Every new employee joins the organization with stars in her eyes. There is a rosy dream of great future, great achievements and great corporate relationship. The employee begins with a positive note and heart full of new resolutions.
Imagine how devastating it would be for the employee to encounter indifference, ambiguity and disinterest. Imagine how the lackadaisical attitude of colleagues and superiors could shatter her hopes and dreams.
This scenario could be the reverse too. Employees who have been disillusioned with their previous jobs might join with a cynical attitude. They scoff at the rules and deride employee development programs of the company.
In both the cases, the losers are more than just two parties: the cynic and the victim suffer; in addition, the organizational climate becomes sour and the overall productivity goes down.
Induction training for new employees has to be taken seriously by both the employer and the employee. Every factor that can impact the new employee must be considered. Let us see all the factors that can influence the new employee:
Manual of organization rules and procedures
Manual of organization's events, programs, facilities
Organization chart and reporting structures.
Job manual
Departmental description, including names of employees and their respective designations
A new employee has no idea about the work culture in your organization. Hence, you have to be sensitive to the employee and provide with all oral and written instructions and guidelines. This helps her to align herself with the organization culture. Encourage formal and informal communication to allow her to blend with her work team.
Induction of new employees is incomplete without a formal induction training program. Induction training could be periodic lectures till such time that the employee is absorbed into the organization. To get employees comfortable with their fellow workers, it is a good idea to encourage informal tete-a-tete sessions. If the employee joins a sales team or a software development team, team members could have team inductions. It is very important to motivate new employees and stoke their ambitions for higher achievement. Team members should not indulge in name calling or back biting about other members as this can be very de-motivating to the new recruit.
Induction training should begin on a high note, and every body must look at the relationship optimistically. However, it is also not wise to raise irrationally high expectations of new employees. Promises should be reasonable and real. False promises only lead to disillusionment and negative feelings. The key is to build aspirations that would seem fair and reasonable to employees.
Wednesday, July 25, 2007
Breaking Through the Facade: Effective Recruitment Interviews
Many HR executives tell me that it is tough to crack a person during a recruitment interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.
I disagree with this argument. I believe that an interview is a platform the interviewee has a chance to get a glimpse of the organization and understand its work culture. On the other hand, the interviewer gets to review the candidate and assess his viability in the organization. If the interviewee has done a thorough job of preparing for a recruitment interview, that is good. It means he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
It is a fallacy that recruitment interviews don't bring out the true nature of employees which can be of crucial significance in employment decisions. If you fall for external appearances and ignore the subtle signs along the way, then how can you blame the interviewee for not disclosing everything?
When recruitment interviews become predictable, they are easy to crack. That does not mean interviews should become stress interviews. Stressing out employees by putting them in awkward situations only makes them more defensive. Stress interviews don't reveal much. Instead the focus should be on making interviewees relaxed and comfortable enough to speak out his mind.
An interviewer should be attuned to every move, habit or mannerism of the interviewee. A lot is revealed by mere gestures. Similarly, if you were to observe his attire, etiquettes and manners, you will learn more than what the resume tells you. Ask questions that seem visibly innocent but makes your interviewee less defensive. In my experience, I have found that when I make the person comfortable enough to speak freely, I learn interesting details about the employee. I was once interviewing a very good candidate who had a hi-flying career and had a diverse set of skills. Only when she got very comfortable talking to me did she disclose her plans to get married and relocate to a new city. She confided in me that she hoped to get a transfer to our branch office at the new destination so that she could continue working with us. Such valuable information could have been detrimental if gone unnoticed during the interview. Since the woman was very well qualified to do the job, we decided to hire her and agreed to give her the transfer as soon as we found a vacancy.
Interviewees are notorious for spinning fine yarn about their favorite activity or a hobby. In fact, some interviewees feign to have fine command on their general awareness on a variety of issues. They can speak eloquently about global warming, political crisis of Guatemala or about raising adopted children. In such a case, pick a subject where you have a sharp insight and use this subject to measure the interviewee's depth of analysis.
Even at the end of the recruitment interview, keep a watchful eye for any mundane detail that can tell you a tale about the person. After the interview is over, make sure to check references. Call up ex employees, coach, friend or anybody who can give an unbiased report on the person's achievements. Referrers can sometimes tell you things that can significantly impact your employment decisions. Make sure to ask specific questions rather than generic ones like, 'How did Mr. X perform in your company?'
There are many such measures that can make interviews a success. To make interviews effective, make them a participative process rather than something that is 'done' for the employees.
I disagree with this argument. I believe that an interview is a platform the interviewee has a chance to get a glimpse of the organization and understand its work culture. On the other hand, the interviewer gets to review the candidate and assess his viability in the organization. If the interviewee has done a thorough job of preparing for a recruitment interview, that is good. It means he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
It is a fallacy that recruitment interviews don't bring out the true nature of employees which can be of crucial significance in employment decisions. If you fall for external appearances and ignore the subtle signs along the way, then how can you blame the interviewee for not disclosing everything?
When recruitment interviews become predictable, they are easy to crack. That does not mean interviews should become stress interviews. Stressing out employees by putting them in awkward situations only makes them more defensive. Stress interviews don't reveal much. Instead the focus should be on making interviewees relaxed and comfortable enough to speak out his mind.
An interviewer should be attuned to every move, habit or mannerism of the interviewee. A lot is revealed by mere gestures. Similarly, if you were to observe his attire, etiquettes and manners, you will learn more than what the resume tells you. Ask questions that seem visibly innocent but makes your interviewee less defensive. In my experience, I have found that when I make the person comfortable enough to speak freely, I learn interesting details about the employee. I was once interviewing a very good candidate who had a hi-flying career and had a diverse set of skills. Only when she got very comfortable talking to me did she disclose her plans to get married and relocate to a new city. She confided in me that she hoped to get a transfer to our branch office at the new destination so that she could continue working with us. Such valuable information could have been detrimental if gone unnoticed during the interview. Since the woman was very well qualified to do the job, we decided to hire her and agreed to give her the transfer as soon as we found a vacancy.
Interviewees are notorious for spinning fine yarn about their favorite activity or a hobby. In fact, some interviewees feign to have fine command on their general awareness on a variety of issues. They can speak eloquently about global warming, political crisis of Guatemala or about raising adopted children. In such a case, pick a subject where you have a sharp insight and use this subject to measure the interviewee's depth of analysis.
Even at the end of the recruitment interview, keep a watchful eye for any mundane detail that can tell you a tale about the person. After the interview is over, make sure to check references. Call up ex employees, coach, friend or anybody who can give an unbiased report on the person's achievements. Referrers can sometimes tell you things that can significantly impact your employment decisions. Make sure to ask specific questions rather than generic ones like, 'How did Mr. X perform in your company?'
There are many such measures that can make interviews a success. To make interviews effective, make them a participative process rather than something that is 'done' for the employees.
Relationship Philosophies
The principles behind securing, maintaining, and building relationships have been a source of conversation and philosophical study for thousands of years.
What’s your philosophy on relationship building?
Do you consider preparing before you meet with someone for the first time?
Confucius said, “Success depends upon previous preparation, and without such preparation there is sure to be failure.”
Centuries later leaders still find value in this lesson.
Theodore Roosevelt used to read up on subjects that were of interest to his guests before they met. Keith Ferrazzi, author of Never Eat Alone and expert relationship builder, reminds us to do our homework. He recommends putting together a biography on a person before we meet them. If we haven’t taken the time to “Google” the person before meeting, shame on us, the author remarks.
How many times do you make connections between people just because it makes sense, without any thought of getting something in return?
Lao-tzu said, “The wise man does not lay up his own treasures. The more he gives to others, the more he has for his own.”
Tim Sanders concurs with these philosophers in his book, Love is the Killer App. Sanders promotes that we should be sharing our knowledge, our network, and our compassion with others and expect nothing in return. The business world once carried the notion that win-lose was inevitable and it is every man for himself. That philosophy is changing. People are realizing that they can get much farther and be much more successful if everyone is winning. Every man for each other is more of the slogan for today’s economy. With this in mind it only makes sense that strong relationships are a must to be successful.
How often do you offer up words of sincere words of kindness when you are connecting with someone new?
The philosopher Mencius said, “Kindly words do not enter so deeply into men as a reputation for kindness.”
Dalai Lama reminds us that, “If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” I do think these gentlemen were not so short-sided as to think this didn’t have a role in the marketplace or commerce of today. We do not change characters when we move from our personal lives into our professional lives and back again. Dale Carnegie also concurs as one of the principles from his historic book, How to Win Friends and Influence People, is “Give honest, sincere appreciation.”
To summarize, there are three lessons for us to consider in how we go about relationship building:
1st – Prepare for meetings. Try to understand who you are meeting with and what interests them before ever meeting. Use the information to strike up conversation and get on the same playing field with the person quickly.
2nd – Do not expect anything in return. When you do good things, good things will happen. Just don’t expect that it has to come from the same place in which it was left.
3rd – Be kind, sincere, and compassionate. The days of the rough and gruff businessman are long over. Let kindness and sincerity take you to success.
What parts of your relationship philosophy ring in consonance with these philosophers and authors? What parts of your philosophy differ? What might you consider doing differently because of what you’ve read today?
What’s your philosophy on relationship building?
Do you consider preparing before you meet with someone for the first time?
Confucius said, “Success depends upon previous preparation, and without such preparation there is sure to be failure.”
Centuries later leaders still find value in this lesson.
Theodore Roosevelt used to read up on subjects that were of interest to his guests before they met. Keith Ferrazzi, author of Never Eat Alone and expert relationship builder, reminds us to do our homework. He recommends putting together a biography on a person before we meet them. If we haven’t taken the time to “Google” the person before meeting, shame on us, the author remarks.
How many times do you make connections between people just because it makes sense, without any thought of getting something in return?
Lao-tzu said, “The wise man does not lay up his own treasures. The more he gives to others, the more he has for his own.”
Tim Sanders concurs with these philosophers in his book, Love is the Killer App. Sanders promotes that we should be sharing our knowledge, our network, and our compassion with others and expect nothing in return. The business world once carried the notion that win-lose was inevitable and it is every man for himself. That philosophy is changing. People are realizing that they can get much farther and be much more successful if everyone is winning. Every man for each other is more of the slogan for today’s economy. With this in mind it only makes sense that strong relationships are a must to be successful.
How often do you offer up words of sincere words of kindness when you are connecting with someone new?
The philosopher Mencius said, “Kindly words do not enter so deeply into men as a reputation for kindness.”
Dalai Lama reminds us that, “If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” I do think these gentlemen were not so short-sided as to think this didn’t have a role in the marketplace or commerce of today. We do not change characters when we move from our personal lives into our professional lives and back again. Dale Carnegie also concurs as one of the principles from his historic book, How to Win Friends and Influence People, is “Give honest, sincere appreciation.”
To summarize, there are three lessons for us to consider in how we go about relationship building:
1st – Prepare for meetings. Try to understand who you are meeting with and what interests them before ever meeting. Use the information to strike up conversation and get on the same playing field with the person quickly.
2nd – Do not expect anything in return. When you do good things, good things will happen. Just don’t expect that it has to come from the same place in which it was left.
3rd – Be kind, sincere, and compassionate. The days of the rough and gruff businessman are long over. Let kindness and sincerity take you to success.
What parts of your relationship philosophy ring in consonance with these philosophers and authors? What parts of your philosophy differ? What might you consider doing differently because of what you’ve read today?
Got Balance?
It seems this idea of having balance in life goes in and out of trend as often as we have new “American Idols”. Fast Company has been talking about balance in various forms for almost ten years. Here’s a simple chronology1:
1997 - it was about keeping everything going, the article was
“Life is a Juggling Act”
1998 - simplify is the new trend, the article was “Keep it Simple”
1999 - forget simplify and use work/life balance as a recruitment
tool, the article titled “The Way to Enough”
2000 - balance was called into question with “A Living or a Life?”
and “You can do anything – but not everything”
2001 – continuing with the trend from 2000 was the article “Slack Off” which emphasized downtime
2002 & 2003 – balance went out of fashion
2004 - balance or rather a good questioning of what balance really is has come back with the article, “Balance is Bunk”.
Apart from magazine articles, balance has been a popular topic of discussion: in books, for organizations trying to understand employee satisfaction, at conferences, and in the news. I feel compelled to add in my thoughts on the subject. I’ve come to think the word “balance” is overused and not well-defined. I don’t know that we’re all talking about the same thing. Your definition of a balanced life may be someone else’s definition of chaos.
Here is a part of the Merriam-Webster Online definition for “balance”:
1. Stability produced by even distribution of weight on each side of the vertical axis
2. Equality between the totals of the two sides of an account
3. Equipoise between contrasting, opposing, or interacting elements
4. An aesthetically pleasing integration of elements
5. Mental and emotional steadiness
I want to focus on a few parts of this definition. First let’s look at the phrases: “contrasting, opposing, or interacting elements” and “integration of elements.” These suggest that there are multiple things to balance that may not always be in perfect harmony. The pieces that need to be balanced may be complete opposites and yet you have to find a way to integrate them into your life to be balanced. When you have found the mixture that allows for all of the elements in your life to be integrated you will have “steadiness, stability, and equipoise.” When the pieces of your life, or interacting elements, are not integrated well you will not have stability. For example, Tom was exercising 3-4 times a week for the past 6 months. It all came to an end when he took the lead on pitching a new piece of business. He left no time to exercise. Tom didn’t notice the first week, but after the second week his body ached a little. After three weeks of not exercising he felt tired and sluggish. Tom was less productive at this time when high productivity was crucial. When Tom used to exercise regularly he had more energy and felt better. Tom no longer felt like his life was in balance.
I want to clarify the phrase: “by even distribution of weight on each side.” This assumes we are talking about something that is two-dimensional. If I took this literally, the article might have been titled: “Got Work/Life Balance?” acknowledging the two-dimensional aspect, but as human beings with multi-faceted lives we must look at balance in a multi-faceted way. Balance changes for each of us from day-to-day; week-to-week; and so on. Your definition of balance must move with your movements lest you become unstable.
When I help my clients assess if their life is in balance, I ask them to look at every aspect of their life. Here is a quick way to do a self-assessment. The ten areas below generally represent all aspects of life. If I am the hub of a wheel, these are my spokes. If you are a visual learner, you may want to draw this as a wheel. Put “me” in the center and from the center draw ten spokes to make your wheel. Next to each spoke indicate your satisfaction level with where you are presently on a scale of 1 (not satisfied) to 10 (completely satisfied).
_____ Health/Body
_____ Fitness
_____ Profession/Career/Business
_____ Money/Financials
_____ Friends/Family
_____ Significant Other/Romance
_____ Physical Environment
_____ Fun/Recreation
_____ Personal Growth
_____ Spirituality
This is an opportunity for you to recognize where you may be out of balance and make adjustments. We may all have different numbers on each spoke depending on what balance means to us. It may also be that you have a short period of time where you do not feel as balanced. By actively assessing where you are, you can put those short periods of imbalance into perspective. It’s when we don’t pay attention to what balance means to us that we find ourselves constantly out of balance with no end in sight.
What does balance means to you? Is it a 10 on every spoke of the wheel? Do you feel your life is balanced today? If not, what needs to shift in order for you to find balance? If so, what do you need to pay attention to in order to maintain balance?
In my coaching work, I find that many of my clients struggle to maintain a balanced life. Typically it is a result of needing to strengthen one or more of the following 5 areas of their life: boundaries, priorities, organization and time management, tolerations, and self-awareness. So you are probably wondering what these clients do to strengthen these areas and bring balance back into their life. First, you have to understand that there is no instantaneous fix that will put your life in balance. Since being in balance is constantly evolving for all of us, what you do to maintain balance must evolve as well. That said, here are definitions of and tips to strengthen the 5 areas of your life in order to help you create and maintain balance:
5 Problem areas, Causes of imbalance, and Ways to Strengthen
1. Boundaries
Cause of Imbalance: Not being able to say “no”
Over committing & feeling overwhelmed
Allowing something to go on or exist that you are unhappy about
Ways to Strengthen:
Identify what is important to you and stay committed to it; when something or someone comes up that is going to move you away from what you are committed to say no or negotiate to a place you are satisfied with
2. Priorities
Cause of Imbalance: A three or four page list of things to do that just keeps growing and growing
Don’t feel like you are in control of the list at all
Ways to Strenthen:
Move from a list of to do’s to a list of priorities. Rank and rate your to do list begin to schedule to do’s according to their priority and the time you have available. Rate and rank often as your priorities will be forever shifting.
3. Organization/ Time Management
Cause of Imbalance: Always late
Can’t find the simplest of items
Stacks of papers all around the desk
Ways to Strenthen:
If you can’t do it yourself get help from someone who can help you organize.
Schedule time to stay organized.
Keep all of your appointments (work & home) on one calendar.
Identify in advance how much time you need to prepare, travel, etc to make an appointment on time, work backwards from the appointment time, identify what you need to stop what you are doing and move to the next thing in order to be on time.
4. Tolerations
Cause of Imbalance: Items in your life you are putting up with (tolerating) that weigh heavily on your conscious. For instance: a copier at work that jams every time they use it; a report that they can never get to run the right way; or a broken knob on a drawer at home. This could be the cause of distress and imbalance and you don’t even realize it consciously.
Ways to Strenthen: Create a list of the items you are putting up with and wasting energy on for Home and for Work. Identify ways to resolve these items. You may find some to be small, simple, or easy and others that if touched will have an avalanche effect. Be aware of what you are getting into as you do it.
5. Self- awareness
Cause of Imbalance: Until doing the wheel of life assessment you may not have really thought about how to define balance and therefore didn’t have a starting point to understand what about the current situation was or wasn’t attributing to being out of balance.
Ways to Strenthen: Do the assessment on a regular basis. Continue to heighten your level of self-awareness. Do so with the positive notion that it is to ultimately improve your balance.
I once had a client say, “This seems like a lot of work. If this is what it takes to be balanced I’d rather stay frustrated and unbalanced.” Not surprising. It does take some work to create and maintain balance in your life. I would encourage you, as I did my client, to take one small step at a time. Don’t bite off more than you can chew. It only leads to disappointment and a higher likelihood that you’ll stop altogether. Put a realistic plan in place to strengthen one thing that will move you toward balance and when you feel you have accomplished it take on another item. Finding balance is not a one time shot with a miracle cure. It is a lifetime evolutionary process that must be openly embraced and maintained in order to constantly keep up with what balance means for you.
1997 - it was about keeping everything going, the article was
“Life is a Juggling Act”
1998 - simplify is the new trend, the article was “Keep it Simple”
1999 - forget simplify and use work/life balance as a recruitment
tool, the article titled “The Way to Enough”
2000 - balance was called into question with “A Living or a Life?”
and “You can do anything – but not everything”
2001 – continuing with the trend from 2000 was the article “Slack Off” which emphasized downtime
2002 & 2003 – balance went out of fashion
2004 - balance or rather a good questioning of what balance really is has come back with the article, “Balance is Bunk”.
Apart from magazine articles, balance has been a popular topic of discussion: in books, for organizations trying to understand employee satisfaction, at conferences, and in the news. I feel compelled to add in my thoughts on the subject. I’ve come to think the word “balance” is overused and not well-defined. I don’t know that we’re all talking about the same thing. Your definition of a balanced life may be someone else’s definition of chaos.
Here is a part of the Merriam-Webster Online definition for “balance”:
1. Stability produced by even distribution of weight on each side of the vertical axis
2. Equality between the totals of the two sides of an account
3. Equipoise between contrasting, opposing, or interacting elements
4. An aesthetically pleasing integration of elements
5. Mental and emotional steadiness
I want to focus on a few parts of this definition. First let’s look at the phrases: “contrasting, opposing, or interacting elements” and “integration of elements.” These suggest that there are multiple things to balance that may not always be in perfect harmony. The pieces that need to be balanced may be complete opposites and yet you have to find a way to integrate them into your life to be balanced. When you have found the mixture that allows for all of the elements in your life to be integrated you will have “steadiness, stability, and equipoise.” When the pieces of your life, or interacting elements, are not integrated well you will not have stability. For example, Tom was exercising 3-4 times a week for the past 6 months. It all came to an end when he took the lead on pitching a new piece of business. He left no time to exercise. Tom didn’t notice the first week, but after the second week his body ached a little. After three weeks of not exercising he felt tired and sluggish. Tom was less productive at this time when high productivity was crucial. When Tom used to exercise regularly he had more energy and felt better. Tom no longer felt like his life was in balance.
I want to clarify the phrase: “by even distribution of weight on each side.” This assumes we are talking about something that is two-dimensional. If I took this literally, the article might have been titled: “Got Work/Life Balance?” acknowledging the two-dimensional aspect, but as human beings with multi-faceted lives we must look at balance in a multi-faceted way. Balance changes for each of us from day-to-day; week-to-week; and so on. Your definition of balance must move with your movements lest you become unstable.
When I help my clients assess if their life is in balance, I ask them to look at every aspect of their life. Here is a quick way to do a self-assessment. The ten areas below generally represent all aspects of life. If I am the hub of a wheel, these are my spokes. If you are a visual learner, you may want to draw this as a wheel. Put “me” in the center and from the center draw ten spokes to make your wheel. Next to each spoke indicate your satisfaction level with where you are presently on a scale of 1 (not satisfied) to 10 (completely satisfied).
_____ Health/Body
_____ Fitness
_____ Profession/Career/Business
_____ Money/Financials
_____ Friends/Family
_____ Significant Other/Romance
_____ Physical Environment
_____ Fun/Recreation
_____ Personal Growth
_____ Spirituality
This is an opportunity for you to recognize where you may be out of balance and make adjustments. We may all have different numbers on each spoke depending on what balance means to us. It may also be that you have a short period of time where you do not feel as balanced. By actively assessing where you are, you can put those short periods of imbalance into perspective. It’s when we don’t pay attention to what balance means to us that we find ourselves constantly out of balance with no end in sight.
What does balance means to you? Is it a 10 on every spoke of the wheel? Do you feel your life is balanced today? If not, what needs to shift in order for you to find balance? If so, what do you need to pay attention to in order to maintain balance?
In my coaching work, I find that many of my clients struggle to maintain a balanced life. Typically it is a result of needing to strengthen one or more of the following 5 areas of their life: boundaries, priorities, organization and time management, tolerations, and self-awareness. So you are probably wondering what these clients do to strengthen these areas and bring balance back into their life. First, you have to understand that there is no instantaneous fix that will put your life in balance. Since being in balance is constantly evolving for all of us, what you do to maintain balance must evolve as well. That said, here are definitions of and tips to strengthen the 5 areas of your life in order to help you create and maintain balance:
5 Problem areas, Causes of imbalance, and Ways to Strengthen
1. Boundaries
Cause of Imbalance: Not being able to say “no”
Over committing & feeling overwhelmed
Allowing something to go on or exist that you are unhappy about
Ways to Strengthen:
Identify what is important to you and stay committed to it; when something or someone comes up that is going to move you away from what you are committed to say no or negotiate to a place you are satisfied with
2. Priorities
Cause of Imbalance: A three or four page list of things to do that just keeps growing and growing
Don’t feel like you are in control of the list at all
Ways to Strenthen:
Move from a list of to do’s to a list of priorities. Rank and rate your to do list begin to schedule to do’s according to their priority and the time you have available. Rate and rank often as your priorities will be forever shifting.
3. Organization/ Time Management
Cause of Imbalance: Always late
Can’t find the simplest of items
Stacks of papers all around the desk
Ways to Strenthen:
If you can’t do it yourself get help from someone who can help you organize.
Schedule time to stay organized.
Keep all of your appointments (work & home) on one calendar.
Identify in advance how much time you need to prepare, travel, etc to make an appointment on time, work backwards from the appointment time, identify what you need to stop what you are doing and move to the next thing in order to be on time.
4. Tolerations
Cause of Imbalance: Items in your life you are putting up with (tolerating) that weigh heavily on your conscious. For instance: a copier at work that jams every time they use it; a report that they can never get to run the right way; or a broken knob on a drawer at home. This could be the cause of distress and imbalance and you don’t even realize it consciously.
Ways to Strenthen: Create a list of the items you are putting up with and wasting energy on for Home and for Work. Identify ways to resolve these items. You may find some to be small, simple, or easy and others that if touched will have an avalanche effect. Be aware of what you are getting into as you do it.
5. Self- awareness
Cause of Imbalance: Until doing the wheel of life assessment you may not have really thought about how to define balance and therefore didn’t have a starting point to understand what about the current situation was or wasn’t attributing to being out of balance.
Ways to Strenthen: Do the assessment on a regular basis. Continue to heighten your level of self-awareness. Do so with the positive notion that it is to ultimately improve your balance.
I once had a client say, “This seems like a lot of work. If this is what it takes to be balanced I’d rather stay frustrated and unbalanced.” Not surprising. It does take some work to create and maintain balance in your life. I would encourage you, as I did my client, to take one small step at a time. Don’t bite off more than you can chew. It only leads to disappointment and a higher likelihood that you’ll stop altogether. Put a realistic plan in place to strengthen one thing that will move you toward balance and when you feel you have accomplished it take on another item. Finding balance is not a one time shot with a miracle cure. It is a lifetime evolutionary process that must be openly embraced and maintained in order to constantly keep up with what balance means for you.
Effective Hiring Techniques
It is always easy to make the silliest of mistakes while hiring employees. Several managers make silly hiring mistakes all the time without even realizing it. Sometimes the consequences of poor hiring decisions are not seen for a long time, while in other cases, bad hiring can have catastrophic effect on the organization.
How do you hire right? When you receive an overwhelming response to a job application, it is difficult to sieve the good from the bad applicant. There are many ways to refine your employee search. Let's talk about effective hiring techniques. As there are several hiring techniques available, you have to find what best suits your organizational and personal needs. The trick is in finding innovative ways to make your hiring techniques scrutinize the personal profile of your candidates.
Organizations who follow good HR practices should never hire at the eleventh hour. Deadlines and time crunches invariably find a way to seep into the decision making process of recruitment. Hiring should be an ongoing process, where talent is brought in early into the organization and developed for future business prospects. However, if situations present unforeseen business challenges that require quick hiring, then it is safer to hire ex employees with a proven track record. Why? Ex employees have a comfort equation with the organization and the learning process is not prolonged nor resource intensive. Employees who return to the organization (after a failed adventure) have greater loyalty and realistic expectations from the organization.
Screen employees judiciously. When scrutinizing bundles of job applications, make sure that you don't reject indiscriminately. Hold on to applications that may or may not match your expectation levels. Reject only if they fall short of minimum standards set by the organization. Sort the application forms in the priority order, so that you know which ones to interview first.
Resumes can be very misleading or very informative depending on how you choose to read it. Many times, employers are bedazzled by the gamut of activities undertaken by the job applicant. But a shrewd employer would always try to read the fine print in between the lines. If you want to know your employee's personality, take a closer look at his past records. Find out more about his interpersonal relations, his social status, his relations with family and friends. You will get a lot of hints about his personality from these relations. His past helps you forecast his future with the organization.
Many HR executives tell me that it is tough to crack a person during an interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.
My take on interviews is that an interview is the platform where both parties put their best foot forward. If the interviewee has done a thorough job of preparing for an interview, that is good. It means that he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
However, if an interviewer is unable to penetrate through the exterior, then the interviewer has not done his job well. Effective interviews can bring out every hidden trait of employees that influences the employment decision. Remember, that an interviewee can outguess most of the questions you can ask. The trick is to ask unexpected types of questions that throw the applicant off guard. In fact, the less predictable you make the interview format; the more likely you are to truly understand your interviewee.
Observe every verbal and non verbal signs that the interviewee communicates. Sometimes an applicant gives a lot away with small gestures that speak volumes about his persona. Notice his shoes, his bag, his personal etiquettes and manners. If possible, escort him to the door or to his car. A lot can be revealed even at the exit stage. For instance, an ink blotch on a part of his sleeve can tell you a different tale than his crisply ironed shirt. When you escort your applicant to the door or out of the premises, many times the applicant puts his guard down and eases off to speak unhindered. This information may be more meaningful than the one you received in the last hour.
Finally, make a serious reference check. Find out from past employers or referrers specific information about the applicant. While most references may turn out to be neutral or nonchalant, you may be able to learn a few more things about your employee that can influence your decision.
Hiring techniques don't come from a book of recruitment rules. Each technique is evolved and improved by using trial and error methods. Each company uses hiring techniques that serve best to their individual needs. You have to customize your hiring techniques to suit your organizational demands. With a continual process improvement, you will have a bunch of effective hiring techniques that works best within your organization.
How do you hire right? When you receive an overwhelming response to a job application, it is difficult to sieve the good from the bad applicant. There are many ways to refine your employee search. Let's talk about effective hiring techniques. As there are several hiring techniques available, you have to find what best suits your organizational and personal needs. The trick is in finding innovative ways to make your hiring techniques scrutinize the personal profile of your candidates.
Organizations who follow good HR practices should never hire at the eleventh hour. Deadlines and time crunches invariably find a way to seep into the decision making process of recruitment. Hiring should be an ongoing process, where talent is brought in early into the organization and developed for future business prospects. However, if situations present unforeseen business challenges that require quick hiring, then it is safer to hire ex employees with a proven track record. Why? Ex employees have a comfort equation with the organization and the learning process is not prolonged nor resource intensive. Employees who return to the organization (after a failed adventure) have greater loyalty and realistic expectations from the organization.
Screen employees judiciously. When scrutinizing bundles of job applications, make sure that you don't reject indiscriminately. Hold on to applications that may or may not match your expectation levels. Reject only if they fall short of minimum standards set by the organization. Sort the application forms in the priority order, so that you know which ones to interview first.
Resumes can be very misleading or very informative depending on how you choose to read it. Many times, employers are bedazzled by the gamut of activities undertaken by the job applicant. But a shrewd employer would always try to read the fine print in between the lines. If you want to know your employee's personality, take a closer look at his past records. Find out more about his interpersonal relations, his social status, his relations with family and friends. You will get a lot of hints about his personality from these relations. His past helps you forecast his future with the organization.
Many HR executives tell me that it is tough to crack a person during an interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.
My take on interviews is that an interview is the platform where both parties put their best foot forward. If the interviewee has done a thorough job of preparing for an interview, that is good. It means that he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
However, if an interviewer is unable to penetrate through the exterior, then the interviewer has not done his job well. Effective interviews can bring out every hidden trait of employees that influences the employment decision. Remember, that an interviewee can outguess most of the questions you can ask. The trick is to ask unexpected types of questions that throw the applicant off guard. In fact, the less predictable you make the interview format; the more likely you are to truly understand your interviewee.
Observe every verbal and non verbal signs that the interviewee communicates. Sometimes an applicant gives a lot away with small gestures that speak volumes about his persona. Notice his shoes, his bag, his personal etiquettes and manners. If possible, escort him to the door or to his car. A lot can be revealed even at the exit stage. For instance, an ink blotch on a part of his sleeve can tell you a different tale than his crisply ironed shirt. When you escort your applicant to the door or out of the premises, many times the applicant puts his guard down and eases off to speak unhindered. This information may be more meaningful than the one you received in the last hour.
Finally, make a serious reference check. Find out from past employers or referrers specific information about the applicant. While most references may turn out to be neutral or nonchalant, you may be able to learn a few more things about your employee that can influence your decision.
Hiring techniques don't come from a book of recruitment rules. Each technique is evolved and improved by using trial and error methods. Each company uses hiring techniques that serve best to their individual needs. You have to customize your hiring techniques to suit your organizational demands. With a continual process improvement, you will have a bunch of effective hiring techniques that works best within your organization.
Too Much Information
It was supposed to be a remedy for unprofessional behavior. It was supposed to be a straw stuck into the sand of the Sahara. It proved to be a backhoe dredging a backyard pond. These words may sound obscure. They're intended to be. While the heart of the circumstances need to be protected as private, it is possible to speak of them generically.
A while back, I spoke of a tempest in a teapot when some recruiter types refused to analogize a situation. There were shouts and screaming. There were put-downs, vast digressions from the topic, public and private threats. Some of the private threats came from people who purportedly hold distinctions from professional associations as well as completing work on advanced degrees. These same private threats came from seasoned professionals.
It became a concern that the words from these folk were so adamant in every regard. With the date of their advanced studies coming to a close, it seemed appropriate to contact their school and ask that an advisor go over some of the concepts that were being missed, especially the matters of harassment, bullying, and threats. A qualified human resources manager holding an MBA in HR Management from a distinguished school would not engage in such conduct.
There was first a call placed to the school main number. Without disclosing any names, there was an inquiry about the proper department to which to report the concern and request the counseling. The ethics line was not the right place to do this. Nor was the Human Resource Department.
Ultimately, the call was directed to the Registrar's office. The attendant was very patient. At this point, the name of the student was provided. The representative checked the records for one spelling of the name, then another, for one location, then another. The name was verified and checked again.
"We have no student by that name in our database," was the final answer and refusal to refer the call. "You mean for your main campus?" was the confirming query. "No, that's nationwide, for all of our campuses. There is no one in our database on any of our campuses who has ever been enrolled in our program." The news hit and fell on the floor like a lead tortilla. It took time to absorb it. "Then what you're saying is this person has misrepresented their credentials." There was silence.
The subject of the inquiry represents that they hold a PHR. They have a bachelor's degree from one very distinguished university, and are a candidate for yet another advanced degree from another very distinguished university. At this point, more questions arose. Is the PHR legitimate? Would a check with registrar's office where the bachelor's degree was earned reveal there was never any enrollment? Would the third university disclose the same situation? Perhaps these are the reasons why the person had difficulty interpreting the information, drawing analogies, and engaged in profoundly unprofessional conduct unbecoming an MBA Human Resources Manager.
What was supposed to be a request that a proposed MBA candidate receive counseling turned into an overwhelming amount of disclosure. Who was the professor at MIT who taught for more than 20 years under false credentials? And it was only until she self-disclosed that the fraud was revealed.
This is yet another reason why we should not take a reference check at face value from anyone. We are all human and not everything even a manager says is necessarily the truth.
A while back, I spoke of a tempest in a teapot when some recruiter types refused to analogize a situation. There were shouts and screaming. There were put-downs, vast digressions from the topic, public and private threats. Some of the private threats came from people who purportedly hold distinctions from professional associations as well as completing work on advanced degrees. These same private threats came from seasoned professionals.
It became a concern that the words from these folk were so adamant in every regard. With the date of their advanced studies coming to a close, it seemed appropriate to contact their school and ask that an advisor go over some of the concepts that were being missed, especially the matters of harassment, bullying, and threats. A qualified human resources manager holding an MBA in HR Management from a distinguished school would not engage in such conduct.
There was first a call placed to the school main number. Without disclosing any names, there was an inquiry about the proper department to which to report the concern and request the counseling. The ethics line was not the right place to do this. Nor was the Human Resource Department.
Ultimately, the call was directed to the Registrar's office. The attendant was very patient. At this point, the name of the student was provided. The representative checked the records for one spelling of the name, then another, for one location, then another. The name was verified and checked again.
"We have no student by that name in our database," was the final answer and refusal to refer the call. "You mean for your main campus?" was the confirming query. "No, that's nationwide, for all of our campuses. There is no one in our database on any of our campuses who has ever been enrolled in our program." The news hit and fell on the floor like a lead tortilla. It took time to absorb it. "Then what you're saying is this person has misrepresented their credentials." There was silence.
The subject of the inquiry represents that they hold a PHR. They have a bachelor's degree from one very distinguished university, and are a candidate for yet another advanced degree from another very distinguished university. At this point, more questions arose. Is the PHR legitimate? Would a check with registrar's office where the bachelor's degree was earned reveal there was never any enrollment? Would the third university disclose the same situation? Perhaps these are the reasons why the person had difficulty interpreting the information, drawing analogies, and engaged in profoundly unprofessional conduct unbecoming an MBA Human Resources Manager.
What was supposed to be a request that a proposed MBA candidate receive counseling turned into an overwhelming amount of disclosure. Who was the professor at MIT who taught for more than 20 years under false credentials? And it was only until she self-disclosed that the fraud was revealed.
This is yet another reason why we should not take a reference check at face value from anyone. We are all human and not everything even a manager says is necessarily the truth.
E-Learning and the Power of Images
The growth of e-learning has been driven by the demand for faster and effective learning processes. Although many organisations use these technologies and processes for learning, do they really accelerate the learning process? Keith Bound explains his research journey into using imagery and technology to accelerate learning.
Most learning is focused on linguistics such as the written word and language, while other forms of learning communication tend to become secondary or additional. So has the drive for easy access to knowledge and increasing the pace of how we obtain information through modern technology clouded our vision of creating an enriching, creative and fulfilling learning process that is fast and effective?
Over the last three years Image Dynamics™ has been researching and testing new methods to create a paradigm shift in the learning experience by engaging the user at a deep emotional level through reflection, using a combination of imagery, empathic questions and animation sequences. Research supports our theory that imagery should play a crucial role in accelerated learning technologies today and in the future.
Emotional impact
Let us start with the core aspect of learning, retaining information and a study of the emotional impact of images and their connection to long term memory. Dr Stephen Hamann and colleagues at Emory University in Atlanta, Georgia presented male volunteers with a series of images using the following criteria, emotionally charged pleasant and unpleasant images; interesting images with little emotional impact and the final group of images which were deemed as uninteresting neutral images.
While subjects viewed each image the researchers recorded their brain activity through positron emission tomography (PET). As expected the most emotionally charged images, pleasant or unpleasant were equal in their effects and both had the highest levels of amygdale activity with long term memory recognition being substantially enhanced. The PET scans also recorded high levels of activity in the hippocampus when subjects were shown emotionally charged images.
Based on this evidence we argue that by applying imagery to a learning process we can reinforce learning at an emotional level. Another interesting study was done by Mark Sadoski who has investigated the relationship between mental and induced imagery and the powerful impact on comprehension, memory and appreciation of text. The studies sited demonstrated that learning and memory performance improved when applying imagery in reading tests.
Imagery
For example Pressley (1976) gave one group of third grade children a mental imagery strategy to help them remember stories and were shown slides depicting good examples of images for the passages. The other group did not see the slide show and were told to do whatever they could do to remember the story. Both groups read a 950 word story with alternating printed and blank pages. The imagery group was reminded at regular intervals to form images on the blank pages while the other group were told to do whatever they could do to remember when they saw the blank pages. Although there was no difference in the reading performance on a 24 item short answer test, the imagery group outperformed the control group. Sadoski sighted other studies from Gambreel 1982, Anderson and Kulavy 1972, Steingart and Glock 1979, Gambell and Bales 1986 and Gambell and Jawitz 1993 who all found students learning and memory performance improved through the use of induced imagery when reading text.
Therefore, these studies seem to suggest that imagery can play an important role in the process of learning & development for all age groups as an effective process for storing fresh memories, accelerating the learning and maintaining long term retention of information. So from these studies we know that we can create a more effective learning experience through using imagery but what about learning styles. It has been argued that a presenter, trainer or teacher should apply a combination of visual, auditory and kinaesthetic styles to ensure they appeal to everyone's learn style. Although everyone has one preferred learning or communication style research suggests that the visual sense becomes the most dominant sense when in conflict with our other senses.
Close you eyes
This is not surprising when you consider that most of the back of the brain is devoted to visual processing and half of the cortex is involved in sight. By just closing our eyes we can alter the way in which we taste food or hear sounds like the voice of a ventriloquist. In fact our visual sense can deceive us if there is a conflict with clues from another sense which was well demonstrated by James Gibson in the late 1930's. He gave a subject a straight metal rod and asked him to feel it with his eyes closed. He feels the rod is straight; then the rod is taken away then is asked to open his eyes and look down at the rod. Unknown to him the rod has a wedge prism which distorts the shape of the rod so that the rod now appears to be curved rather than straight. Not surprisingly when the subject looked down at the rod he saw a curved rod but what was surprising when he touched the rod at the same time he felt the rod was curved and reported nothing usual or rivalry between the senses. This brief example demonstrates that visual stimulating learning programmes may provide a very powerful learning process.
Another important aspect to improved learning performance is to create an effective learning environment. Through medical research guided imagery can have a positive impact on reducing stress, anxiety, pain and blood pressure. Therefore it is likely that using imagery in a learning process will encourage a more relaxed atmosphere encouraging a receptive approach to learning.
Experimentation
Image Dynamics has approached the development of new learning technologies through research on imagery, visual processing and feedback from delegates who have been exposed to our animation techniques in corporate training. We first experimented with clients who wanted a more effective process for breaking through self-limiting beliefs. By allowing the client to reflect on an image and relate it to their situation they were able to develop new solutions - it seemed to trigger their imagination and kick start the creative process.
The next stage was to link questions with images. I found that by using an image as a background with a question on top, it reinforced the meaning of the question and the images allowed the client to explore their imagination and develop new solutions much more easily than if I was just using questioning techniques. After using card based systems with success we decided to project powerful and interesting imagery with empathic questions and keywords through a variety of animation sequences. We found that when delegates viewed the animations they were able to develop clarity of focus and create a mindset shift, encouraging them to look at a business challenge from a fresh perspective.
Based on our experience we believe that delegates maybe able to change their mindset due to the effects of the imagery and animation through possible changes in electroencephalogram waveforms. When we are awake, active, even stressed we experience the Beta wave which is12 Hz+. However as we relax and drift into the first stages of sleep, the cycle per second activity of the brain slows down to Alpha - the second level of sleep is the Theta rhythm (4-8Hz). Although both Alpha and Theta mind states can be accessed through, meditation, hypnosis or through self-reflection, it is interesting to note that children under 13 years naturally experience the Theta rhythm when they are wide awake. Based on this evidence the Image Dynamics process could also accelerate the learning process in the classroom reinforcing learning outputs in the long term memory.
Stimulation
The animation sequences can also be linked to music therefore combining common learning styles Visual, Auditory and Kinaesthetic. The process also integrates well with the key concepts of accelerated learning from creating an effective learning environment and state setting, while the academic studies in imagery and memory demonstrate an effective method of remembering information. Over stimulation is another benefit and can be controlled through the speed, quantity of images, questions and keywords. While the animation sequences can be adapted to suit pattern spotting, learning in broad strokes and chunking, as each animation lasts between 30 seconds to five minutes long. The animation programmes even cut across the theory of multiple intelligences, impacting the following categories of intelligence interpersonal (social interaction), interpersonal (self-reflection), linguistic (words), spatial (images), music and logic due to delegates analysing their journalised thoughts after viewing the animation sequences.
We now have developed the process into miniature learning modules called Nano-Learner™ which can be tailor-made to a specific training programme or coaching methodology. Interest from corporations has been to integrate the process into miniaturised modules for e-learning, personal leadership growth, effective goal setting, developing creativity and problem-solving skills. We also believe this process would also be very effective in education making courses more interesting to children and students. The miniaturised modules would also be ideal as a learning aid for revision.
The process has been described "as a unique sensory and learning experience" by Dr. Mike Bagshaw, an organisational psychologist and director of Trans4mation Ltd who has designed leadership programmes for clients including Bank of Scotland, HSBC, Pfizer, QinetiQ, Shell, he added. "This is a revolutionary innovative perspective in organisational learning which will add a new dimension to e-learning globally. Overall the process reflects a unique orientation and contribution to learning & development.”
Explore the nano-learning approach at http://www.keithbound.com/Nano_Coaching/Nano_Coaching.html
References:
Sadoski, Mark Mental Imagery in Reading: A Sample of Some Significant Studies, Department of EDCI, Texas A&M University, College Station, TX 777843-4232, USA, Source: Reading Online, www.readingonline.org
Hamann Stephen, Dr Emory University, Atlanta, Georgia
Source: Nature Neuroscience 1999;2:289-293
Vilayanur S. Ramachandran and Diane Rogers- Ramachandran University of California, San Diego
Source: Scientific Amercian Mind Vol 17, number 2, April/May 2006
Tusek, Diane, R.N., B.S.N. Cleveland Clinic Foundation Study of Cardiac surgery patients
Source: Cath-Lab Digest: May 1999, Vol 7, Number 5.
Most learning is focused on linguistics such as the written word and language, while other forms of learning communication tend to become secondary or additional. So has the drive for easy access to knowledge and increasing the pace of how we obtain information through modern technology clouded our vision of creating an enriching, creative and fulfilling learning process that is fast and effective?
Over the last three years Image Dynamics™ has been researching and testing new methods to create a paradigm shift in the learning experience by engaging the user at a deep emotional level through reflection, using a combination of imagery, empathic questions and animation sequences. Research supports our theory that imagery should play a crucial role in accelerated learning technologies today and in the future.
Emotional impact
Let us start with the core aspect of learning, retaining information and a study of the emotional impact of images and their connection to long term memory. Dr Stephen Hamann and colleagues at Emory University in Atlanta, Georgia presented male volunteers with a series of images using the following criteria, emotionally charged pleasant and unpleasant images; interesting images with little emotional impact and the final group of images which were deemed as uninteresting neutral images.
While subjects viewed each image the researchers recorded their brain activity through positron emission tomography (PET). As expected the most emotionally charged images, pleasant or unpleasant were equal in their effects and both had the highest levels of amygdale activity with long term memory recognition being substantially enhanced. The PET scans also recorded high levels of activity in the hippocampus when subjects were shown emotionally charged images.
Based on this evidence we argue that by applying imagery to a learning process we can reinforce learning at an emotional level. Another interesting study was done by Mark Sadoski who has investigated the relationship between mental and induced imagery and the powerful impact on comprehension, memory and appreciation of text. The studies sited demonstrated that learning and memory performance improved when applying imagery in reading tests.
Imagery
For example Pressley (1976) gave one group of third grade children a mental imagery strategy to help them remember stories and were shown slides depicting good examples of images for the passages. The other group did not see the slide show and were told to do whatever they could do to remember the story. Both groups read a 950 word story with alternating printed and blank pages. The imagery group was reminded at regular intervals to form images on the blank pages while the other group were told to do whatever they could do to remember when they saw the blank pages. Although there was no difference in the reading performance on a 24 item short answer test, the imagery group outperformed the control group. Sadoski sighted other studies from Gambreel 1982, Anderson and Kulavy 1972, Steingart and Glock 1979, Gambell and Bales 1986 and Gambell and Jawitz 1993 who all found students learning and memory performance improved through the use of induced imagery when reading text.
Therefore, these studies seem to suggest that imagery can play an important role in the process of learning & development for all age groups as an effective process for storing fresh memories, accelerating the learning and maintaining long term retention of information. So from these studies we know that we can create a more effective learning experience through using imagery but what about learning styles. It has been argued that a presenter, trainer or teacher should apply a combination of visual, auditory and kinaesthetic styles to ensure they appeal to everyone's learn style. Although everyone has one preferred learning or communication style research suggests that the visual sense becomes the most dominant sense when in conflict with our other senses.
Close you eyes
This is not surprising when you consider that most of the back of the brain is devoted to visual processing and half of the cortex is involved in sight. By just closing our eyes we can alter the way in which we taste food or hear sounds like the voice of a ventriloquist. In fact our visual sense can deceive us if there is a conflict with clues from another sense which was well demonstrated by James Gibson in the late 1930's. He gave a subject a straight metal rod and asked him to feel it with his eyes closed. He feels the rod is straight; then the rod is taken away then is asked to open his eyes and look down at the rod. Unknown to him the rod has a wedge prism which distorts the shape of the rod so that the rod now appears to be curved rather than straight. Not surprisingly when the subject looked down at the rod he saw a curved rod but what was surprising when he touched the rod at the same time he felt the rod was curved and reported nothing usual or rivalry between the senses. This brief example demonstrates that visual stimulating learning programmes may provide a very powerful learning process.
Another important aspect to improved learning performance is to create an effective learning environment. Through medical research guided imagery can have a positive impact on reducing stress, anxiety, pain and blood pressure. Therefore it is likely that using imagery in a learning process will encourage a more relaxed atmosphere encouraging a receptive approach to learning.
Experimentation
Image Dynamics has approached the development of new learning technologies through research on imagery, visual processing and feedback from delegates who have been exposed to our animation techniques in corporate training. We first experimented with clients who wanted a more effective process for breaking through self-limiting beliefs. By allowing the client to reflect on an image and relate it to their situation they were able to develop new solutions - it seemed to trigger their imagination and kick start the creative process.
The next stage was to link questions with images. I found that by using an image as a background with a question on top, it reinforced the meaning of the question and the images allowed the client to explore their imagination and develop new solutions much more easily than if I was just using questioning techniques. After using card based systems with success we decided to project powerful and interesting imagery with empathic questions and keywords through a variety of animation sequences. We found that when delegates viewed the animations they were able to develop clarity of focus and create a mindset shift, encouraging them to look at a business challenge from a fresh perspective.
Based on our experience we believe that delegates maybe able to change their mindset due to the effects of the imagery and animation through possible changes in electroencephalogram waveforms. When we are awake, active, even stressed we experience the Beta wave which is12 Hz+. However as we relax and drift into the first stages of sleep, the cycle per second activity of the brain slows down to Alpha - the second level of sleep is the Theta rhythm (4-8Hz). Although both Alpha and Theta mind states can be accessed through, meditation, hypnosis or through self-reflection, it is interesting to note that children under 13 years naturally experience the Theta rhythm when they are wide awake. Based on this evidence the Image Dynamics process could also accelerate the learning process in the classroom reinforcing learning outputs in the long term memory.
Stimulation
The animation sequences can also be linked to music therefore combining common learning styles Visual, Auditory and Kinaesthetic. The process also integrates well with the key concepts of accelerated learning from creating an effective learning environment and state setting, while the academic studies in imagery and memory demonstrate an effective method of remembering information. Over stimulation is another benefit and can be controlled through the speed, quantity of images, questions and keywords. While the animation sequences can be adapted to suit pattern spotting, learning in broad strokes and chunking, as each animation lasts between 30 seconds to five minutes long. The animation programmes even cut across the theory of multiple intelligences, impacting the following categories of intelligence interpersonal (social interaction), interpersonal (self-reflection), linguistic (words), spatial (images), music and logic due to delegates analysing their journalised thoughts after viewing the animation sequences.
We now have developed the process into miniature learning modules called Nano-Learner™ which can be tailor-made to a specific training programme or coaching methodology. Interest from corporations has been to integrate the process into miniaturised modules for e-learning, personal leadership growth, effective goal setting, developing creativity and problem-solving skills. We also believe this process would also be very effective in education making courses more interesting to children and students. The miniaturised modules would also be ideal as a learning aid for revision.
The process has been described "as a unique sensory and learning experience" by Dr. Mike Bagshaw, an organisational psychologist and director of Trans4mation Ltd who has designed leadership programmes for clients including Bank of Scotland, HSBC, Pfizer, QinetiQ, Shell, he added. "This is a revolutionary innovative perspective in organisational learning which will add a new dimension to e-learning globally. Overall the process reflects a unique orientation and contribution to learning & development.”
Explore the nano-learning approach at http://www.keithbound.com/Nano_Coaching/Nano_Coaching.html
References:
Sadoski, Mark Mental Imagery in Reading: A Sample of Some Significant Studies, Department of EDCI, Texas A&M University, College Station, TX 777843-4232, USA, Source: Reading Online, www.readingonline.org
Hamann Stephen, Dr Emory University, Atlanta, Georgia
Source: Nature Neuroscience 1999;2:289-293
Vilayanur S. Ramachandran and Diane Rogers- Ramachandran University of California, San Diego
Source: Scientific Amercian Mind Vol 17, number 2, April/May 2006
Tusek, Diane, R.N., B.S.N. Cleveland Clinic Foundation Study of Cardiac surgery patients
Source: Cath-Lab Digest: May 1999, Vol 7, Number 5.
What Is the Worth of Your Resume?
Before you send your resume for your dream job, ask yourself a question: what is the worth of my resume? This will raise another question: What is your self value?
A resume is worth all that you are. A resume sums you up in a single sheet of paper. You may have the fanciest professional education, but if your resume does not project your personal value then you have a bleak chance of getting an interview call.
So what is the worth of your resume? To answer this question, put yourself in the shoes of the recruiting team. Ask yourself: what makes my resume distinct enough to attract attention? There are thousands of resumes piled up in the administration department. What are the chances that your resume does not end in the reject lot?
Recruiters are inundated with resumes all the time. They have very little time to read pages after pages of your personal details. Remember, if you don't place value on others' time; that means you don't value your time either.
A serious mistake applicants make is that they send incomplete information on relevant topics. The information should be straightforward and simple. Keep the information concise and crisp. Make sure that the information is easily available and not hidden in meandering paragraphs. A good idea is to have a bullet list or numbered list of essential data.
Some people post their resume to every job advertisement they come across. These are the free floaters who let their resumes to freely float in the industry. This category of resume writers is truly irksome to the recruiter. Sometimes they float their resumes for jobs not fitting their credentials. These resumes are rarely ever read by anybody. Don't float your resume when the job does not suit your credentials or your needs. It does not serve any good being a free floater. Resumes don't just click out of luck. They click when there is enough merit to warrant attention.
If you want your resume to capture a potential employer's attention, here's what you need to follow:
Keep your resume short and brief. A single page resume should sum up your credentials.
Use simple language, smart text styles, and plain white paper. Check for any typos or grammatical errors. The resume should look smart, not overly dressed up.
Provide your contact information at a prominent place in the resume. make sure that the details are accurate and complete.
Provide all the information as required by the employer. Ambiguous resumes are often rejected.
If possible, briefly mention why you are uniquely suited for the job. This can enhance your likelihood of getting an interview call.
Highlight your strengths and make a strong case for your suitability to the organization.
Resume writing can be easy if you follow these basic guidelines. With the right format of the resume, you can prove your worth to your employers even before they have met you.
A resume is worth all that you are. A resume sums you up in a single sheet of paper. You may have the fanciest professional education, but if your resume does not project your personal value then you have a bleak chance of getting an interview call.
So what is the worth of your resume? To answer this question, put yourself in the shoes of the recruiting team. Ask yourself: what makes my resume distinct enough to attract attention? There are thousands of resumes piled up in the administration department. What are the chances that your resume does not end in the reject lot?
Recruiters are inundated with resumes all the time. They have very little time to read pages after pages of your personal details. Remember, if you don't place value on others' time; that means you don't value your time either.
A serious mistake applicants make is that they send incomplete information on relevant topics. The information should be straightforward and simple. Keep the information concise and crisp. Make sure that the information is easily available and not hidden in meandering paragraphs. A good idea is to have a bullet list or numbered list of essential data.
Some people post their resume to every job advertisement they come across. These are the free floaters who let their resumes to freely float in the industry. This category of resume writers is truly irksome to the recruiter. Sometimes they float their resumes for jobs not fitting their credentials. These resumes are rarely ever read by anybody. Don't float your resume when the job does not suit your credentials or your needs. It does not serve any good being a free floater. Resumes don't just click out of luck. They click when there is enough merit to warrant attention.
If you want your resume to capture a potential employer's attention, here's what you need to follow:
Keep your resume short and brief. A single page resume should sum up your credentials.
Use simple language, smart text styles, and plain white paper. Check for any typos or grammatical errors. The resume should look smart, not overly dressed up.
Provide your contact information at a prominent place in the resume. make sure that the details are accurate and complete.
Provide all the information as required by the employer. Ambiguous resumes are often rejected.
If possible, briefly mention why you are uniquely suited for the job. This can enhance your likelihood of getting an interview call.
Highlight your strengths and make a strong case for your suitability to the organization.
Resume writing can be easy if you follow these basic guidelines. With the right format of the resume, you can prove your worth to your employers even before they have met you.
How HR can blog without blogging
Lets face it, the vast majority of Human Resources personnel don't get blogging. It's a foreign entity to them filled with myths and legend. It takes a special individual to start and maintain a blog and HR is just too busy.
Thats why I came up with the idea for Jobs in Pods. Not only does it allow employers to create audio job descriptions and promote their employment brand but it's also a blog. The blog aspect of the site adds value by attracting search engine traffic to each and every post. So any employer who does a jobcast will attract passive candidates through people doing keyword searches.
Just look at these examples;
A search for "vertrue jobs" shows that their podcast on Jobs in Pods is #3 result on google.
A search for "zoominfo jobs" shows that their podcast on Jobs in Pods is #1 result on google.
A search for "tmobile engineering jobs" shows that their podcast on Jobs in Pods comes up as the #2, #3 result on google, via feeds we setup on various podcast directory sites.
So my lesson for you today is that blogging is good, blogging is great. It's time for HR to outsource their blogging efforts to sites like Jobs in Pods. We know what we're doing.
Thats why I came up with the idea for Jobs in Pods. Not only does it allow employers to create audio job descriptions and promote their employment brand but it's also a blog. The blog aspect of the site adds value by attracting search engine traffic to each and every post. So any employer who does a jobcast will attract passive candidates through people doing keyword searches.
Just look at these examples;
A search for "vertrue jobs" shows that their podcast on Jobs in Pods is #3 result on google.
A search for "zoominfo jobs" shows that their podcast on Jobs in Pods is #1 result on google.
A search for "tmobile engineering jobs" shows that their podcast on Jobs in Pods comes up as the #2, #3 result on google, via feeds we setup on various podcast directory sites.
So my lesson for you today is that blogging is good, blogging is great. It's time for HR to outsource their blogging efforts to sites like Jobs in Pods. We know what we're doing.
Jobs in Pods starts a blog
Since Jobs in Pods is already a blog I needed a way to announce new information about it. So I give you the Jobs in Pods Blog. Stay tuned to it for new client announcements and other information on the Jobcasting market.
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