Blunders managers often encounter when attempting to resolve workplace disputes

In today’s workplace employee conflicts may and do happen. Sometimes they begin as simple matters which escalate into significant issues in the workplace causing lower performance and productivity resulting in lack of communication, misunderstanding of the intent, personality clashes or different perceptions and values.  

 

It is vital to deal with employee conflict, whether minor or significant, in a timely fashion to preserve a positive, healthy work environment and to evade any increase or collateral damage among work teams and others departments. 

 

We are finding that managers often do not respond accordingly to the issues of conflict in the workplace. In many cases, it is for lack of experience, fear of retaliation against them, insufficient training and lack of confidence. Sometimes they find it easier to avoid and ignore then tackle the sensitive issues.   

 

When issues are not dealt with quickly and efficiently in the workplace, they tend to fester and develop in magnitude. When an employer has contacted me, the situation usually has been growing underground, so to speak, for some months before it explodes in either the HR office or before the managers. Typically, at this point, the problem is more complicated, involves more staff and takes more effort and time to resolve. At times it may even undermine the staff’s confidence in the manager’s ability to manage. 

 

Some common behaviours of supervisors and managers which may have a negative impact on the managing of workplace disputes effectively would be ignoring the situation until it is about to “burst”.  

 

When managers disregard challenging situations, when they do come to the surface, they require immediate and urgent action usually at a very inconvenient time to resolve. Some managers tend to overlook an awkward situation altogether until the case is ready to blow up. Then they need to take immediate action to try to deal with it, and this almost always occurs at an inconvenient time, like on a Friday afternoon before a long weekend. Putting your management head in the sand will not make the problem go away, it will only make it worst. Taking action early in the workplace dispute development is usually the best solution, with the most excellent chance of success. 

 

Not dealing with a conflict that is escalating quickly, many managers found themselves frustrated and overwhelmed which could add fuel to the case, potentially affecting the decision-making process and the capability to contain and resolve the situation comprehensively.

 

Another mistake a manager may make is letting the office politics interfere with resolving the conflict. When office politics interfere with the steps of the solution, staff in the workplace goes camping. Taking sides of either the complainant or the respondent. The team that tries to remain neutral (sitting on the fence) only suffer the ongoing bickering of the two parties.

 

The way that employees perceive situations in the workplace are essential to resolving the conflicts in the actions to be taken. A biased move (recognized or not) on the managers part may result in more battles and create permanent barriers in the workplace.  

 

The objective of workplace dispute resolution in the first place is to come to an agreement or solution that is practical and realistic for all parties. So it may mean there is a requirement for conciliation to move forward to resolution by the manager.  

 

Taking a page out of Steven Covey’s “7 Habits of Highly Effective People” book and initially “seek to understand then be understood”.  

 

Sitting down with the employees, listening actively to what they are disturbed about, gathering all the information from both sides and only then attempting to craft a clear picture of what is going on, why and what the options might be regarding resolving or improving things for those caught up in the conflict.  

 

The bottom line is that disputes and conflict in the workplace are not stoppable. Anticipating how to approach these workplace situations beforehand, may put you in a position to be ready to take action when they occur.

 

Monika B. Jensen PhD
TEL: 905-683-9953

WEBSITE: www.aviarygroup.ca
PRINCIPAL
FAX: 905-683-9912

 

 

 

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Technology in Hiring Is Growing. Where Should You Invest?

At some point in time, technology has disrupted every industry including recruitment. With more touchpoints across a multitude of platforms, companies are using technology to build a compelling employer brand, support the candidate experience and analyze their hiring team’s success.

In fact, an HR Service Delivery Survey reported that technology plays a key role in hiring in 92 percent of large companies, 77 percent of medium companies and 54 percent of small organizations.

A few of the most popular platforms include:

  • Assessments. According to Harvard Business Review, 76 percent of organizations with more than 100 employees rely on assessment tools. These tools, like our Emergenetics Selection Program (ESP), test for a variety of workplace tendencies. Some of the most common are cognitive ability, work ethic, motivation and personality.
  • Video interviewing. Between 40 – 60 percent of companies use live or recorded video interviewing for hiring, which can improve the candidate experience by making it easier to interview. When candidates record interviews, it can save the hiring teams’ time by allowing them to review on their schedules, and it can save money, particularly if the company pays for candidate travel expenses.
  • Applicant tracking systems. There has been significant growth in applicant tracking systems with 26 percent of companies using them to assess hiring metrics and manage candidate recruiting, hiring and onboarding.
  • Social recruiting. Social media allows employers to showcase their brand and help HR teams find talent. Nearly 60 percent of employers have used social media to successfully hire candidates.
  • Resume screening technology. This technology reviews resumes for keywords deemed relevant to an open position. When a company receives a large number of applicants, resume screening can make a recruiter’s life much easier.
  • Mobile recruiting. 70 percent of people use their cell phones to look for jobs, so mobile job boards and applications are extremely important.

This list may cause an HR professional’s head to spin, especially when you consider that there are hundreds of providers for these technologies – and the list is growing.

Still, when incorporated properly, hiring technology can streamline and standardize the hiring process, reduce reliance on “gut” instincts, provide relevant statistics to demonstrate success and help hire the right people.

Technology isn’t going away, so the best thing to do is embrace it. The question is: How do you prioritize an ever-growing list of technologies?

These are our tips for recruiters and HR professionals:

1. Have a clear understanding of your goals and measurements.
To choose the right technologies for your needs, start by identifying objectives as an HR team and as a company. Once a team is clear on what they want to accomplish and how to evaluate success, they can determine which technologies will get them there – and identify a list of relevant requirements to assess the tools against.

2. Determine where you have hiring process breakdowns.
Figuring out where to begin can be difficult. Start by assessing issues in the existing hiring process. Does the difficulty lie in finding qualified candidates or in the application? Social recruiting could help in finding qualified candidates while a streamlined applicant tracking system may make sense in smoothing out the application process. Or, is the challenge in resume reviews or assessing soft skills? Resume screening can help tackle the candidate resume review process and a hiring tool like ESP can help in streamlining the review process and assessing soft skills.

Once problem areas are identified, it is easier for teams to prioritize technologies that address these concerns.

3. Learn what technologies can do.
How many of us have purchased a tool and used it for one thing – only to realize two years later that they have features that would have accomplish other goals as well? As an example, some of our clients think specifically about ESP as a hiring tool when in fact it can be used to support career pathing and onboarding in addition to assessing motivations, aptitudes and work ethic. Take the time to truly understand the tool, and stay current on its features and those of its competitors

4. Don’t forget the human element.
Remember that technology is part of the hiring process – not the whole process. Sometimes, when we meet with managers who are interested in our hiring assessment, they ask if ESP will give them a yes/no answer on a hiring decision. This is something we don’t offer, as we believe you need to be wary of using technology for a yes/no decision.

If you have a candidate with a 90 percent job fit versus one with 79 percent, you should interview both applicants to understand the differences between them. It may be that the 10 percent misalignment of your 90 percent job fit candidate relates to factors that would significantly impact the candidate’s success, while the 21 percent of misalignment for the other applicant is due to less problematic factors.

Tools like ESP can help you combine the benefits of technology with the human element. ESP highlights the areas of misalignment from candidates, so talent acquisition teams can pay particular attention to potential challenges for the new hire, tailoring interview questions and digging into the results of the assessment. Rather than make a yes/no decision based solely on ESP results, the results can be used to determine if these issues would have a material impact on job fit.

Always remember that technology is not a substitute for human interaction in the hiring process. It should be used to support human interaction.

When you consider these four factors, you will be well on your way to finding the right technologies to support your organization’s needs and integrating these programs so that your recruiting process runs smoothly, attracts the right candidates and helps you successfully hire them.

If, in the process of following steps 1 – 4, you have any questions about how ESP could support your company’s needs, please contact me at Kelly.Fullerton@emergenetics.com.

Kelly Fullerton
Director of ESP
Emergenetics International

 

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Coaching Head Check: Do You See Eagles or Turkeys?

Expectations in coaching leadership

A leader’s coaching skills are vital today. Millennials especially want direct feedback and supportive guidance. Leaders aspiring to build coaching skills need to do a “check up from the neck up.” Am I in a growth or fixed mindset about the people I am coaching?

Ineffective managers ask, “How am I expected to soar with the eagles when I’m surrounded by a bunch of turkeys?” Effective leaders with growth mindsets see people as they could be — eagles in training. Managers with fixed mindsets simply see them as turkeys. They’re both right. Research shows managers and leaders often get what they expect.

In his Harvard Business Review classic “Pygmalion in Management,” J. Sterling Livingston draws from the ancient Greek myth of Pygmalion, a sculptor who carved a statue of a beautiful woman that came to life. George Bernard Shaw’s play Pygmalion (which was the basis for “My Fair Lady”) used a similar theme. In the play, Eliza Doolittle explains, “The difference between a flower girl and a lady is not how she behaves, but how she is treated.” Livingston presents a number of his own studies, as well as other research, to prove that “If a manager’s expectations are high, productivity is likely to be excellent. If his expectations are low, productivity is likely to be poor.”

“The Pygmalion Effect” was uncovered years ago by psychologist Robert Rosenthal at Harvard University. He told a group of students that high or low intelligence was bred into laboratory rats through genetic manipulation. One group of students were given the “bright” rats. The other group of students drew the short straw and got stuck with the “dunce” rats. When tested in their ability to navigate a maze, the bright rats dramatically outperformed the dunce rats. What the students didn’t know was that there was no difference in the rats’ intelligence levels. Both groups of rats were the same. The only variable was the expectations of the students handling the rats.

Educational research supports the theory that we get what we expect from people. In his book, Self-Fulfilling Prophecy, Robert Tauber, a professor of education at The Behrend College of the Pennsylvania State University at Erie, compiled over 700 doctoral dissertations and countless journal articles on stereotyping, perception of social differences, race, gender, ethnicity, body features, age, socioeconomic levels, special needs, and other personal and situational factors showing, “What we expect, all too often, is exactly what we get.”

A study by David Upton of Harvard Business School on the billions of dollars invested to increase manufacturing flexibility concluded, “Plants that managers think are flexible tend to get a lot of practice and get better at it. It’s a self-fulfilling belief. We’ve found that flexibility is determined much more by the people in the plants, their industry experience, and the practice they get, than by the use of a certain type of technology.”

It’s a vital head check for would-be coaches — behaviors reflect what he or she sees. Whether the leader thinks they can or thinks they can’t, they’re often right. They become what we expect.

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Succession Planning: From Piecemeal Programs to Integrated Strategy

Succession planning steps

Studies show a growing sense of urgency for succession planning. One survey found 92% of respondents felt it was risky not to have a succession plan for key employees but only 25% of companies feel they’ve identified adequate successor candidates and less than half have a process for developing candidates. Other research shows 70% of executives think their organization lacks adequate bench strength while nearly 75% of senior managers will retire by 2020. An HR software study reported that over 90% of millennials say working at a company with a clear succession plan would “improve” their level of engagement. Another report found that promoting internal leaders has a success rate of 70-80% while the rate for external leadership hires drops to 50% — about the same as flipping a coin.

Many organizations recognize the critical need for succession planning. But the way they’re approaching this talent development challenge is with piecemeal programs. Too often internal support specialists such as HR, OD, or Talent Management professionals manage the program. They focus on tools like the 9 box grid, competency models, and organization charts. These tools are highly useful. But they’re severely limited when they’re bolted on the side of the senior leadership team’s crazy-busy agenda.

In high-performing organizations, tools and approaches like succession planning are owned and driven by the senior leadership team. They understand that implementation of their strategies and plans are highly dependent on culture development. Talent and leadership development are a vital strategic issue as vigorously managed as sales, marketing, operations, or finance.

Executives often check out (and start checking their email) when a deck of slides is read to them on succession planning tools, models, and processes. But if the senior leadership team is engaged in rich discussions on what their succession issues are and how to address them, they’ll quickly shift from passive approvers of their support staff’s plans to active leaders and drivers of the process. This becomes even more effective when senior leaders link succession planning to their strategy and culture.

Here are key steps for bringing a senior leadership team into alignment in moving succession planning from bolt-on programs to a built-in strategic process:

  1. Establish foundational frameworks for leadership/culture development grounded in research.  Examples: Excellence/culture models, Performance Balance, or 5 Steps to High-Performance Culture.
  2. Agree on a shared vision of your desired culture.
  3. Set/refresh the three or four core values anchoring your desired culture.
  4. Define the behaviors that model each core value and the negative behaviors that create eye-rolling “yeah, right” reactions to each core value. The clearest signal of an organizations lived (versus espoused) values is who gets promoted for what behaviors.
  5. Use a safe and anonymous process to identify moose-on-the-table (or elephants in the room) and what must be dealt with to move toward your desired culture.
  6. Agree on three or four Strategic Imperatives to address your “moose issues” and build an implementation plan for your desired culture. Set up teams for each Strategic Imperative with ownership/accountability, charter/mandate, and timelines.
  7. Decide on core succession planning tools such as 9 box framework, a competency model for hiring, promoting, and development, high potential programs, software, talent pools, etc.

What’s critical to this approach is managing group dynamics, meeting flow, and discussion process. A skilled, external facilitator with a toolkit of group processes, exercises, and applications has a huge impact on the success of planning sessions like this.

In their Harvard Business Review article, “Developing Your Leadership Pipeline,” Jay Conger and Robert Fulmer report that high-performing organizations marry succession planning with leadership development. “At the foundation of a shift toward succession management is a belief that leadership talent directly affects organizational performance. This belief sets up a mandate for the organization: attracting and retaining talented leaders.”

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Boost Customer Service with a Culture That Serves the Servers

Boosting Customer SErvice

With years of travel I’ve experienced the full range of frontline servers. Some are warm, friendly, and genuinely want to help. They seem to have bounced out of bed that morning thinking “how can I brighten our customers’ day?” Others are sour and surly. For them, customer service is an oxymoron and a huge pain in the paycheck.

A minority of servers are born to serve or born to snarl. It’s the large group in the middle that makes or breaks an organization’s service levels. They could go in either direction. Their customer service efforts reflect the service levels they’re getting from the organization.

IBM draws a direct link between employee engagement and customer service. Senior Vice President of Human Resources, Diane Gherson, said, “We’ve found that employee engagement explains two-thirds of our client experience scores. And if we’re able to increase client satisfaction by five points on an account, we see an extra 20% in revenue, on average.”

This link is consistent with research by Disney Institute and McKinsey & Company as reported in “Put Employees First to Delight Customers“, “American Express Boosts Customer Service with Transformed Leadership and Culture“, and a Wharton study showing to improve customer service, treat your employees better.

The Customer Service Chain is often a useful visual in building a culture of serving the servers to boost the customer experience and live up to the organization’s brand promise. Its core message is “if you’re not serving customers directly, you need to serve someone who is.”

Customer Partner Chain

7 Tips for Co-Creating a Higher Service Culture:

  1. Draw a customer-partner chain for your organization. Start with a key customer segment and work your way back through external partners and each team or department to external suppliers. Help everyone see where they fit in the big picture.
  2. Regularly bring the voice of the customer and actual customers into your organization. Take support staff who rarely deal with customers out to meet them.
  3. Update customer and internal partner performance data frequently (daily or weekly) and make visible to everyone.
  4. Work with servers to systematically identify root causes of service problems and involve them in a continuous improvement process.
  5. Post service trend charts and customer experience/process maps for all servers to keep score and stay engaged in the improvement process.
  6. Continuously ask servers to identify and prioritize what’s getting in the way of higher service levels and involve them in addressing the issues.
  7. Make it easy and painless for internal partners to raise issues and concerns. Respond promptly and systematically to analyze the trends for improvements.

I often encounter caring servers who want to respond to my request or help me deal with a service problem. Many times, they’re as frustrated as I am with the situation and their inability to solve it. Too often I’ve heard some version of, “Please complete our survey or make a complaint about this. Nobody listens to me. Maybe they’ll do something about it if enough customers like you complain loud enough.”

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Mental Health Problems and the Workplace

October is Mental Health Month. Recently there has been bigger mindfulness of the impact of mental health problems on individuals and the workplace. The economic impact is realized through direct treatment costs to the health care system as well as indirect costs, such as reduced or lost productivity due to absenteeism.

Mental health problems account for about half of employee absences due to illness each year in Canada for example, 3.5 days lost per employee per year are due to mental health problems. It is estimated that mental illness results in 35 million lost workdays each year in Canada.’

Employees living with mental health problems may feel and behave out of character at home and work. There may be feelings of things not quite right, yet they are unable to pinpoint the problem. Their co-workers, supervisors and family members may start to notice a change in mood and behaviour.

 

 Signs that indicate an employee or colleague may have a mental health problem are:

·      Regular late arrivals or often absent

·      Lack of teamwork or an over-all disinterest in working with co-workers

·      Lower output

·      Increased mishaps or safety problems

·      Numerous complaints of exhaustion or unexplained pains

·      Difficulty focusing, not being decisive or forgetting things

·      Making apologies for missed deadlines or poor work

·      Decreased attention or involvement in one’s work

·      Working excessive overtime over a prolonged period

·      Expressions of outlandish or grand ideas

·      Displays of irritation or pointing the finger at others

 

It is important to highlight that people behaving in these ways may be just having a bad day or week or dealing with a difficult situation in their personal life that may be temporary. A pattern that continues for a more extended period, however, may point to an underlying mental health problem.

 

Stress is a consistent part of life and work, and it can be positive or negative. Unwarranted hurtful stress through life events, including workplace issues, can contribute to mental health problems. Work itself can be expected to generate a certain level of stress associated with meeting deadlines and expectations, the need to feel valued and the loss of control over one’s time.

 

There are many causes of workplace stress. One key to effective stress management is maintaining awareness of the potential stressors and readiness to address them before they become problematic. Some of the most critical sources of work-related stress are listed below.

·    Poor communication

·    Incongruity in work demands, individual ability and amount of control over working practices

·    Work overload and work underload

·    Shift work and/or night work

·    Segregation, isolation and/or unstructured support for home workers

·    Short-term contracts

·    Role conflict, uncertainty and changing roles

·    The uneven weight assigned by management to consultation, support and control

·    Lack of training for managers in communication and people skills

·    Idleness

·    Uncomfortable physical workspace

·    Introduction of new technology, if not planned and gradual

·    The culture of presenteeism, in which an employee feels the need to be seen working at all times

·    Work-life imbalance

·    Home-based stresses that support or feed off of work-based stresses

 

Managing workplace stress can include training for employees to raise awareness about the causes and effects of stress, as well as to learn skills for coping with stress at work and in their personal lives.

 

Research has shown that some job stressors are worse than others, such as jobs that continuously involve imposed deadlines over an extended period and give individuals little control over the day-to-day organization of their work (high demand/low control). These jobs can lead to more than double the rate of heart and cardiovascular problems. As well as significantly higher rates of anxiety, depression and fell of being undermined. High demand/low control jobs also lead to substantially higher alcohol, prescription and over-the-counter drug use, and a significantly higher susceptibility to infectious diseases.’

 

Jobs that require high physical or mental effort but offer little in the way of compensation, status, financial gain or career enhancement (high effort/low reward) also affect employee stress levels. These jobs are associated with triple the rate of cardiovascular problems and significantly higher rates of depression, anxiety and conflict-related problems

 

The health of workers does not have to be compromised by stress. Changes to the workplace can make for a more mentally healthy workplace, especially when employees feel adequately rewarded and have greater control of their work.

 

Mental health problems can seriously affect someone’s ability to work. If left untreated and the mental health problem worsens, the employee may need to stop working altogether.

 

On the other hand, employees may try to continue to work knowing that they are not performing to their usual standards. If mental health problems are acknowledged early, and proper treatment is obtained, most people can quickly return to their regular performance at work, and much unhappiness and suffering can be avoided.

 

Monika B. Jensen Ph.D
TEL: 905-683-9953

WEBSITE: www.aviarygroup.ca
PRINCIPAL
FAX: 905-683-9912

 

 

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The answers municipal governments have been looking for?

Municipal governments are facing multiple, growing, and overlapping challenges. Yet, there are tools available to address these challenges that are not being used to their full potential. Market-based policies such as well-designed user fees can help reduce traffic, cut water use, and improve solid waste management, while generating revenue that can be used to fill financial gaps.

These challenges include:

  • Municipal infrastructure is aging and faces a growing investment gap;
  • Municipalities have limited ability to raise revenues. Only so much can be raised from property taxes. They also often face constraints on debt financing; and
  • To attract people and investment, livability is key: cities must provide job and recreational opportunities, ensure affordability, make it easy to move people and products, and protect clean air and water.

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Cyber threats and how to protect your municipality

Brad Pinch – Director of Municipal Needs at AccessE11

 

Often, when we hear about securing online systems against cyber-attacks the first thought is to invest time and energy into cybersecurity software. While this is important, and should not be downplayed, did you know that software alone will only defend against a small percentage of cyber-attacks?

Hacker Image

 

The easiest way for someone to breach your security infrastructure is to employ the unsuspecting assistance of your users.

According to PhishMe’s 2017 Enterprise Phishing Resiliency and Defense Report, 91% of all cyber-attacks are a result of people who fall prey to Phishing Attacks. Of the remaining 9% of cyber-attacks, more than 75% are the result of other forms of “human failure” to secure information.

Phishing is an attack that begins with a very targeted email sent to your staff (and perhaps yourself), that often impersonates a service provider, colleague, family member or friend and entices you to click on a link or open a document. This action may include a request for private information that provides the perpetrator with the means to launch a secondary cyber-attack or it may launch an attack directly through the download of malicious software. Attacks can be in the form of spyware, malware, and increasingly ransomware and data theft.

Wombats Security’s – State of the Phish 2018 report– suggests that phishing attack frequency from 2016 to 2017 increased by 48%; phishing is on the rise because it continues to work. Hackers have quickly learned that it requires less energy to trick users into giving them access than it does to circumnavigate the sophisticated security systems deployed today.

6 simple steps that a municipality can do to protect themselves

Here are a few steps a municipality can take to minimize its chances of security breaches and cyber attacks.

  1. Stay Informed and educate your team

Much of the battle against phishing and spear phishing (personalized phishing) attacks is getting users to understanding what this type of attack looks like, so they are less likely to be duped. Phishing relies on basic human conditions:

  1. information overload and shortcuts our brains take to process the information,
  2. a desire to help those we care for and trust of information that (seems to) come from them,
  3. curiosity for new information.

These traits are well known to attackers and are exploited in order to get victims to click on a link or open a document. Emails look like they’re from legitimate sources: Microsoft 365, Google, Dropbox, PayPal, Adobe account, LinkedIn, credit card company and many more.

There is a great infographic called don’t get hooked: how to recognize and avoid phishing attacks from the Digital Guardian. Print it out and post it for all to see.

  1. Keep your software up to date

Malware is being created all the time and is designed to take advantage of newly discovered vulnerabilities in our general use software. Vendors are quick to update their software, but you must update your version in order to be secure. You should regularly, or ideally automatically, update your software:

  1. Browsers (Chrome, Safari, Firefox, etc)
  2. Operating Systems (Windows, MacOS)
  3. Office Software (Outlook, Word, Adobe)
  1. Call before you click

Any email from a bank or colleague can usually be responded to directly, rather than via a reply or by clicking on a link. If there is ever any doubt, call your bank on the phone (using published numbers, not one in the email), or log directly into their website directly – not from the link in the email. By not taking the shortcut, fraudulent links can be avoided.

  1. Install anti-virus software and activate the Anti-Phishing toolbar if available

Antivirus software is designed to guard against known vulnerabilities. Even though today’s operating systems are more secure than ever, security tools look for malicious content in real time and provide an extra layer of scrutiny. And make sure you keep it updated as well.

Internet browsers can also be extended with anti-phishing toolbars. Such toolbars run quick checks on any site you visit and compare it a to lists of known phishing sites. If you stumble upon a malicious site, the toolbar will alert you about it. This is just one more layer of protection against phishing scams, and there are many that are completely free.

  1. Implement Secure Password Policies

As hard as it is to believe, the 10 most common passwords in 2017 were:

  • 123456, 123456789, qwerty, 12345678, 111111, 1234567890, 1234567, password123, 123123, 987654321

It won’t take a hacker long to break these codes.

Equally important though – do not use the same password for everything: If you do, and someone gets access to one system, they can often get access to them all. If you struggle to remember passwords (who doesn’t) there are many excellent tools that can assist:

These programs store an encrypted version of your passwords on your computer and conveniently provide them when you need them. This means remembering only one password.

  1. Beware the Unknown Storage Devices

It is possible the free USB drive that is received from a tradeshow, or the one you found in the parking lot has a virus on it. Sites that sell marketing USB drives unwittingly provide ones that have viruses installed from the source in China, Russia, India, Korea and other countries (yes including the UK, US, and Canada). These were likely never checked by the company who put their information on the drive to give to you.

If a data storage device is not bought by your company or municipality from a reputable source then it should not be allowed on one of your computers, ever!

These are only a few ideas to help better protect your organization from cyber-attacks. The common element in each remains the same; people and their behavior represent the greatest risk but also provide the best defense against cyber-attacks. Any user can open the door to intruders, so ensuring everyone understands the risk and remains vigilant is critical. Investment in the human factor will pay off quickly and be more cost-effective than any other action.

For More Interesting Articles on Issues that Municipalities are facing please visit us at https://www.accesse11.com

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How Your Online Presence Could Be Hurting Your Job Search

You don’t get a second chance to make a first impression. And, in this day and age, it is very often your online presence that will make that first impression for you. If you’re currently in the market for a new job, it is very likely that potential employers are checking you out online before even considering you for an interview. The strength, or weaknesses, of your online presence, can make or break you. Don’t let them keep you from getting the job that you want!

job search

Even though you are applying for a professional position, your personal social media will still be under scrutiny. Now might be a good time to review the persona that you are presenting, as well as your privacy settings. Even the tightest profiles can be subject to security glitches, so you need to assume that everyone can see EVERYTHING that you post, like, share or comment. We have all heard stories about people losing their job over an inappropriate tweet or an off-colour Facebook photo, not to mention scathing posts about a former employer. Don’t sabotage yourself before you even get started.

 

When tending to your professional online presence, consistency is key. Make sure your name is the same on all your profiles, including your Candidate profile on muniJOBS, by avoiding nicknames, etc. It will make it easier for employers to search you out. Make sure you are sending the same message on each of your profiles. If your muniSERV profile presents you as a well-qualified consultant, your LinkedIn profile should do the same. Ensure that all profiles are fully up-to-date with any new skills, training courses, or achievements. This might also be the time to call in some help from a pro. A dynamic biography with a summary of your strengths and experience can go a long way, especially when written from an outsider’s point of view. Consider it an extension of your CV or cover letter and outsource it to a professional for best results.

 

Some experts predict that online presence will make the resume obsolete in the next 5-10 years. In an already competitive market, this will only lead to an even larger talent pool being available with full information readily available. This is even more reason to make sure that your personal and professional profiles are in line with the image that you want to project. Increase your chances of being found by municipal decision-makers with a CAO or Consultant profile on muniSERV and/or with a Candidate’s profile on muniJOBS. Contact us for more information and get started today.

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9 Essentials to Honing Your Leading Edge and Boosting Team/Culture Performance

Many leaders feel they can’t do much to change behaviors and culture. But overwhelming research shows that’s not true. Leaders have a major impact on “the way we do things around here.” A team or organization’s culture ripples out from its members and leaders. The single biggest key to transforming a team or organization’s culture starts with its leaders defining and developing their behaviors.

Teams and department/divisions with exceptionally strong leaders build thriving peak performance local cultures even if the bigger culture they’re part of, and leader they report to, are weak. Organizational culture exists simultaneously and independently at three levels: the unit/team, department/division, and entire organization, and those micro or main cultures can be enriched at any level.

Nine elements especially stand out from this latest review of best leadership and team/culture development practices:

  1. Lead, Follow, or Wallow – highly effective leaders make critical choices to proactively change, grow, and develop rather than being changed
  2. Strong Leadership Cuts Through the Management Maze – team/organization performance is dramatically improved when good managers learn how to become great leaders
  3. Yield of Dreams – highly effective leaders tap into this infinite and renewable energy source
  4. The Heart Part – courageous conversations, two-way communications, and openness, come from, and expand, trust
  5. Coach Diem – outstanding leaders seize key coaching moments to up everyone’s game
  6. Making Teams Work – too often managers build a “scream team.” Extraordinary leaders build dream teams by boosting collaboration, cooperation, and coordination
  7. Three Core Questions Defining Your Team or Organization’s Culture – too many vision/mission/values statements are lifeless gibberish and generate a high “snicker factor”
  8. Hitting the Shift Key – the best leaders and teams act on their understanding that their culture ripples out from what they do, not what they say
  9. Setting the Culture Compass – failing to map a route through the many swamps and sinkholes of team and culture change are why 70% of these efforts die out

Rate yourself on this checklist. How’s your leadership? How’s your leadership team?

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