The expectations of life depend upon diligence; the mechanic that would perfect his work must first sharpen his tools.
-- Confucius
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What's New
Data Dome Founder and CEO
Wins Chairman's Club Sales Excellence Award
Art Schoeck, founder and CEO of Data Dome, a company that provides tools and training allowing businesses to maximize human capital and retain their top talent, was recently awarded the Chairman's Club Sales Excellence Award by Target Training International (TTI), a research-based, problem solving company dedicated to improving the quality of life in the workplace through the application of assessments.
New Assessments
TTI Personal Talent Skills Inventory - Ranks personal capabilities, awareness and attitude to describe potential for workplace performance in specific positions.
Task Quotient - Measures the percentage of time spent on routine tasks, trouble-shooting, and projects compared to what time ideally would be spent.
The Job Fit Talent Series - These new bottom-line graph reports fit the talents of the person to the job. Combines DISC Behavioral Style, Values, and the Task Quotient. Full narrative reports of each available separately.
QUIZ
Test Your Knowledge of Stress Behaviors:
Can You Identify the DISC Behavioral Style?
- __ Stony silence
- __ Loud vocalization
- __ Invasion of personal space
- __ Avoidance of others
- __ Blaming
- __ Sarcasm
- __ Wounding Remarks
- __ Mechanical Gestures/Tone
- __ Compliance, but not cooperation
- __ Hyper-sensitivity
Hint: Some have more than one answer.
If you think you have at least one correct answer for each behavior, email your answers to service@datadome with the subject "DISC Stress." (Please do not reply to this newsletter!)
The first five people who successfully respond will receive one assessment of their choice (from among 12 different assessments - value up to $350).
Need a refresher?
Call us to schedule an on-site seminar, a DISC Refresher Webinar, or DISC certification training.
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Biggest, Best Performing,
or Most Admired?
Company Rankings
World's 2000 Largest Public Companies
Global High Performers
Most Admired US Companies
Turnover Costs
Use our complimentary turnover cost calculators. You can figure turnover costs by the individual, or by job, department and organization.
Did you know that we can help predict your turnover, and show you what you can do about it?
Call us at 404-814-0739
Continuing Importance of Small Businesses
The National Federation of Independent Business, the nation's largest small-business advocacy group, has announced four reminders of how American small businesses contribute to the economy, their communities and the political process.
America's No. 1 job creator
- 99.7% of all employer firms
- 50% of all private sector employees
- 60-80% of net new jobs annually over the last decade
- 45% of total U.S. private payroll.
Powerful Voice in Public Affairs/Politics
- 95% of small-business owners are registered to vote
- 84% usually do vote
- 3% run for office.
Steady Sector of the American Work Force
- 46% of employers intend never to fully retire
- 23% plan to retire at 65+ (Of those, 50% at 70 or older)
- 60% of those intending to retire expect to phase-out gradually
Contributor to Local Community
- 91% of small-business owners contributed in the last year through volunteering, in-kind contributions, and/or direct cash donations
- About 41% contributed all three ways.
- The average value of contributions is $6,600 per small employer (including noncontributors!) - roughly $40 billion in total.
Spotlight on SalesMax
Sales Max was designed and validated with top performers and built around a consultative sales approach. Web-based, it is easy to use in the field and can be customized to your organization.
Sales Max examines the 3 areas that affect successful selling - sales personality, knowledge and motivations.
SalesMax has been designed and validated to consistently identify candidates with superior sales potential. Candidates who score "BEST" on SalesMax:
- Achieve, on average, over 95% of their sales targets.
- Are rated as "top" or "superior" performers by their employers.
- Sell nearly 3 times as much as "AVOID" or "OK" performers.
More Information on SalesMax
Download a Sample Selection Report (For Pre-employment)
Download a Sample Development Report (For Current Salespeople)
Other sample reports
Product List By Application/Position
Assessment Selection Wizard
Call us at 404-814-0739
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How We Stress Someone Out in Style (DISC Style, that is)
A stress style is a reserve style of behavior that emerges when one feels "at the end of my rope" and "just can't take it anymore." Different behavioral styles find different situations more stressful than others. Using the most basic DISC behavioral style attributes, here are some typical stressors. Don't try these at work!
Stress Out a High D
Block and threaten their personal goals. They can't take their foot off the gas, so make them hit the brakes as well. Get in their way, move slowly, make a lot of small talk. Take advantage of them. Create a wall of obstructionist bureaucrats toward which they must submit. Waste their time whenever possible. Whine!
Stress Out a High I
Splash water on their enthusiasm. Dampen their optimism. Frown when they smile, and talk down to them. Don't let them speak up, and forbid them from expressing their views and opinions. Don't let them show any emotion, not even to gesture. Get down to business immediately, and treat them like objects. Take away their phone and their workmates!
Stress Out a High S
Change the rules and processes. Without warning, change them again. Suddenly change direction. And again, faster. Change expected results of routine actions. Question their loyalty. Don't prioritize. Don't be available for clarifications. Give them way too much to do by day's end, then threaten their job!
Stress Out a High C
Criticize their work. Deny them time - rush them, send them to useless training and pointless discussion. Force them into immediate decisions and commitments. Deny them sufficient information for making decisions. Give them lousy equipment, don't let them upgrade. Randomize processes and procedures. Give them erratic and emotional responses, forcing them to release projects before they can be checked or tested. Change plans - arbitrarily and often - and don't let them finish anything!
Leadership Tips: Five Ways to Lead the Way to Less Stress
Real leadership inspires voluntary commitment, not just grudging compliance. Here are a few tips for dealing with stress behaviors.
- Identify and be aware of your own stress behaviors. Don't contribute to the problem.
- Acknowledge the stress behavior. We all have rough days - give the benefit of the doubt.
- Avoid "pushing the style buttons" of a person exhibiting stress behavior (see above).
- Adapt your own style to that of others, with behaviors that meet the needs of those you lead. Don't lead like you would want to be led. Lead like they want to be led.
- Identify elements in the work environment that can be adjusted to minimize style-based stressors.
Approaching Labor Storm AHEAD!
Talent Shortages on the Way
We all know it's coming. Several different factors are converging toward a severe talent shortage. We noted in a previous newsletter that the number of actively disengaged workers is increasing. Only 20% of workers feel passionate about their jobs, less than 15% feel strongly energized by their work, and only 31% believe (either strongly or moderately) that their employer inspires the best in them. It bears repeating. You'll want to hold on to your talent, and attract the best of what will be available.
Think about it:
- 45% of workers want to change jobs at least every three to five years (compare to 27% in 1999). They see more growth potential in leaving the company than in staying with current employers.
- A 10-million-person shortfall in skilled labor! By 2010, we will have less than 158 million people in the workforce to fill more than 168 million US skilled jobs.
- A shortfall of 6 million college-educationed workers! 18 million jobs will require college-educated workers within the next ten years, but at current B.A. graduation levels, we will only have 12 million.
- There will be a 15% decline in the number of 35 to 44 year-olds over the next 15 years, giving companies fewer people available for top management spots and high-performance executive jobs.
- 20% of America's large established companies will lose 40% or more of their top level people in the next five years as senior executives reach retirement ago.
- Companies reacting to their succession problems by recruiting from the competition show a 66% failure rate for senior managers within the first 18 months.
A corporate culture that thrives on the passion of an engaged, connected workforce is more competitive, more profitable -- and can attract, retain and develop the top talent!
We can help. Call us at 404-814-0739 for your complimentary consultation with Art Schoeck.
Corporate Attorneys and HR Managers Weigh in on Workplace Trends
Corporate attorneys and human resource managers from large and medium-sized companies answered questions about trends and practices in their organizations for the 2005 Jackson Lewis Workplace Survey (released March 14, 2006). Jackson Lewis is a national law firm that represents management in workplace issues.
- Human resource executives say job security is the most critical issue facing the country for the fifth consecutive year, despite the low national unemployment rate. Almost half (48%) of the 2005 survey respondents cited it. (However, this is a substantial drop from 2004 when 66% identified job security as the most critical national issue).
- Gender discrimination was still the most frequent claim in 2005. Of those who were sued, when asked the nature of the claims, 51% cited gender discrimination. Race discrimination (45%), age discrimination (40%), disability discrimination (40%) and national origin discrimination (17%) were also reported. (These results were relatively unchanged from a similar survey conducted in 2004).
- The number of companies reporting workplace lawsuits fell. In the 2005 survey when participants were asked, "Was your company sued by an employee for any reason during the past year?" 49% answered affirmatively. This was an 8% decrease from similar surveys conducted in 2004 and 2003 -- in both years 57% of those surveyed said their organization had been sued by an employee.
- Sexual harassment prevention training for supervisors reaches almost 90%. The vast majority (89%) said their companies train supervisors to prevent sexual harassment (81% 2004, 79% in 2003). 56% said that their companies provide mandatory prevention training for all employees (57% in 2004).
- Complaints of sexual harassment show a steady decrease. 48% said there were no complaints of sexual harassment at their companies (44% in 2004, 37% in 2003).
- Drug and alcohol testing has become commonplace. 62% said they conduct drug and alcohol testing. Of these, 91% test on a pre-hire basis. Most (69%) said there was no change in the number of positive results from the previous year. The most common method is urinalysis, cited by 55% of those who test their employees.
Twelve Questions to Ask When Selecting a Drug Testing Program
- Which drugs are detected (SAMHSA, NIDA-5 drug panel)?
- What levels of drugs are detected?
- What is the usage time window for each drug that the test will detect?
- What regulatory agencies have approved and validated the test?
- Is this form of testing legal in the state and industry in which it would be given?
- What drug confirmation technology is used?
- Is it cost-effective and convenient?
- Are special facilities, training, scheduling fees, or travel required?
- Is it an approved and valid test, or only a drug "screen" that will require additional testing elsewhere?
- What is the turnaround time for results?
- How is chain-of-custody protected?
- How easy would it be to introduce adulterants to the sample?
Warning! Drug abusers have many options to try to "beat" a urine test. See, for instance, the Whizzinator.
Instead, consider oral drug testing, or assessments for workplace attitudes, opinions, and integrity.
- Intercept Oral Fluid Drug Testing - A user-friendly oral drug swab protocol that can be administered right in your office during the interview.
- Select Pre-Employment Screening System - Identifies hourly customer service, healthcare, call center, warehouse/distribution, entry-level sales/service providers with stable work-related personality characteristics and productive work behaviors.
- E-Net Hire Workplace Attitudes - Analyzes up to 16 positive and negative behaviors you select as being important to the job.
- Orion Opinion Survey - Measures specific job-relevant attitudes. Standard, customer service, and safety versions.
Focus on Morale: Workforce Management Needs Improvement
In about 85% percent of companies employees' morale sharply declines after their first six months, and continues to deteriorate for years afterward.
According to the Hay Group 2005 survey, the fault lies squarely at the feet of management - both in the policies and procedures companies employ in managing their workforces, and in the relationships that individual managers establish with their direct reports.
- 40% of employees commend their companies for retaining high-quality workers.
- Just 41% agreed that performance evaluations were fair.
- Only 58% rated their job training as favorable.
- The majority of respondents said they had few opportunities for advancement -- and that they didn't know what was required to move up!
- Most telling, only about half of workers below the manager level believed their companies took a genuine interest in their well-being!
(Based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies, 2001-2004, Sirota Survey Intelligence).
Turn Top HR Worries into Strategic Assets
- Managing talent
Rethink productivity approaches. Move strategy into project and team models of efficiency, develop existing talent, hire better with assessment tools.
- Linking pay to performance
Reward for results. Focus on the development of balanced and efficient teams.
- Growing demand for more time off
Time granted to "recharge the batteries" is a powerful incentive and can be tied to productivity.
- Employee demands for flexible work schedules
Working where and when they want to is possible with a project-based approach and updated communication networks.
- Telecommuting
More and more in demand for Gen X and younger. It's good for the environment too.
- Lower HR staff-to-employee ratios
Fewer staff will have more to handle, so strategize now to streamline procedures, and use validated multi-use tools for the life cycle of the employee.
- Workplace privacy issues
Transparency, ethics, and open discussion will be assets. Collaborate on policies to protect company interests while also limiting invasions of employee privacy.
- Employee demand for customized employment relationships
Start development now for new niche worker arrangements.
- Rising health care costs
Providing cost-effective healthcare will help you keep talent.
(Top worries based on the SHRM "Workplace Forecast: A Strategic Outlook.")
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