TIPS, YOU SHOULD BE LOOKING FOR A DIFFERENT JOB

You have a headache on Sunday evening
You feel tired and its just 8:30 am Monday
You pray that your boss doesn’t call you for a briefing today
This is your second year with the company and you don’t know what the company sells
You’ve been with the company for two years and have never been appraised
You were not copied the memo about the candidates to be selected for the advisory committee meeting for a series of special projects to be undertaken by the company
You were not copied the memo about casual Friday
You no longer receive instructions from your manager by the telephone no matter how mundane and trivial; every request is written and copied to other parties even those outside of your area
You no longer have banter with your peers in the hall way
You are asked (formally) to make a list of the functions you supervise
You are asked to make a list of your duties and to determine whether your present Job Description is accurate
Your workload is to be shared
Your appraisal is the only one being scheduled
Your secretary is being questioned about your daily arrival and departure times
Errors made by you are dealt with formally (memo highlighting errors and reprimand copied to different senior persons)
You see an ad in the paper with a list of your duties with a different title
Your vacation leave available is being calculated
You are asked to train someone and the process is called “job rotation/job enrichment”

Choosing a reference for your resume

Do not choose a close personal friend. If you must choose a friend, choose a colleague that has worked with you on a specific project, or someone who is at least knowledgeable of the industry in which you are applying.

Your priest/rector may not be the most objective reference.

If you do not want your existing employers to be contacted for a reference then copy your most recent performance evaluation (providing it is complementary) as this may be used instead.

Take advantage of the free psychometric evaluations that are available on the Internet. These testing devices may provide additional insights into your strengths, areas of interests and motivation.

If your organization is going through a restructuring exercise; before you are sent home get a letter of recommendation from your immediate supervisor/manager.

WORKING FOR A PROMOTION

Below are some tips that may help you to get noticed in your office for that promotion.

Never Procrastinate
Always volunteer to take on additional duties; even when they seem lowly
Be the “go to” person; for ideas and the solution to technical and people problem solving
Offer to a mentor to new recruits
Offer to teach new recruits
Learn the functions of other areas of your department
Minimize your absenteeism
Read, read, read, trade journals, newspaper etc.
Always be well groomed and neat
Complete your assignments on or before they are due
If you’ve made a mistake or offended anyone, apologize sincerely and move on

Human Resources

Human Resources

NEW STAFF ORIENTATION

1. Advise current employees of the new addition especially the department in which they will be placed and the pertinent security personnel.

2. Prepare desk/ work area for the new employee

3. Process ID and Access passes on the first day

4. Take the new employee on a tour of the compound. Make sure to identify restrooms, canteen etc.

5. Introduce new employee to immediate supervisor/manager, co-workers and then, the general population.

6. Allow new employee to review the employee handbook

7. Go through contents of the handbook with new employee

8. Assign a "buddy" to the new employee

9. Allow employee to review procedural manual for the respective department

10. Commence process training for the respective post to which the new employee is commissioned

INEXPENSIVE INCENTIVES

INEXPENSIVE INCENTIVES FOR STAFF

While this list is not exhausted there are myriads of ways you can motivate your staff. Remember once the objective is to motivate and show appreciation the requisite results will be to the benefit of your department and ultimately you.

Gift Certificate (Hardware store, coffee shop, bus pass etc)
· May be given to staff who are never late, never absent, never ill during say a six-month interval (January to June, and July to December).
· May be given to an employee who consistently leaves their work area neat and tidy at the end of the work day.
· May be given to an employee who is always willing to assist other co-workers.

Scheduled time off
· Time off may be granted during the workday to browse the net.
· Time off may be given to come in late or leave early.
(Note, that the allocation of time off should not become counterproductive and should be allowed with minimal departmental disruption)

Positive/Inspirational messages
· Send daily quotes, anecdotes to your staff whether by email or text.

Departmental meetings
· While this may seem obvious, meetings must be held periodically to provide insights into the output of the department and how aligned these are with the objectives of the organization.
· Meetings must be effective in that the same issues should not always appear on the agenda.

Departmental Suggestion Box
· Encourage staff to volunteer their suggestions and reward them for those ideas that have been implemented by the organization.

Manager for a day
· Allow each staff to be the department’s manager for the day. Let your staff submit a schedule of their intended activities for the day and you both may iron out activities that may be possible. The aim is to let them know the pressures you face daily.

Movie Night
· Have a quarterly movie night where staff is given movie tickets, soda and popcorn money.

Departmental Fun Day
· Have a departmental B-B-Q where staff may bring their families. This may be once a year

Develop your staff
· Ensure that all your staff goes to a seminar or is exposed to some type of organizational learning every six months.

TIPS FOR NEW SUPERVISORS

ACTING THE ROLE
Even before you are confirmed as a supervisor you should have already been behaving as a senior person. So that when the promotion comes its a mere rubber stamp and not mass panic as to what the characteristics of a supervisor should be. (Please note that behaving like a senior person should not be misconstrued to mean giving out orders and coming in late but moreso managing the tasks given to you and completing them within the given time lines, asking for increased responsibility, showing initiative in processing your assignments by using the shortest time possible while not compromising quality, volunteering suggestions that will benefit your department and assisting your colleagues).

CHANGE IN RELATIONSHIPS
So before, you and the person next to you were colleagues well, guess what? The atmosphere has changed in that you now supervisor that person. While I don't recommend that you become too rigid, too much horse play and slacking off will be a poor reflection on your supervisory skills. I suggest you engage in your catching up at prearranged departmental breaks so that disruptions may be minimal and contained.

DEVELOP YOUR STAFF
Now that you are a supervisor begin immediately to find a deputy. Remember there is no "I" in team and besides, you will eventually have to go on vacation. In identifying that resource, make sure that the person has all or most of the attributes necessary to "carry" the department in your absence. If the person is not yet ready, provide the requisite training, autonomy and support. Come in late sometimes and observe how your deputy manages the department. Make clear the lines of demarcation, and advise the other members of your department of the need to address you deputy in your absence. Lastly, mention the input and hard work of the incumbent (deputy) to your superiors. Ensure that they receive the requisite recognition.


SET AN EXAMPLE
The example you set in terms of your attendance and punctuality should speak for itself. There may be times when you will be late, but let it not be too often, and if you are late, your deputy should be the first to know about it, so that the necessary contingencies will be activated. Always keep at the back of your mind the fact that you are constantly being graded and evaluated by your direct reports. Who said being a supervisor was easy? Be mindful of your office mannerism ensure that at all times it reflects professionalism.

LISTEN
This goes without saying. Despite the fact that you are the supervisor for a section, staff will always have insights that may benefit the department and ultimately you. If you do not listen opportunities may be lost. Make the time to interact with your direct reports. Remember if your department looks good you look good.

MOTIVATE
In addition to lending an ear, you must always strive to be one step ahead of your direct reports in coming up with incentives to encourage increased productivity. These incentives can be inexpensive in nature and range from Retro Wednesday (where the staff with the oldest Michael Jackson single wins a gift certificate) to an ugly baby picture competition. Remember output increases when staff are motivated and are recognized.

BE THE ANSWER
As the supervisor, you must know (even functionally) the respective processes of your department. If you don't know, find your procedural manual and study it. Staff will quickly lose respect for you if it is discovered that they know some departmental process that you don't. You must be the resource person in your section or the "go to" person, should a crisis or situational challenge occur. Look at it as if you are your department's 911 Dispatcher.

EVALUATE DAILY
Do not wait until the formal appraisal to provide feedback and appraise your staff. This should be done weekly (or at a period comfortable with you) and the results shared with the respective incumbent. This will reduce the effects of surprises at the end of an evaluation period, as the staff being appraised would have been aware of his/her performance and know how they match against the standards set by the organization.


NEVER SETTLE
Despite being promoted to the position of supervisor, this should not limit you. What about working toward being a manager and so on. Take on the challenges of being a supervisor with fervor and zeal. The sky is the limit and your greatest advocate is you.

INTERVIEW QUESTIONS YOU WILL BE ASKED

INTERVIEW QUESTIONS YOU WILL BE ASKED

ABOUT THE CANDIDATE

Tell me about your self
Why did you apply to this company?
Do you know anyone here?
How did you know about the vacancy?
Why should you be considered for the position?
What are your strengths and weaknesses?

ASPIRATIONS

Where do you see yourself in another 3-5 years? What steps are you taking to get there?
Which career fascinates you?
Who is your role model?

ACCOMPLISHMENTS

What has been your greatest achievement to date?
What has been your greatest challenge to date?
Have you ever failed an important assignment?
What is the biggest budget you have ever managed?

PRESENT EMPLOYMENT

Describe your daily activities. What consumes most of your time?
What is presently your greatest frustration?
Describe a difficult conversation between yousef and a direct report that you have had recently?
Have you ever dealt with a difficult direct report? What was the outcome?
Have you ever dismissed anyone?
Describe your present manager/supervisor leadership style?
Is the leadership style of your manager/supervisor different from yours?
Why would you want to leave your present employment?
How much notice would you have to give?
What is your present salary?
May we call your present employer for a reference?
How often do you appraise/evaluate your staff?
How do you motivate your staff?
Have you ever volunteered a suggestion or idea that made your company save money or improve on any or all its processes? What was it?


MSC

What characteristics do you look for in an organization?
What motivates you?
If you had to live your life over what would you change?
How flexible are you to work on weekends?
What courses did you find most challenging while pursuing your degree/mba?
What others skills do you have that you can draw on to be effective in this position?
How do you achieve your departmental objectives through your team?
How would you like to be remembered?
What do you know about our company?
What characteristics do you think makes a good leader?

INTERVIEW QUESTIONS APPLICANTS MAY ASK

INTERVIEW QUESTIONS APPLICANTS MAY ASK

The following are questions candidates may ask during an interview. Some questions are more suited for second and subsequent interviews. It is important therefore for you to use the flow of the interaction between yourself and the interviewer to determine the appropriateness of each question.


ABOUT THE POSITION

Is the position a new one?
Has staff been advised of the new position? Were they involved in the process?
How much human resources have been allocated to the position? Staff quality.
What is the present staff complement?
Is the department ready to be occupied?
Does the position require traveling, both local and overseas?
Does the department handle/sign off on payroll for all staff?
What characteristics are you looking for in the candidate?

RECRUITMENT AND SELECTION

Can you explain the steps involved in your recruitment and selection process?
How soon may I expect to hear from you?
What type of reference do you consider?
Do you out source your recruiting from time to time?


REPORTING STRUCTURE

Who does the incumbent report to?
What authority does the incumbent have? Hire/fire etc.
Does the department have a monthly float?
Does the department have an overall budget?
How often are budget reviews done?

TRAINING

What type of training is intended for the incumbent? Both local and overseas?
What is the overall training budget for the organization?
Is training seen as a strategic intervention in the company obtaining its objectives?
How long is the training period for this position?


EVALUATION/APPRAISALS

How often will the incumbent be evaluated?
How often is staff evaluated?
What type of evaluation system is presently being used?
Does the company use the Balanced Scorecard System?
How often are departmental targets reviewed?

DIRECTION

What is the overall direction of the company in another 5-10 years?
What is the present staff turnover rate?
What are some of the time lines given for changes?
What is the vision and mission of the company?
Has the company ever experienced a redundancy exercise?


REMUNERATION/BENEFITS

Who are your pension administrators? Auditors?
Is there an incentive plan tied to this present position?
Is there a profit sharing/bonus scheme?
How often is salary reviewed?
What are the standard benefits? What are the benefits associated with this position?
What is the salary for the position?
Is the salary negotiable?

STAFF RELATIONS

Are staff unionized? How many unions are presently representing staff?
What has been the relationship between the company and the union(s)?
When was the last settlement?
Is the company a member of an employers association?
Is there a staff handbook?
Is there a staff benefit schedule?