As defined by Merriam-Webster, integrity is the “firm adherence to a code of especially moral or artistic values”. Integrity defines us as human beings. Will we stand up and do the right thing? That question may draw an irrevocable “yes” until we are put in a situation that puts our integrity to the test. Have you ever had your integrity tested? Was your reaction favorable, or with the benefit of hindsight, do you wish you would have reacted differently?
With the latest media frenzy engulfing the Penn State community and questioning the integrity of the university’s leaders, we are once again surrounded by a transgression so disappointing it is gut-wrenching. I believe we have just begun to learn the details of this case and I certainly am not ready to offer public comment, but I am disheartened by the scandal that is rocking a rural community and challenging the slogan, Success With Honor, which the university has lived by for many years.
Although we may feel defeated once again, we can turn it around and use this time as a teaching moment for ourselves, our kids and our business. We can evaluate if we are conducting ourselves in the way we had always intended. Are we teaching our kids to live ethically and morally? Have we created a business culture, or do we work in a business culture, that encapsulates our personal ethics and values? I have devoted my website, www.champagneb2b.com, to further explore these topics in the Finance, Management & Family & Business Life pages.
Unfortunately, many of these discussions can raise more questions than answers. Being prepared to handle these difficult situations can help us deal with the issues when they arise. Try to avoid crisis management in your business and personal life by preparing for the rewarding, as well as challenging, times. Of course, you can’t always prepare for the major blows in life. How we react to those often define us as human beings. Try to take the time to think before you act!
Doing something is better than doing nothing. Initiating a quick sincere response will go a long way in re-establishing credibility to yourself and your organization. Remember, in this media-saturated world, if you don’t respond, someone else will do it for you!
I leave you with a video of Success With Honor for you to draw your own opinions on whether the university should be judged on the actions (or in-actions) of a few, or by the devout action of many?
http://www.youtube.com/watch?v=vI0Xv7HuUHE&feature=mfu_in_order&list=UL
What do you think?
Thursday, November 10, 2011
Wednesday, November 2, 2011
On Demand Jobs - the New Reality?
Whatever word you choose to use, temporary, outsourced, contract, part-time, just-in-time labor, contingent workforce or on-demand jobs, these jobs have become the new reality. With personnel costs on the rise, companies continue to look for alternatives. Outsourcing doesn’t always mean sending certain functions to a remote location. It can mean hiring a person to come into the organization to work on a contract or temporary basis. These types of jobs provide benefits to both the employer and the contingent worker, but both must enter the relationship fully informed. For companies, an on-demand workforce provides an opportunity to focus on its core functions with greater flexibility and access to multi-level talent. Likewise, the contract employee can enjoy greater flexibility and freedom, but may be the first to be let go during the tough times (and the first hired back during the good times).
With high unemployment rates these days, companies have a pool of superstars to pick from for its contingent workforce. DeCenzo and Robbins define the contingent workforce as “the part-time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees”. (DeCenzo & Robbins, 2007, p.16) More and more people are accepting these on-demand jobs as a means of getting back to work in some capacity. Therefore, companies have excellent access to a skilled professional workforce who can offer accounting, legal services, human resources, IT, recruiting, credit & collections, engineering, customer service, process creation and control, supply chain specialties, or special projects.
For companies, the on-demand jobs trend can have tremendous benefits, but should be entered into carefully. Contingent workers offer companies an opportunity to “kick the tires” before making a permanent hiring decision. If a project becomes a huge success, the company can then opt to permanently hire. There is no better way to see if someone will “fit” into the culture than having him/her try it. Keep in mind there is no guarantee that the contracted employee will want to forego his/her flexibility to become a permanent employee.
Confidentiality can be a concern. To be successful the contingent workforce must be trained on the business and in areas pertinent to completing their duties, which may include confidential issues. In these cases, consider performing background checks or having the contingent workforce sign documents such as non-compete agreements, confidentiality agreements and contingent workforce contracts.
Company culture should also be considered when hiring on-demand staff. Will the core staff properly allocate resources to help make their temporary counterparts a success? Training and communication are crucial to overcome objections. Like other staff, it is imperative that on-demand staff is managed with goals and timelines. On-demand staff may have other priorities and contracts, so establishing goals and timelines up-front will help everyone properly prioritize.
For on-demand employees, due diligence is a must and should be applied with the same vigor used when considering permanent jobs. Talents should be tangible and deliverable. The culture of the proposed client is important. Will the core employees embrace the relationship/project or reject it? Rebuffing office politics is vital. Being organized and able to hit the ground running are imperative. Excellent communication skills are essential. Being a fast learner and technologically competent will provide an edge over the competition. Understanding the risks involved with on-demand employment is crucial and can be off-set by the flexibility and freedom often inherent in these positions. Risks can include higher stress levels of working in a provider/client relationship versus a traditional employer/employee relationship. These jobs can also be isolating since the contingent workforce may be differentiated from core staffers.
If you are out of work and looking for an alternative to the same old grind, contract work may be an option. On-demand employment is here to stay; gone are the days of settling into one company after high school or college until retirement. Take advantage of this new trend and make it work for you and make it a win/win for everyone! For employers who are having difficulty filling certain jobs, try using a contingent workforce to get the job done. They can provide talent, better results and a less expensive solution to hiring. If both parties do their due diligence up-front, it can be a great working relationship for years to come.
If you enjoyed this article, you may find the following informative:
Conlin, M., Coy, P., Herbst, M. (2010, January 10). The Rise of the Permanent Temporary Workforce, www.msnbc.msn.com, Retrieved November 1, 2011 from http://www.msnbc.msn.com/id/34769831/ns/business-careers/t/rise-permanent-temporary-workforce/#.TrAM8ezr4oM
Goldsmith, M. , (2007, May 23). The Contingent Workforce, BusinessWeek.com, Retrieved November 1, 2011 from http://www.businessweek.com/careers/content/may2007/ca20070523_580432_page_2.htm
Lister, K. (2010, July 30). Making the Most of Freelance Talent, www.entrepreneur.com, Retrieved November 1, 2011 from http://www.entrepreneur.com/article/217195
References
DeCenzo, D.A. & Robbins, S.P. (2007). Fundamentals of Human Resource Management, Ninth Edition. Hoboken: John Wiley & Sons, Inc.
With high unemployment rates these days, companies have a pool of superstars to pick from for its contingent workforce. DeCenzo and Robbins define the contingent workforce as “the part-time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees”. (DeCenzo & Robbins, 2007, p.16) More and more people are accepting these on-demand jobs as a means of getting back to work in some capacity. Therefore, companies have excellent access to a skilled professional workforce who can offer accounting, legal services, human resources, IT, recruiting, credit & collections, engineering, customer service, process creation and control, supply chain specialties, or special projects.
For companies, the on-demand jobs trend can have tremendous benefits, but should be entered into carefully. Contingent workers offer companies an opportunity to “kick the tires” before making a permanent hiring decision. If a project becomes a huge success, the company can then opt to permanently hire. There is no better way to see if someone will “fit” into the culture than having him/her try it. Keep in mind there is no guarantee that the contracted employee will want to forego his/her flexibility to become a permanent employee.
Confidentiality can be a concern. To be successful the contingent workforce must be trained on the business and in areas pertinent to completing their duties, which may include confidential issues. In these cases, consider performing background checks or having the contingent workforce sign documents such as non-compete agreements, confidentiality agreements and contingent workforce contracts.
Company culture should also be considered when hiring on-demand staff. Will the core staff properly allocate resources to help make their temporary counterparts a success? Training and communication are crucial to overcome objections. Like other staff, it is imperative that on-demand staff is managed with goals and timelines. On-demand staff may have other priorities and contracts, so establishing goals and timelines up-front will help everyone properly prioritize.
For on-demand employees, due diligence is a must and should be applied with the same vigor used when considering permanent jobs. Talents should be tangible and deliverable. The culture of the proposed client is important. Will the core employees embrace the relationship/project or reject it? Rebuffing office politics is vital. Being organized and able to hit the ground running are imperative. Excellent communication skills are essential. Being a fast learner and technologically competent will provide an edge over the competition. Understanding the risks involved with on-demand employment is crucial and can be off-set by the flexibility and freedom often inherent in these positions. Risks can include higher stress levels of working in a provider/client relationship versus a traditional employer/employee relationship. These jobs can also be isolating since the contingent workforce may be differentiated from core staffers.
If you are out of work and looking for an alternative to the same old grind, contract work may be an option. On-demand employment is here to stay; gone are the days of settling into one company after high school or college until retirement. Take advantage of this new trend and make it work for you and make it a win/win for everyone! For employers who are having difficulty filling certain jobs, try using a contingent workforce to get the job done. They can provide talent, better results and a less expensive solution to hiring. If both parties do their due diligence up-front, it can be a great working relationship for years to come.
If you enjoyed this article, you may find the following informative:
Conlin, M., Coy, P., Herbst, M. (2010, January 10). The Rise of the Permanent Temporary Workforce, www.msnbc.msn.com, Retrieved November 1, 2011 from http://www.msnbc.msn.com/id/34769831/ns/business-careers/t/rise-permanent-temporary-workforce/#.TrAM8ezr4oM
Goldsmith, M. , (2007, May 23). The Contingent Workforce, BusinessWeek.com, Retrieved November 1, 2011 from http://www.businessweek.com/careers/content/may2007/ca20070523_580432_page_2.htm
Lister, K. (2010, July 30). Making the Most of Freelance Talent, www.entrepreneur.com, Retrieved November 1, 2011 from http://www.entrepreneur.com/article/217195
References
DeCenzo, D.A. & Robbins, S.P. (2007). Fundamentals of Human Resource Management, Ninth Edition. Hoboken: John Wiley & Sons, Inc.
Saturday, March 13, 2010
Marketing Scam or Good Marketing?
We have all experienced those times when we bought something, or almost bought something, and later found out we were scammed. At what point does good marketing become a scam? I was inspired to write this blog because I just had that experience yesterday. Back in the fall I bought an educational CD for my kids which they very much enjoy. As they were ready to move onto the next unit yesterday, a message popped up that they couldn’t proceed until a parent paid for an online membership. Now, I paid for the CD and expected to be able to use all of the games. When I called customer service to voice my concerns, they offered to give me my money back for the CD. But that isn’t the point. I had been talking to other parents very positively about this product, and now will stop doing so.
Kotler & Keller define “marketing management as the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value.” (Kotler, P. & Keller, K.L., 2006, p.6) The key terms for me are “getting, keeping, and growing customers”. I can’t help but wonder how many companies today truly practice “marketing management”. Have you ever noticed that your cable company, telephone company, and even your bank will not check in with you while you are their customer? But once you leave, then all of a sudden you get barraged with special offers and lower prices to come back. So, why not offer existing customers those great deals and service to keep them satisfied? It is much cheaper to keep existing customers than to go out and get new ones. So, what am I missing?
In this economy, companies have to focus on the bottom line, which should go hand-in-hand with customer retention. Losing customers is costly. “Even a small reduction in customer defections can significantly increase profits. Because your fixed costs don't change much regardless of how many customers you have, the retention of existing customers is vitally important in maximizing profit. Creating and strengthening customer loyalty must be a top priority of any business if it is to grow and prosper.” (Calloway, J., 2009)
In this competitive environment, that sounds like great advice. What are your thoughts?
References
Calloway, J. (2009, November). Keeping Customers Loyal: The Human Side of Doing Business, The American Salesman, Retrieved March 13, 2010 from http://proquest.umi.com.centhsally.centenarycollege.edu:2048/pqdweb?index=8&did=1888329301&SrchMode=2&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1268533438&clientId=10301
Kotler, P. & Keller, K.L. (2006), Marketing Management (12e), NJ: Prentice Hall
Wednesday, October 7, 2009
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