Building Performance Trust

Written by Nan S. Russell


Continued from page 1

There is a mercenary side to idea approval. What happens with your idea is a reflection onrepparttar person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or ideas. I do on both. But, business decisions are about odds and risks. Make sure both are in your favor. Being a strong performer isrepparttar 106951 best way to get your ideas noticed and sell them torepparttar 106952 powers that be.

You can start enhancing your performance reputation by implementing ideas that don't require anyone's approval. Do what needs doing, what would be helpful if implemented or beneficial if created. Of course, this at-your-discretion work is always in addition to current responsibilities. People who are winning at working use ideas to build performance trust. And performance trust builds careers.

(c) 2005 Nan S. Russell. All rights reserved.

Sign up to receive Nan's free eColumn, Winning at Working, at http://www.winningatworking.com. Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. Currently working on her first book, Nan is a writer, columnist, small business owner, and instructor.


Out Recruit The Competition

Written by Brett M. Stevens


Continued from page 1

Interviewing Process: *Candidates were chaperoned around from interview to interview; every candidate was treated as a guest in their house, not just another body interviewing *After meeting everyone,repparttar candidate had a nice debrief with a representative fromrepparttar 106950 Human Resources department and was then escorted torepparttar 106951 car waiting departure back torepparttar 106952 airport

The Offer: *Selected candidates could expect a verbal offer within 48 hours ofrepparttar 106953 final interview and a letter of offer sent overnight mail *The offer could be contingent upon a good background check

How Candidates are lost: •Waiting for days, if not weeks, for references and background checks •Candidate can be recruited away while waiting forrepparttar 106954 background check to be completed •Delays create hesitation inrepparttar 106955 candidate’s mind aboutrepparttar 106956 hiring company •Delays reflect poorly onrepparttar 106957 company’s ability to move quickly •Lowball offer after waiting

I have almost a 100% acceptance rate from candidates. Often times it isn’trepparttar 106958 best money orrepparttar 106959 best opportunity they had been offered. It wasrepparttar 106960 high quality interviewing process. Consideringrepparttar 106961 time and effort byrepparttar 106962 people inrepparttar 106963 company andrepparttar 106964 additional expenses of travel, companies can’t afford to loserepparttar 106965 right candidate. Hiring is like any relationship: “The more you put into it,repparttar 106966 more you get out of it.”



Brett Stevens is founder and President of The SearchLogix Group (http://www.searchlogixgroup.com). He has been recognized in many trade and online magazines and is a notable guest speaker and most recently, Brett was recognized internationally by the American Stroke Association for his fundraising efforts. You can email Brett at mailto:brettstevenspr@searchlogixgroup.com or telephone him at 770-517-2660.


    <Back to Page 1
 
ImproveHomeLife.com © 2005
Terms of Use