Welcome to the April 6, 2005 issue of The Total View

Your resource for cutting-edge news, tips, and tools to help you hire, manage, and motivate top-performing employees.

If you are receiving this issue as a forward, and want your own subscription, visit
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=11&c=292

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In This Issue
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1. Three Hiring Mistakes Managers Make.
2. Perfect Labor Storm Alerts #376 to #380.
3. Customer Service Excellence - Close isn't Good Enough.
4. How Can You Cut Your Resume Paperwork in Half and Spend More Time with Qualified Candidates?
5. Analyzing Performance Problems in 3 Easy Steps.

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The Total View is written and published each Wednesday by Ira S. Wolfe, founder of Success Performance Solutions. (Yes, Ira writes every article, every week!) and is distributed with permission by The Chrysalis Corporation.

Ira S. Wolfe 2005 - All Rights Reserved. Reprints and other distribution by permission only.

To learn more about The Chrysalis Corporation or to read back issues of The Total View, visit our web site at
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=12&c=292

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1. Three Hiring Mistakes Managers Make
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There are plenty of good people looking for work. What turns these good workers into great employees? Motivation. All a manager needs to do then is uncover what motivates their employees.

For the sake of simplicity, let's say motivation is a collection of learned attitudes and beliefs that energizes your behaviors, defines your values, and shapes your personality.

Mismatching employees to the wrong jobs places managers and employees at opposite ends of a motivational tug of war. These mismatches just sap the life out of the workforce and the soul out of the culture.

What are the most common motivational mismatches and hiring mistakes that managers make?

Mismatch of Behavioral Style.

Behavioral styles predict no more and no less than how an individual will perform in the workplace. It doesn't predict success or competence but the way people will respond to (or ignore) problems, people, pace of the environment and procedures. Mismatches between job and personal styles and inter-personal styles don't necessarily guarantee failure but do ensure that stress and conflict will eventually show its ugly and costly face. How an individual learns to adapt and a manager learns to respond ultimately determines if harnessing the energy of behavioral style will boom or doom performance.

Solution #1 - DISC Behavioral Assessments from TTI accurately identifies the behavioral styles that energize (and de-energize) employees. To view samples, go here: http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=2&c=292

Mismatch of Values.

While people can learn to adapt behavioral styles, adjusting personal values, or motivators, is not so easy. In fact, people generally don't change what's most important in their lives without some life-altering event like death of a loved one, a personal tragedy, starting a family, divorce and so on. When values collide, some people will adjust their behaviors to reduce conflict between other people or the job. But with time, the tension between different values wins out. Workers then decide to leave the job or fight for their cause. In either case, the cost to the employer (and many times the health of the employee) is enormous. Selecting individuals who are motivated by the job and/or company culture is just one way to make sure employees expend their energy on productivity not conflict.

Solution #2 - Personal Interest, Attitudes, and Values (tm) identifies the six key values that motivate employees. To learn more visit: http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=1&c=292

Mismatch of Personality.

At the core of every human being are key personality traits that determine how people respond to competition, initiative, conflict, flexibility, traditions and organizational policy, large groups of people, mental toughness, curiosity and more. Research shows that these traits predispose many workers toward a "natural" competence in areas such as drive for results, follow-through, detail-orientation, planning and organizing, interpersonal skills and stress management. Mismatches between a proven "best" profile for the job and the individual in the job leads to significantly higher incidences of turnover, poor performance and stress.

Solution #3 - TotalView Assessment System predictably and reliably assesses the key personality traits that drive competence and deliver individual performance. Learn more by visiting:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=23&c=292

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2. Perfect Labor Storm Alerts #376 to #380.
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Fact #376: The demand for coal is increasing. A real labor crunch will occur in five to seven years just at a time that coal is in demand because of higher oil and gas prices. The number of coal miners nationwide dropped from 159,777 in 1990 to 99,358 at the end of 2003. More than half of all coal miners are older than 50 are nearing retirement. (Source: Mine Safety and Health Administration)

Fact #377: About 35 percent of new managers and executives failed in their jobs within the first 18 months during 2004. (Source: Right Management Consultants)

Fact #378: The top reasons new manager and executives fail is their inability to build strong relationships and teams with subordinates and peers. (Source: Right Management Consultants)

Fact #379: The second biggest reasons new managers and executives fail is their inability to accomplish goals, followed by their lack of internal political savvy. (Source: Right Management Consultants)

Fact #380: Fifty-two percent of over 1,000 executives surveyed by TheLadders.com say they search job listings on the Web from the office.(2005)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Get a copy today - $7.95 includes shipping. Follow this link to learn more:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=7&c=292

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3. Customer Service Excellence - Close isn't Good Enough.
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At 211 degrees, water is hot.
At 212 degrees, water boils.
With boiling water, comes steam.
With steam, you can power a train.

As with sports, close is not good enough in customer service.
Professional golf tournaments are comprised of four rounds of 18 holes played over a four-day period. There are four major tournaments each year - The U.S. Open, The British Open, The PGA Championship, and the Masters.

The average margin of victory between 1980 and 2004 (25 years) in all tournaments combined was less than three strokes - less than one stroke difference per day. From 2000 through 2004 (five years), the winner across all tournaments took home an average of 76% more in prize dollars than the second place finisher (before endorsement and other dollars.

Source: (212: The Extra Degree, S. L. Parker)

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4. How Can You Cut Your Resume Paperwork in Half and Spend More Time with Qualified Candidates?
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By using Total APS!

What is Total APS(tm)? It is our newest technology - it looks and functions like a private job board. Post your jobs and have your job applicants move through our structured screening process. Critical Rapid Screening Data (RSD) is captured, including resumes and job specific personality testing. Managers are enabled to compare candidates and make accurate decisions quickly.

Test batteries include:

--FirstView, a 15 minute indicator of basic job fit for 15 different job positions.
--CBI, a highly effective 15-minute assessment of honesty, integrity, dependability and tendencies toward aggressiveness and sexual harassment.
--TotalView, the definitive indicator of high performer job fit. This assessment can be benchmarked specifically for any job.

Total APS is available on a pay per-hire basis for 30 or 60 days at an unbeatable cost! You can screen 5 people or 50 people all at the same low cost, until you find the right person for the job! For larger organizations or smaller businesses faced with high turnover or seasonal jobs, Total APS is also available for annual unlimited use licenses (based on number of positions and number of employees in your organization).

View our online 7-minute, multimedia presentation of the Total APS system here:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=26&c=292
You will need a high speed internet connection and speakers connected to your computer to view the presentation.

Can't view it online? Contact us today for a Free CD-ROM on How to Screen and Interview Candidates Online. Follow this link and type APS in the comment box:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=26&c=292

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5. Analyzing Performance Problems in 3 Easy Steps.
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Dealing with poor performance is one of the most dreaded activities a manager has to do. On top of that, there are dozens of traps managers fall into. Follow the link below to read about a 3 step process for "Analyzing Performance Problems".

"Analyzing Performance Problems" is just one of hundreds of pages of reproducible facts, tips and sample evaluation forms included in Janus Performance Management System.

Begin to improve your employee appraisal process today with the Janus Performance Management System.

Analyzing Performance Problems In Three Steps:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=16&c=292

More information about the Janus Performance Management System:
http://www.chrysaliscorporation.com/cgi-bin/arp3/arp3-t.pl?l=14&c=292

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Contact Information:

The Chrysalis Corporation
2001 Hammock Drive
Valdosta, GA 31602
229-257-0665