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Grow Your Power, Boost Your Influence

Getting others to listen to you is the result of a 4-step process.

Do you want to be more influential and powerful? Do you want your employees, your customers and your vendors to listen to what you have to say and do what you want them to do? We all do. Everyone wants to make an impact on the world; it only seems natural. But many of us don't know how to do it. If you're like most entrepreneurs who want to increase their effect on others, then you need to know the right steps.

Gaining power is a four-step process that can be easily learned. It takes insight, openness and willingness to make some changes.

To start, think about a few crucial definitions. First, we have influence--the ability to make people do things they wouldn't have done without our input or impact. The result of that is what we know as power. No influence, no power.

But how do you actually gain influence as an entrepreneur? Start with your goals. Someone once said, "If you don't know where you're going, you'll probably end up somewhere else." Your goals are your roadmap to achieving results and power, so they need to be specific and measurable. Everyone wants to be a success, and most want to gain wealth, but if your roadmap isn't specific and measurable, then you'll probably end up in Maine when you thought you were headed for Miami. In other words, how will you know if you actually earned that $200,000 profit on your last contract if you don't have a specific means to count your revenue, sort out the expenses from the profits and attribute both to various cost centers, departments or teams in your company?

Second, become aware of that little voice in your head that constantly evaluates your performance. Everyone has one, but some people are more tuned in to that voice than other people. Unfortunately, as a result of criticizing parents, teachers and bosses, we've developed a sharply negative inner voice rather than a positive one. We frequently tell ourselves, "I made a terrible mistake again," "I'll never succeed," "I just can't seem to make it in this competitive world," "Everyone else is doing better than me," "I'm not as good, smart or aggressive as other people."

There's often a kernel of truth to these thoughts, but most people exaggerate them. And when that happens, we feel bad about ourselves or think our actions are not up to par, and success becomes more difficult to attain. The key here is to decrease its impact; identify the negativity of our self-talk, minimize it and make it more rational. At the same time, work on maximizing your positive self-talk, and give yourself a verbal pat on the back when things work out. Repeat these positive attributions and feel better about yourself.

Third, identify your tools--resources (traits, characteristics and factors) you can use to impact people. You always have many more tools than you think, but you don't realize it until you finally take inventory of them. You'll be amazed at how many unused resources you have. For instance, can you rely on your knowledge, skills, abilities and intelligence to influence people? Do you have a positive reputation that others admire? Do you have problem-solving skills, time, equipment, integrity and force of personality that can be useful? How about charisma, perceptiveness, position and social networks--can these factors assist you in attaining your goals? And there are many other tools. Once you start thinking about them, especially the ones that have brought you success in the past, you'll continue to create this powerful list of resources.

Fourth, discover your influencing techniques. These are methods or means to successfully use your tools to exert influence and become powerful; there are six of them that effective entrepreneurs typically use. To begin, you create rapport with your employees, customers and vendors. You build bridges toward influence by reaching out to people, building relationships, telling them what you like and dislike, how you feel about their work, their products and themselves. You'll understand these individuals better and they'll understand you better. The result is increased influence and power--just what you want.

Effective entrepreneurs are also assertive: They state their needs and wishes in a way that doesn't step on other people. Be sure to avoid aggression, which usually leads to anger, frustration, resistance and sometimes sabotage. Being assertive is the means to make your ideas and actions known to others in a way that's acceptable to them and therefore allows you to more successfully influence them.

Using logic, explaining issues, ideas and directions in a clear, orderly manner is another way to exert influence and gain power. People will see that you can explain things in ways they can understand. And when people understand things, they're far more willing to agree to what you're requesting.

Yet another technique used to impact people is team building. This tried-and-true method allows people to work together toward a common goal in a united and coordinated manner. People share their thoughts, ideas and actions, almost always coming up with end products that are richer, more appropriate and more successful than any one or two individuals could have created alone. What's more, team members will admire and respect you for putting the team together to address a problem or challenge. You win out as an influential leader.

Powerful entrepreneurs are credible. They influence people because of the way they talk, the way they dress and the way they respond to issues. They demonstrate a strong knowledge base, respond to questions and challenges in a timely, complete and accurate manner, and they use their teams to build performance and outcomes. Employees, vendors and customers easily learn to trust credible leaders and want to work with and buy from them because of their reliability.

Finally, effective leaders use cultural hierarchy to influence people. This technique is two-fold: It involves using cultural norms and sharing power. In the first instance, entrepreneurs create an atmosphere where everyone knows "how it's done around here." You run a tight ship. There are few questions or vagaries. The modus operandi is clear. Your employees' morale and esprit is a result of the rules and behaviors the entrepreneur sets down. Leader who are in charge by virtue of their positions are valued by others for having created a pleasant atmosphere. When working with employees, customers and vendors, the entrepreneur can influence people based on the norms of operation.

The other aspect of cultural hierarchy involves the sharing of power. The executive's power is increased when it's shared with managers who can inform their subordinates that they're acting or responding in a specific way because the chief executive gave them permission to do so. This is especially helpful in a team of peers where one person needs to be in charge or more powerful. That person is given the mantle of increased power by the top entrepreneur and can therefore influence peers.

Exerting power is a process, which, when followed, gets other people to do what you want them to do. Each time this process is used, the individual builds a repertoire and a base of successes.

How to Use Social Media to Find Star Employees

It’s well-known at this point that social media can be a great tool for evaluating and even discovering potential business partners, co-founders, and employees. The business social network LinkedIn is probably the best known of these tools, although you can find great people on other social networks, such as Twitter.

But just because you can find potential employees through social media doesn’t mean you’re finding the cream of the crop. You don’t want just any person – you want a star that will utilize his or her passion and intelligence to get deals done, build great code, and just make things happen. Finding these gems through social media takes a little extra effort, but if you know the signs and the tricks, the payoff will be enormous. Here are some of my top tips on finding star employees through social media:

1. Writing style says a lot: Many top-tier recruits, especially those in marketing, business development, PR, and editorial, have blogs with at least a small readership. Take the time to read his or her blog posts - and not just the most recent ones, but the early ones as well. It will give you an idea about his or her professionalism, communication skills, and ability to evolve and progress.

2. People gain followings for a reason: If you have two seemingly equal candidates in terms of enthusiasm and skill, how do you differentiate between the two? One good way is to see how many people are commenting on their blog and, more significantly, how many followers they have on Twitter. Followers are a rough vote of interest and confidence in an individual. Someone with thousands of followers has likely made a strong reputation for themselves. Though it's important to note that following is one small factor, and the content of his or her blog posts and tweets are just as, if not more, important.

3. See what others are saying: Wall posts, Twitter @replies, blog comments, and LinkedIn recommendations provide insight into what people think of your candidate. Is he or she seen as an expert or an instigator? Be sure to find out.

4. Social media at the right time: Is your candidate on the job currently? Is he or she tweeting about her friends while she should be coding? Check the times of tweets and Facebook updates, and differentiate between social media for work and social media for play.

5. Actions speak louder than words: If someone has made significant achievements and received recognition, you will find the record on social media. Once again, see what others have said to find out if your star candidate was really the driving force behind change or just attached his or her name to the project.

5 Steps to Deal with Difficult Employees

Difficult people present no problem if we pass them on the street, in the supermarket or in a building lobby. Nevertheless, when we have to work with them difficult people can become major irritants.

It seems that some people are just born to be difficult. We have all worked with them and most of us dislike them. Difficult people are easy to recognize--they show up late, leave early, don’t turn their work in on time and have an excuse for every failing.

Wait, there’s more. These difficult people harass you and others, ask too many self-explanatory questions, neglect details, distract you and repeatedly challenge you and others. Even worse, when they interact with customers, vendors and people lower than them on the corporate hierarchy, they can be grouchy, impolite, condescending, uninformed, misleading, inappropriate or simply wrong. Do you know anyone like this?

Naturally, no one wants to work with difficult people. When dealing with problematic employees, productivity decreases, frustrations rise, morale goes down and customers and vendors get upset.

How to Handle Them
1. Don’t ignore the problem. Assuming that the employee provides value to the company and possesses redeeming qualities, there are ways to deal with difficult employees. Most often, managers will simply ignore problematic staffers. Managers who live by this rule hope the problem will just go away; that these people will somehow turn themselves around or stop being troublesome. Ignoring the situation is the wrong solution to what could likely become a progressive problem.

2. Intervene as soon as possible. It is important to take action as soon as the negative behavior pattern becomes evident--when left untouched, this problem will only escalate.

Occasionally, the difficult employee has no idea that his behavior is a problem or that others react negatively to his actions. This is because most people tend to put up with the annoying behavior and “go along to get along.” At the same time, some employees just consider it a “job frustration.” Just like some managers, employees want to be liked by colleagues and subordinates and are therefore reluctant to speak up when a problem arises.

Ultimately, it is the manager’s responsibility to take the appropriate action to correct the problem. Whether the concern exists due to the employee’s lack of knowledge of the issue, lack of feedback or projecting the difficulty onto someone else, the manager has the responsibility of addressing and turning around the predicament. The manager needs to gather information from employees to discern the extent of the problem and personally observe the employee interacting with customers or vendors.

3. Research the problem personally. Armed with accurate data and examples, the manager needs to then take this person into a conference room or office--away from others--and calmly address the issue. To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems.

If the employee is “unaware,” the manager needs to describe the unacceptable behavior. The employee might interrupt to disagree or deny the existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of the unwanted behavior.

The manager also needs to allow the employee to respond to the allegations. If the difficult employee refuses to believe that the allegations exist despite the evidence, the most the manager can hope for is an intellectual acceptance of the possibility that a problem exists.

4. Help the problematic employee to get back on track. Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in displaying more acceptable and appropriate behaviors. The employee needs time and practice in “trying on” new, more suitable behaviors. HR and/or the manager need to provide specific feedback to this employee on the success or failure of his efforts in minimizing the negative actions and implementing ones that are more positive.

5. If all else fails, termination may be necessary. If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination. Often this involves recording a series of well-documented verbal and then written feedback about the behavior. Strictly following company protocol, there should be a period for the employee to address the questionable behavior. If this trial period does not result in improved behavior, then the employee needs to be terminated.

Most employees will recognize the negative behavior and will at least attempt to turn it around. This is especially true during tough economic times when unemployment is high and finding a new job is difficult. In any case, the manager needs to follow company guidelines in recognizing the unacceptable behavior, providing direct feedback, providing input to try to turn it around and ultimately taking action in a timely manner.

Not doing so is a disservice to the problematic employee, other employees and the success of the organization.

How can I motivate my employees?

Remember the old proverb "A fish rots from its head." Motivate your employees with your own motivation. If you are positive, committed, hard-working and focused -- your employees will follow suit.

Make sure that your employees know how much you value them. If you value them, they will value you. If you disrespect them, they will disrespect you.

Each of us is unique, with a different set of circumstances, needs and desires. Find out what makes each of your employees tick. Identify their individual interests/desires. If you know what motivates an employee it will be easier to give her what she wants/needs most. Find out what motivates your employees by getting to know them

Calculating Annualized Turnover(Attrition)

While turnover is a fact of life in any organization, turnover rates differ greatly from one organization to the next. For example, some call centers operate with annual rates of less than 5%, while others see rates of well over 50% percent. (According to ICMI research, many call centers are in the 15% to 30% range.) An important first step in managing turnover is to calculate your annualized turnover accurately, so that you have a consistent basis for comparison and trending.

There are two figures you'll need in order to calculate annualized turnover - the number of agents exiting during each month, and the average number of staff during those months. (The average number of agents on staff during the month is often calculated by taking an average of the counts at the end of each week of the month; alternatively, you can take an average of the trained staff count at the beginning and end of the month.)

The formula ICMI recommends for calculating turnover is as follows:

Turnover = (number of agents exiting the job average number of agents during the period) x (12 number of months in the period)

For example, let's say your data is as in the following chart:

Using the formula, your annualized turnover rate comes out to just under 29%:

(20 104) x (12 = 28.8%

While knowing your overall turnover rate is valuable, we recommend breaking it down further, into internal/external and voluntary/involuntary categories. Internal turnover refers to employees that leave the call center but stay within the organization; external turnover refers to employees that leave the organization entirely. Voluntary turnover is when employees decide to leave, while involuntary separation occurs when management makes the decision to end employment (e.g., through layoffs or firing).

In the example we just used, the 29% annualized turnover rate might be categorized as follows:

TURNOVER COSTS AND BENEFITS

Turnover can bring both costs and benefits to the call center. Costs are often broadly categorized as follows:

* Recruiting and hiring costs, which may include the cost of advertising for new positions, the cost and time involved in interviews and background checks, any costs associated with search firms or placement agencies, and, potentially, relocation costs.
* Training and orientation costs, which include the direct cost of training, the cost of overall lower productivity from newer employees, and the cost of overtime if current employees must help cover hours.
* In commercial organizations the most severe costs can be those associated with poor customer service - lost sales, reduced loyalty and outright defections to competitors.

Turnover can also yield benefits. For example, if employees leave for other positions within the organization, the call center gains experienced advocates in other departments. Turnover may also reduce structural costs (assuming new employees are brought in at lower pay scales) and create the means for the call center to bring in new employees with needed skills and fresh insights.

The causes and costs/benefits will vary by type of turnover. For example, voluntary external turnover is more of a detriment to the organization than planned internal turnover. Do enough analysis to be able to estimate the relative impact of each type of turnover.

IDENTIFYING THE CAUSES OF TURNOVER

To manage turnover, you must understand what causes it. Common ways to identify causes include:

* Conduct a job and salary analysis vis--vis market conditions.
* Conduct group meetings with agents to discuss environmental factors, such as stress, management style, workload, etc.
* Review the orientation program to ensure jobs are being accurately represented to new employees
* Analyze exit interviews.
* Conduct regular employee satisfaction surveys.

Specific causes can vary widely (see the sidebar below), and identifying the top five to seven things driving turnover will be a huge step towards creating an appropriate prevention strategy.

RETENTION STRATEGIES

While there is no single formula for agent retention that is appropriate for all call centers, there are plenty of tried and true strategies that will greatly enhance the chances of retaining your agents and ensuring they perform at their best. Some of the most common areas of focus include:

Improve hiring and job fit. Hiring candidates based on the right job qualifications and behavioral competencies will improve your chances for a better job fit. If turnover rates are high, revisiting the hiring process should be the first step in improving retention.

Improve competitive pay and benefits. Ensure that jobs in the call center are internally and externally equitable. Even if you're budgets are tight, don't count this strategy out - it might be more practical and less expensive than meets the eye if you've really analyzed and identified the true costs of turnover.

Ensure that agents receive timely coaching and feedback. Encouraging the positive aspects of the agent's performance, modeling desired actions/behaviors and working with them to create feasible action plans that will enable them to achieve objectives are essential steps.

Provide opportunities for ongoing skill and career development. Agents who see their position as dynamic and evolving are more likely to remain committed to the call center. Create a skills-based pay program and, if possible, a compelling career path in the call center to encourage agents to continually expand their knowledge and capabilities.

Provide as much flexibility in work schedules as possible. Call center scheduling takes creativity and communication since both workload requirements and agent requirements must be accommodated as much as possible.

Improve supervisor training. It's often said that agents don't leave companies - they leave their supervisors. Taking steps to ensure that your supervisors have the skills and knowledge necessary to be the best managers possible can improve retention dramatically.

Provide recognition. According to much of the research on turnover, just saying thanks for a job well done goes a long way towards job satisfaction. This can be formal, e.g., through newsletters and announcements, and informal through everyday conversations.

These suggestions represent the proverbial tip of the iceberg. Other strategies can range from implementing a telecommuting program, to establishing a mentoring program, designing better incentive plans and improving facilities design.

FINDING THE RIGHT BALANCE

A certain amount of turnover is inevitable and acceptable - your challenge is to determine just what that acceptable level is. To do so, it's important to understand the full cost of turnover and compare it to the costs associated with staff retention programs. The key is to find the right balance: you don't want to spend more money retaining staff than it costs to replace them, but you also don't want to spend more money replacing staff than it costs to keep them.

Among the practical criteria to consider when seeking the right balance are:

* The maximum amount the company is willing to pay for these positions.

* Availability of a skilled labor pool to fill agent vacancies.

* The cost (money and time) of effectively training new-hires.

* The relative costs of lower quality and productivity when turnover increases.

* Organizational values and culture. In sum, there is much that can be done to address turnover and improve retention. Don't leave it to chance.


Total Number of Resigns per month (Whether voluntary or forced) divided by (Total Number of employees at the beginning of the month plus total number of new joinees minus total number of resignations) multiplied by 100.

Calculating Attrition

If calculating in monetary terms, it includes the following:

Costs Due to a Person Leaving

1. Calculate the cost of the person(s) who fills in while the position is vacant. Calculate the cost of lost productivity at a minimum of 50% of the person's compensation and benefits cost for each week the position is vacant, even if there are people performing the work. Calculate the lost productivity at 100% if the position is completely vacant for any period of time.
2. Calculate the cost of conducting an exit interview to include the time of the person conducting the interview, the time of the person leaving, the administrative costs of stopping payroll, benefit deductions, benefit enrollments.
3. Calculate the cost of the manager who has to understand what work remains, and how to cover that work until a replacement is found.
4. Calculate the cost of training your company has invested in this employee who is leaving.
5. Calculate the impact on departmental productivity because the person is leaving. Who will pick up the work, whose work will suffer, what departmental deadlines will not be met or delivered late.
6. Calculate the cost of lost knowledge, skills and contacts that the person who is leaving is taking with them out of your door. Use a formula of 50% of the person's annual salary for one year of service, increasing each year of service by 10%.
7. Subtract the cost of the person who is leaving for the amount of time the position is vacant.

Recruitment Costs

1. The cost of advertisements; agency costs; employee referral costs; internet posting costs.
2. The cost of the internal recruiter's time to understand the position requirements, develop and implement a sourcing strategy, review candidates backgrounds, prepare for interviews, conduct interviews, prepare candidate assessments, conduct reference checks, make the employment offer and notify unsuccessful candidates. This can range from a minimum of 30 hours to over 100 hours per position.
3. Calculate the cost of the various candidate pre-employment tests to help assess a candidates' skills, abilities, aptitude, attitude, values and behaviors.

Training Costs

1. Calculate the cost of orientation in terms of the new person's salary and the cost of the person who conducts the orientation. Also include the cost of orientation materials.
2. Calculate the cost of departmental training as the actual development and delivery cost plus the cost of the salary of the new employee. Note that the cost will be significantly higher for some positions such as sales representatives and call center agents who require 4 - 6 weeks or more of classroom training.
3. Calculate the cost of the person(s) who conduct the training.
4. Calculate the cost of various training materials needed including company or product manuals, computer or other technology equipment used in the delivery of training.

Lost Productivity Costs

As the new employee is learning the new job, the company policies and practices, etc. they are not fully productive. Use the following guidelines to calculate the cost of this lost productivity:

1. Upon completion of whatever training is provided, the employee is contributing at a 25% productivity level for the first 2 - 4 weeks. The cost therefore is 75% of the new employees full salary during that timeperiod.
2. During weeks 5 - 12, the employee is contributing at a 50% productivity level. The cost is therefore 50% of full salary during that timeperiod.
3. During weeks 13 - 20, the employee is contributing at a 75% productivity level. The cost is therefore 25% of full salary during that timeperiod.
4. Calculate the cost of mistakes the new employee makes during this elongated indoctrination period.

New Hire Costs

1. Calculate the cost of bring the new person on board including the cost to put the person on the payroll, establish computer and security passwords and identification cards, telephone hookups, cost of establishing email accounts, or leasing other equipment such as cell phones, automobiles.
2. Calculate the cost of a manager's time spent developing trust and building confidence in the new employee's work.

Lost Sales Costs

1. Calculate the revenue per employee by dividing total company revenue by the average number of employees in a given year. Whether an employee contributes directly or indirectly to the generation of revenue, their purpose is to provide some defined set of responsibilities that are necessary to the generation of revenue. Calculate the lost revenue by multiplying the number of weeks the position is vacant by the average weekly revenue per employee.

Conclusion: It is clear that there are massive costs associated with attrition or turnover and, while some of these are not visible to the management reporting or budget system, they are none the less real. The 'rule of thumb' appears to be very inaccurate indeed and, while it depends upon the category of staff, it is probably better to estimate around 80% of salary as a truer rule of thumb - and this will be on the conservative side.
What does this mean? Well it means that if a company has 100 people doing a certain job paid 25,000 and that turnover or attrition is running at 10%, the cost of attrition is:

(Total staff x attrition rate %) x (annual salary x 80%)

* 100 staff at 10% attrition means 10 people leave and are replaced each year.
* A replacement cost of 80% of a salary of 25,000 means the cost of each replacement is 20,000.
* The cost of turnover is therefore 10 x 20,000 or 200,000 a year.
* The oncost to the overall salary bill is 8%.

(Saving 8% of salary costs would make the average HR manager a hero.)

Job Evaluation Questionnaire

This Formate provides a comprehensive guideline on how to conduct job evaluation process process. You can download this excellent guidebook for free.

When you download, you will find three files. The file contains job Evaluation Questionnaire.

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Job Description(JD) Vs Role Description

S No	Job description (JD)	Role Description
1	Job description is the framework for a particular position based on the expectations of the management from the person	Role description is participative in nature.
2.	It can be changed/ revised/ modified at any time by the management	It involves a consultative process for any changes/ revisions/ modifications.
3.	The employee may have high commitment for JD but may lack ownership.	The employee will have high commitment as well as full sense of ownership (responsibility) towards his/ her role.
4.	It merely includes the jobs to be performed by the person	It includes the job to be performed as well as the attributes/ competencies required by the role occupant
5.	The Key Result Areas (KRAs) will only encompass the task orientation.	The KRAs will focus on task as well as skills
6.	Goal setting is relatively easier through the JD	Goal setting is relatively more elaborate but much more meaningful.
7.	Goals set with the help of JD may confine only to task performance	Goals set for the role will include the task performance as well as the managerial qualities.
8.	Since JD is a unilateral data, the goal setting may also ultimately be a unilateral exercise	Since role description is a participative data, the goals will also be the outcome of a participative discussion between the role occupant and his/ her controlling officer.
9.	Appraisal is quite a simple exercise – merely using the data	Appraisal is a bit tedious but quite wholesome (having potential assessment of the employee - a growth orientation)

Performance Management Guidebook

This guidebook provides a comprehensive guideline on how to conduct an effective performance appraisal process. This guidebook also displays sample of performance appraisal forms for both manager and staff. You can download this excellent guidebook for free.

When you download, you will find three files. The first file describes about performance management guidebook. The second file is performance appraisal form for manager. The last file is performance appraisal form for staff.

The contents of Performance Management Guidebook are as follows:

1. Why Performance Appraisals?

2. Schedule for Performance Appraisals

3. Conducting the Performance Appraisal

4. Common Rating Errors

5. Using the Appraisal Form
- Elements of the Appraisal Form
- Completing the Appraisal

6. Writing Performance Targets/Goals
- Objectives of Writing Performance Targets and Goals
- Steps in Writing Performance Targets and Goals
- Checklist
- Examples of targets and goals

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Competency Catalog

his downloadable file contains ratings of behavior indicator for a number of competencies. Rating from basic, intermediate, advance and expert is elaborated for each competency. This file provides a useful overview about the development of competency catalog

When you download this file, you will find rating of behavior indicators for six competencies. These competencies are:

1. Leadership

2. Strategic Acumen

3. Developing People

4. Teamwork/Collaboration

5. Innovative Problem Solving

6. Customer Focus

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Individual Development Plan Guidebook

This guidebook provides an extensive list of development activities to enhance your competency level. Thus, this guidebook will be very useful if you have an intention to write an Individual Development Plan to sharpen your future performance. You can download this valuable guidebook for free.

When you download the file, you will find a series of development activities need to be undertaken to enhance your competency level. Extensively this guidebook describes definitions, behavior indicators and development activities for more than twenty competency types. Some competencies that are explored are:

1. Relationship Orientation

2. Continuous Learning

3. Tolerance for Stress, Ambiguity and Change

4. Strategic Business Perspective

5. Communication and Influence

6. Planning and Organizing

7. Team Building

8. Visioning and Alignment

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Competency-based Interview Questions

Competency-based interview technique is one of useful tools to screen potential high performing candidates. This downloadable file contains sample of competency-based interview questions. It describes competency definition, behavior indicators of competency, and a series of competency-based questions.

When you download the file, you will find :

1. Definition for six competencies

2. Behavior Indicators for six competencies

3. List of Competency-based Questions for six competencies.

These six competencies are:

1. Persuasiveness

2. Teamwork

3. Planning and Organizing

4. Leadership

5. Problem Analysis

6. Achievement Orientation

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Employee Satisfaction Survey

This downloadable file contains question items that can be used in Employee Satisfaction Survey. The questions explore five key dimensions: company, job, manager (superior), workgroup, career opportunity, and employee benefit. This survey can be deployed on a regular basis (via annual survey for example) and will be very instrumental in portraying true dynamics of employee satisfaction level.

When you download this file, you will find questions that explore five key dimensions as mentioned above. In the dimension of company, for example, you will find questions like these :

My company is one of the best companies to work for.

My company treats me well.

I am proud to tell people I work for this company

Considering everything, I am satisfied working for my company at the present time.

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HR Audit Questionnaire

This downloadable file contains explorative and insightful questions need to be delivered when you would like to conduct HR Audit. This tool will surely help you enhance the performance of your HR team. And yes, you can download this meaningful tool for free.

When you download, you will find elaborative questions to fully capture the performance of HR in all HR functions: recruitment, selection, training & development, performance management, labor relations, career management, and organization development.

The first section investigates the alignment between HR and business strategy. In this domain, you will find questions like these:

1. What was total revenue for the business unit for the most recently completed fiscal year?

2. What is the company business strategy?

3. Does the company business strategy link to Human Resources (HR)? Please describe.

4. What is your company's HR Strategy? Is the HR strategy aligned with the company's strategy?

5. Who develop the HR Strategy? Do you assemble a cross-functional team to develop the HR strategy?

6. What does HR do in supporting the implementation of organization's strategy?

7. Determine how the human resources department will support strategic goal and impact organization performance?

8. Do you perform a gap analysis of current versus desired organizational behavior and performance, and develop strategy to close the gap?

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