How to determine if a candidate “cares”..

How to determine if a candidate “cares”..

The interview begins—and you have already reviewed the candidate’s resume’. They meet all the qualifications, and even have some excellent references. You hire the candidate, and around six months to one year later after their up and down performance you and the employee decide that it’s best to part ways.

So what happened? The interview went well…check. The references seemed to be great…check. Yet, once the candidate got the job — they had a fatal flaw that was impossible to overcome.

They just didn’t seem to care.

They didn’t care about the customers, didn’t care about their daily performance, didn’t even seem to care about their evaluations… Which ultimately meant that the product they were serving up to your loyal base was average at best. They had just enough good days to make you think maybe it would work out, interspersed with enough bad days to make you shake your head.

It’s pretty weird when you think about it. And naturally, you have to feel a bit disappointed. Typically, I’ll even replay their interview over in my mind; trying to figure out what I missed during my evaluation. Going through this process forces the manager to ask themselves what checkboxes are the most important to be checked before making a commitment to offer the candidate a position.

A few days ago, a colleague reminded me of her words on the hiring process prior to me taking on a management position. She’s held multiple management positions. And she said, “when you hire someone, find a person with good customer service…if the person has good customer service, you can typically work around some of their deficiencies…”

I would add to her statement — that the job candidate’s deficiencies can even be remedied with appropriate teaching and training. So, then the manager must ask themselves, “am I a good enough teacher/trainer to remedy the candidate’s deficiency or do I currently have someone on staff that can be an appropriate educator/mentor for the job candidate?”

I don’t know of any degrees/diplomas to my knowledge that are being conferred by colleges and universities in the field/study of CARING @ WORK. Thus, what questions could be asked to determine if a candidate meets your standards? I guess… you could simply just ask the magical question, “do you care… or will you care? But, unfortunately you will most likely just get a canned answer.

So I suggest going through what-if scenarios with your candidate using a diagram for what you consider to be right and wrong answers for each of your scenarios. This I believe is the best method for gaining a little more insight into determining if a candidate truly possesses the traits required to serve your customer base.

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Sam Blakemore is the Pharmacy Manager of Peds Rx Pharmacy Solutions. Connect with him via: LinkedIn

Writing in Plain English…

Learning how to write in plain English has been one of the most useful concepts I have learned. Effective written communication is a business litmus test. If done well, it can help the business professional build their personal brand.

Plain English is defined in Wikipedia as being…

A style of communication that uses easy to understand, plain language, with an emphasis on clarity, and avoidance of complex vocabulary.

Personally, this has been extremely important to me in the following areas:

  1. Writing business emails to convey a message the reader can easily understand.
  2. Writing incident reports to convey a message that anyone could understand.
  3. Designing business correspondence to customers regarding new services.
  4. Designing operations & workflow management forms to ensure quality employee performance that leads to better customer service.

Thus, out of respect to the the art of writing in Plain English this is the conclusion of this blog post.

For further information click this. And if you really get bored and want to read a book — I would suggest the following, Writing & Speaking at Work by Edward P. Bailey.

Regards, Sam

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Sam Blakemore is the Pharmacy Manager of Peds Rx Pharmacy Solutions. Connect with him via: LinkedIn

Managing conflict…

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You don’t have to be a manager to run into circumstances that make you want to claw your hair out. Managing conflicts in the retail market space is like pouring a cold cup of water in a glass during the summertime. What I’m trying to get at folks, is that you’re going to have to learn how to deal with the emotions of your staff, your customers, and your family, and most importantly yourself.

First, I would like to come clean… I can be the worse at dealing with conflict. I’ve yelled and kicked many garbage cans.

Any person that is passionate about their craft strives for excellence; and if excellence is not achieved there will be frustration.

Before we get into managing conflict…Let’s consider the following:

  1. On a scale of 1 to 5; how do you manage stress?
  2. Who do you talk to about your stress?
  3. What is your outlet for your stress?
  4. When was your last vacation from your work?
  5. Do you actively take time to de-stress during your workday?
  6. Have you considered quitting your job due to stress?
  7. How often do you raise your voice in a day, a week, a month?
  8. How is your family life; do you spend enough time with friends and family?
  9. How is your sleep? Have you been getting enough rest?

I bring up those questions to lead into how conflict arises. Conflicts arise with much more earnest and ease in times of stress and exhaustion. To ensure you’re at your best; make sure you at least attempt to take care of your daily needs. Eat lunch at an appropriate time, step away for a 15 minute break to clear your mind, or take a brief walk to get away from the office.

Back to conflict! Haha…

When facing conflict with customers, employees, peers, or even family— the first thing you should do is pause. The second step should be to gather your thoughts. The third step should be to listen before speaking. Pause, gather, listen. 

What does it mean to pause you ask? The pause should be intentional. It helps you to refocus your energy into not speaking. Oftentimes I’ve found that immediately speaking, only pours fuel on a “gasoline conflict”.

Gather… To gather means to collect your emotions, your feelings, your worries, your fears, your anxieties. Conflict is an adrenaline rush. Having someone out the blue, just begin yelling or cursing can be a shock to your nervous system. Thus, gather yourself and consider why you’re standing presently in conflict. The pause allows you to actively choose to gather your thoughts and emotions.

Lastly, listen with intent. Your mind will without a doubt be racing toward the hills. This person did me wrong. This person is not right. This person is crazy. Be an active listener in the process towards solving the underlying issues of both your customers and staff. I’ve found that 9 times out of 10 a customer or staff member just needed a moment to be heard. It’s easy to underestimate the value of listening. It’s very easy to want to solve a problem; oftentimes the problems are simple problems that can be solved in 30 minutes or by the end of the business day. The big problems that can lead to conflict often are the problems that have been festering for months.

Conflict is around the corner. But…

  • Reflect and honestly evaluate your personal stressors

Next, when presented with conflict: 

  1. Pause and breathe
  2. Gather your thoughts and emotions
  3. Listen with the intent to understand

 

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Sam Blakemore is the Pharmacy Manager of Peds Rx Pharmacy Solutions. Connect with him via: LinkedIn

 

 

Considering “workplace levers” in managing office politics…

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Management can be difficult. As you have read from my previous posts the most important resource of any business is its employees. If a manager is unable to effectively communicate and utilize their employees, he or she will not be managing for very long.

Leverage is a principle often utilized to discuss financial debt in the world of business. Financial institutions and businesses can utilize debt to take on more risks in the hopes of increasing revenue and profit margin. In that same respect the employee and manager utilize forms of “workplace leverage” to ensure status and influence within the organization. Both the manager and employee use various levers to elicit a response.

The manager’s “work place levers” 

  1. Hire versus Fire to influence employee behavior and decisions
  2. Praise versus Write Ups to influence employee behavior and decisions
  3. The power to increase salary and dole out bonuses to influence employee behavior and decisions
  4. Positive evaluation versus Negative Evaluations of employees to influence employee behavior and decisions
  5. Internal politics with ownership and co-workers to maintain status and position while influencing employee behavior and decisions

The employee’s “work place levers”   

  1. Underutilization versus over-utilization of sick and paid days off to effect management behavior
  2. Gifts and Praise of management/co-workers to effect management behavior
  3. Positive versus Negative Evaluations of management/co-workers to effect management behavior and decisions
  4. Habitually early to work versus habitually tardy to work to effect management behavior and decisions
  5. Internal politics with ownership and co-workers to maintain status and position to effect management behavior and decisions

I won’t delve to deep into the details of how these actions can be utilized by both the manager and employee; but briefly review each point. Consider the names and or faces of the people that you can associate with each variable. In short, both the manager and employee utilize forms of leverage to elicit responses.

As I’ve mentioned previously, people are as important as financial capital in maintaining a functional organization. For those in management; please take the time to consider these 10 key points to ensure a functional work environment.

  1. Be upfront and honest about the role each person plays in maintaining a functional business.
  2. Value the opinion of every member of the team, and actively demonstrate this by listening to their opinions and actively considering these opinions when creating changes within the organization.
  3. Even in times of disagreement; work diligently to maintain a level of respect for that person
  4. Focus on the value created for the shareholders when trying to create a unified vision between management and employee.
  5. Focus on the quality of the product created for the consumption of your customer when trying to create a unified vision between management and employee.
  6. At a minimum evaluate employees biannually; when evaluating always have a third person involved to witness. This reduces the possibility of arguments and misunderstandings.
  7. Be respectful of the goals your employees have; most likely they do not want to be employees for life. And that is fine. Work with them on creating a 1 year, 5 year, and 10 year plan so that they don’t feel stuck in a rut.
  8. Create rubrics to grade yourself and employees; this shows thoughtfulness and reduces bias when grading employees on their abilities.
  9. During reviews, offer each employee a time to have a moment of reflection. Ask them, “do you have an issue with management, a co-worker, or the organization that needs to be resolved?”
  10. Practice being able to discipline without bias; this practice helps maintain uniformity in the organization, and builds a level of trust for the employee in relation to management.

You will never be able to keep people completely happy. And following this plan will not eliminate every employee’s discontent. I still implore each manager to have a plan, and  stick with that plan during both the good and bad times. Work with diligence to ensure the employees you manage have enough space to consider their place and role in the organization.

We work and work till we are tired. The days and months will pass us by, and before we realize it our most important employees are desiring to leave the organization and often we don’t even see it coming.

Please review my 10 key points; by reviewing these points I hope that you’re able to improve employee satisfaction. It is important that managers ensure that an employee’s concerns are heard. There should be open lines of communication in all phases of hierarchy; ownership–>management—>employee. Communication is paramount to ensuring business success.

A company can quickly collapse under the duress of organizational stress. To prevent this collapse managers must pride themselves on using “workplace levers” in an appropriate manner to maintain balanced scales of power in these “workplace courtrooms” that house office politics in every business and industry.

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Sam Blakemore is the Pharmacy Manager of Peds Rx Pharmacy Solutions. Connect with him via: LinkedIn