Globe and Mail - September 2011

Temp staffing agency seeks better feedback on workers’ performance
bryan borzykowski
Special to Globe and Mail Update
Published Wednesday, Sep. 28, 2011 6:00AM EDT
Last updated Thursday, Sep. 29, 2011 9:04AM EDT
Every week, we will seek out expert advice to help a small or medium-sized company overcome a key issue it is facing in its business.
When hospitals are short-staffed, Tanya Sarakinis helps to fill in the gaps through her temporary staffing agency for health-care workers.
But as her business has grown, to an expected $2.5-million in revenues this year, she’s found it tougher to make sure her placements are delivering quality care.
The founder and chief executive officer of Burlington, Ont.-based Emerg-Plus Healthcare Consulting Group has contracts with half a dozen hospitals in southern Ontario, 30-plus full-time staff, and about 400 temporary workers, mostly nurses, on her roster.
She has just signed contracts with another half-dozen hospitals.
But as the number of placements grow, Ms. Sarakinis says she is having increasing trouble staying on top of her work force’s performance.
“We’re sending people to multiple sites, and I don’t have direct supervision over them,” she says. “You’re relying on the hospital’s staff to forward any problems.”
Ms. Sarakinis has been placing workers for about a decade. For the first few years, she took a “no news is good news” attitude.
But that approach has stopped working.
She’s only found out a nurse’s performance wasn’t up to snuff when she’s tried to send the person back for another placement, and been rebuffed.
She has asked hospital managers to send complaints to her 48 hours after a placement ends. But she’s finding they aren’t writing back, and occasional problems still persist.
“It’s small stuff that, if I was right there, I could catch.”
The Challenge: How can Emerg-Plus’s boss better monitor quality assurance?
Barry Levine, principal at Toronto-based RSM Richter
There’s no feedback loop. She needs to create an automated e-mail or survey tool that goes out to the manager to follow up after a placement is completed.
It shouldn’t be obtrusive and it’s something that should only take a few minutes. Keep the questions short, use ranking check boxes [and] it has to be automated.
Let the managers know that the objective is to improve the quality. Tell them, if they want their needs met, there needs to be a feedback loop.
Toronto-based human resources consultant Sari Friedman
She has to set up a performance-based culture, which isn’t always intuitive in the medical field.
She should set up performance criteria for her workers and say, in order to represent this company, you need to be knowledgeable and exhibit good judgment skills in these areas. You can do a test using Survey Monkey or any other online survey tool. Her top-tier nurses will get better placements.
Once they complete a placement, her staff should fill out a form that talks about what their expectations were and what they did at the hospital. If it didn’t meet or exceed expectations, ask them why. It makes them more thoughtful about their own performance.
Kevin Gill, president of Winnipeg-based temp agency, Staffmax Staffing & Recruiting
First and foremost, she must adhere to and document service calls.
Do a first-day-arrival check, where she calls to make sure the person showed up. Then there should be a second-day skills and fit check to make sure that person is a good fit. Then do a weekly service call on a scheduled basis to make sure there are no issues.
It’s not good enough to just check off that it’s been done. Document each detail in the client’s profile. Try to follow up with the person the nurse is reporting directly to, to eliminate any lapse in communication.
We use staffing software like Bullhorn to keep track of everything. You input these calls into the system, and then you can see how each nurse’s performance has been and what specific hospitals had to say about staff.
Create a survey for clients
Instead of asking clients to report an issue, send out a quick survey immediately after a placement. Use check boxes and multiple choice to make the process less time-consuming.
Reward performance
Create a performance-based culture, where better-performing nurses get better shifts.
Remove layers
Follow up with the person the placement directly reports to, rather than waiting for a more senior manager to respond.
Special to The Globe and Mail