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Casual Articles - The Motivated Workplace: Hire Well and Beyond
If you are thinking of applying for a legal secretary job its important to understand what exactly the job entails. We’ve come up with eight duties which are common to many legal secretaries.Plan and Organise Schedules – Solicitors are very busy people, so it’s important to keep their diary and schedule well organised. Solicitors usually charge their clients by the time they spend down to the minute. As a consequence it’s really important for legal secretaries to help create an organised schedule.Prepare Documents – There are all kinds of documents that are created in law firms for both internal and external purposes. Often the legal secretary will be responsible for producing these documents. The paper work can vary from law firm to law firm, client to client but the responsibility usually falls upon the legal secretary.File Legal Documents – If a case is going to court a lot of paperwork is usually required. At many law firms legal secretaries submit and produce these forms on behalf of their solicitors. They require meticulous attention to detail and obsessive ac
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If yo
If you're just starting out as a medical billing company, one of the first decisions you have to make is what claims you're going to support. In other words, who are you going to bill? Because of all the complexities involved with medical billing procedures, we can't possibly cover all the pros and cons of billing each type of agency but we will cover the main points. This way, if you are just starting out, you can decide what kind of claims and carriers you want to support.Let's start with billing Medicare. Medicare is one of the oldest carriers in the United States. It is run by the government but each region and office is independent and has slightly different rules. So you'll have to check for uniformity between them. That is one of the drawbacks of billing Medicare. They should all be the same, but subtle differences make them difficult to bill the same way.Another drawback of billing Medicare is that they are run by the government. The US government is notorious for its red tape. The amount of time it could take to get a claim paid via Medicare is better measured in dog years than people years. In the case
•The company
•Polices and its administration
•The supervision people receive on the job
•Working conditions
•Interpersonal relations
•Salary
•Status
•Security
The theory is that the hygiene elements will not motivate an employee, but if they are not met there will be job dissatisfaction.
Herzberg thought the motivating factors were:
•Achievement
•Recognition
•Growth/advancement
•Interest in the job
There is no question that an employee understanding the pupose of what they do relates to the hygiene and the motivating factors. It is the manager’s role to make sure that employees are well informed and clear on the purpose of their work, the teams work and the company’s work. When employees know why they are doing the work, they are much more motivated and satisfied with their job. So how does a manager insure that this is happening?
Begin in the Beginning
In order to have a workplace that is energized and motivating we first must hire well. It is the foundation upon which a motivating foundation is built. As Lou Holtz once said, “Motivation is simple. You eliminate those who are not motivated.” If we consider the opposite of that-- it is adding people who are motivated. Hiring can be the most positive or the most destructive influence on the team’s motivation. Do not underestimate the impact on the rest of the team when a poor hire is made.
I have met managers from a variety of organizations who were not skilled in interviewing and hiring. An organization is only as good as the quality of the candidates and the quality of the hiring process. If an environment is going to be one where employees are motivated-- then the quality of the people hired is critical. Here are a few tips for making sure the “right” candidates get hired:
•Conduct multiple interviews the process of interviewing should consist of several interviews.
1) A screening interview over the phone
2) An initial interview
3) A second interview
4) A final interview.
The candidate should also be interviewed by several people in the organization as well. The idea behind multiple interviews is that you end up knowing the candidate better and finding out what they are really like as a person. Having several people interview them allows the manager to get different perspectives about the candidate.
•Look for a cultural fit There absolutely must be a cultural fit in addition to the competency fit. Research has shown that most employees don’t last in a job due to lack of cultural fit as opposed to the ability to do the job. Managers must overlook the temptation to go for the competency and ignore the cultural aspects. An IT expert who is a technical genius but treats people with disrespect is not a good tradeoff.
•Get Human Resources involvement It is important to have Human Resources involvement, but they should not be the ones who make the final decision. The final decision should be up to the hiring manager. I have worked with organizations in the past where HR did the interviewing and the hiring, and managers were then “stuck” with a candidate that didn’t fit there needs. Managers should insist on having the final say in the process.
•Always recruit Managers should always network and should always be on the lookout for viable candidates both inside and outside the organization. The best approach is to get viable candidates before they are needed. When the need arises the manger then contacts the people in the file that are viable.
•Know it they are the best they will be When candidates are being interviewed they are at their very best. They are the best they will ever be dressed, the best they will ever present themselves. The mistake that is made by hiring managers is that they think they can change the negative characteristics of a candidate after they are hired. This is as absurd as changing someone after they become our spouse.
•Have knockout questions It is advisable to have knockout questions. These are questions that would eliminate the candidate if they answered the question as a “no”. I was the hiring manager for a corporate university and one of my knockout questions was about continuous learning. I felt very strongly that we shouldn’t hire a candidate as a training manager if they weren’t willing to learn themselves. I would ask a few questions about reading, training, classes etc. This gave me the ability to determine if they were a learner or not. Managers must decide on the qualities that are absolutely not negotiable and turn them in to knockout questions. These questions should be woven into the interview. The candidate should never know that it is a knockout question. Knowing the nature of the question could influence their answers.
In order to assist with finding candidates who are a good fit in terms of enthusiasm, here are some good open ended interview questions that can be used:
•So tell me about yourself…
•What is the best job you have ever had and why?
•What is important to you in the workplace?
•Who has had an influence on your career? Why?
•Do you do any reading? What do you read?
•What book has had the most influence on you in the last five years?
•Who been the best boss that you have reported to? Why?
•The worst boss? Why?
•What motivates you? Why?
•How would you describe yourself?
•How would the team of people you work with describe you?
•What do you stand for?
•Who are your role models?
•What have you learned in the past year?
•What professional organizations do you belong to? Why?
•What does enthusiasm mean to you?
•Describe your personality.
•How do you get along with others?
This list of questions should provide managers with a baseline for determining the candidate’s level of enthusiasm. These questions should obviously be mixed with questions about experience and job skills. The idea is to look for both competency and culture.
The New Hire
The best way of insuring that employees understand the purpose of what they do is to start out in the beginning¬ – when they are hired.¬ This is an overlooked and underused concept. Many managers that I have worked with in the past have used the “frying pan into the fire” concept. They threw me into the work with no explanation, training, understanding or concept of what I was doing and why. Most people reading this book have had similar experiences.
We should not overlook the critical first days of a new employees work life when we can lay the foundation of their belief and have a huge impact on their perception of us and the company! Keep this in mind – if we want them to be motivated we have to create an environment from day one that does that. The first and most important element once a new employee starts is orientation.
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If you
Career planning is the process through which employees: Become aware of interests, values, strengths, and weaknesses. Obtain information about job opportunities within the company. Identify career goals. Establish action plans to achieve career goals. All career planning systems include the following components: Self-Assessment helps employees determine their career interests, values, aptitudes, and behavioral tendencies. It often involves the use of psychological tests. They help employees identify their occupational and job interests, the relative value the employees place on work and leisure activities. Reality Check. Employees receive information about how the company evaluates their skills and knowledge, and where they fit into the company’s plans. For example, in Coca-Cola’s career planning system, employees and managers have a separate meeting after the annual performance review to discuss the employee’s career interests, strengths, and possible development activities. Goal Setting. Employees determine their short- and long-term career goals during this phase of the career planning process. These goals usually relate to
I have met managers from a variety of organizations who were not skilled in interviewing and hiring. An organization is only as good as the quality of the candidates and the quality of the hiring process. If an environment is going to be one where employees are motivated-- then the quality of the people hired is critical. Here are a few tips for making sure the “right” candidates get hired:
•Conduct multiple interviews the process of interviewing should consist of several interviews.
1) A screening interview over the phone
2) An initial interview
3) A second interview
4) A final interview.
The candidate should also be interviewed by several people in the organization as well. The idea behind multiple interviews is that you end up knowing the candidate better and finding out what they are really like as a person. Having several people interview them allows the manager to get different perspectives about the candidate.
•Look for a cultural fit There absolutely must be a cultural fit in addition to the competency fit. Research has shown that most employees don’t last in a job due to lack of cultural fit as opposed to the ability to do the job. Managers must overlook the temptation to go for the competency and ignore the cultural aspects. An IT expert who is a technical genius but treats people with disrespect is not a good tradeoff.
•Get Human Resources involvement It is important to have Human Resources involvement, but they should not be the ones who make the final decision. The final decision should be up to the hiring manager. I have worked with organizations in the past where HR did the interviewing and the hiring, and managers were then “stuck” with a candidate that didn’t fit there needs. Managers should insist on having the final say in the process.
•Always recruit Managers should always network and should always be on the lookout for viable candidates both inside and outside the organization. The best approach is to get viable candidates before they are needed. When the need arises the manger then contacts the people in the file that are viable.
•Know it they are the best they will be When candidates are being interviewed they are at their very best. They are the best they will ever be dressed, the best they will ever present themselves. The mistake that is made by hiring managers is that they think they can change the negative characteristics of a candidate after they are hired. This is as absurd as changing someone after they become our spouse.
•Have knockout questions It is advisable to have knockout questions. These are questions that would eliminate the candidate if they answered the question as a “no”. I was the hiring manager for a corporate university and one of my knockout questions was about continuous learning. I felt very strongly that we shouldn’t hire a candidate as a training manager if they weren’t willing to learn themselves. I would ask a few questions about reading, training, classes etc. This gave me the ability to determine if they were a learner or not. Managers must decide on the qualities that are absolutely not negotiable and turn them in to knockout questions. These questions should be woven into the interview. The candidate should never know that it is a knockout question. Knowing the nature of the question could influence their answers.
In order to assist with finding candidates who are a good fit in terms of enthusiasm, here are some good open ended interview questions that can be used:
•So tell me about yourself…
•What is the best job you have ever had and why?
•What is important to you in the workplace?
•Who has had an influence on your career? Why?
•Do you do any reading? What do you read?
•What book has had the most influence on you in the last five years?
•Who been the best boss that you have reported to? Why?
•The worst boss? Why?
•What motivates you? Why?
•How would you describe yourself?
•How would the team of people you work with describe you?
•What do you stand for?
•Who are your role models?
•What have you learned in the past year?
•What professional organizations do you belong to? Why?
•What does enthusiasm mean to you?
•Describe your personality.
•How do you get along with others?
This list of questions should provide managers with a baseline for determining the candidate’s level of enthusiasm. These questions should obviously be mixed with questions about experience and job skills. The idea is to look for both competency and culture.
The New Hire
The best way of insuring that employees understand the purpose of what they do is to start out in the beginning¬ – when they are hired.¬ This is an overlooked and underused concept. Many managers that I have worked with in the past have used the “frying pan into the fire” concept. They threw me into the work with no explanation, training, understanding or concept of what I was doing and why. Most people reading this book have had similar experiences.
We should not overlook the critical first days of a new employees work life when we can lay the foundation of their belief and have a huge impact on their perception of us and the company! Keep this in mind – if we want them to be motivated we have to create an environment from day one that does that. The first and most important element once a new employee starts is orientation.
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If yo
Figuring out job interview question and answer strategies can be a nerve wrecking experience particularly for first timers or those that are in desperate need of a job. They would prepare endlessly for days, study self help books about ‘How to face an interview’, memorize answers to ‘expected’ questions etc. This article looks at the psychology of interviewers, job interview question and answer strategies, and what most people do wrong while faced with an interview.Most people think that attending interviews means answering tough questions. Hence they try to prepare answers to as many questions as possible by reading books related to facing interviews. But it would be humanly impossible to remember all the answers and recall them at the right time. It should be borne in mind that by inviting you to an interview, the employer has already short listed you based on your resume that you are suitable for the job. Otherwise you would not have been called for the interview in the first place. Hence the purpose of the interview is mainly to ascertain three things - that the contents of the resume are true and that you are capable of doin
•Always recruit Managers should always network and should always be on the lookout for viable candidates both inside and outside the organization. The best approach is to get viable candidates before they are needed. When the need arises the manger then contacts the people in the file that are viable.
•Know it they are the best they will be When candidates are being interviewed they are at their very best. They are the best they will ever be dressed, the best they will ever present themselves. The mistake that is made by hiring managers is that they think they can change the negative characteristics of a candidate after they are hired. This is as absurd as changing someone after they become our spouse.
•Have knockout questions It is advisable to have knockout questions. These are questions that would eliminate the candidate if they answered the question as a “no”. I was the hiring manager for a corporate university and one of my knockout questions was about continuous learning. I felt very strongly that we shouldn’t hire a candidate as a training manager if they weren’t willing to learn themselves. I would ask a few questions about reading, training, classes etc. This gave me the ability to determine if they were a learner or not. Managers must decide on the qualities that are absolutely not negotiable and turn them in to knockout questions. These questions should be woven into the interview. The candidate should never know that it is a knockout question. Knowing the nature of the question could influence their answers.
In order to assist with finding candidates who are a good fit in terms of enthusiasm, here are some good open ended interview questions that can be used:
•So tell me about yourself…
•What is the best job you have ever had and why?
•What is important to you in the workplace?
•Who has had an influence on your career? Why?
•Do you do any reading? What do you read?
•What book has had the most influence on you in the last five years?
•Who been the best boss that you have reported to? Why?
•The worst boss? Why?
•What motivates you? Why?
•How would you describe yourself?
•How would the team of people you work with describe you?
•What do you stand for?
•Who are your role models?
•What have you learned in the past year?
•What professional organizations do you belong to? Why?
•What does enthusiasm mean to you?
•Describe your personality.
•How do you get along with others?
This list of questions should provide managers with a baseline for determining the candidate’s level of enthusiasm. These questions should obviously be mixed with questions about experience and job skills. The idea is to look for both competency and culture.
The New Hire
The best way of insuring that employees understand the purpose of what they do is to start out in the beginning¬ – when they are hired.¬ This is an overlooked and underused concept. Many managers that I have worked with in the past have used the “frying pan into the fire” concept. They threw me into the work with no explanation, training, understanding or concept of what I was doing and why. Most people reading this book have had similar experiences.
We should not overlook the critical first days of a new employees work life when we can lay the foundation of their belief and have a huge impact on their perception of us and the company! Keep this in mind – if we want them to be motivated we have to create an environment from day one that does that. The first and most important element once a new employee starts is orientation.
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If yo
How to pull yourself from making mistake? The best way is – sit down, turn on your favorite TV show, enjoy it, and do nothing. That will save you from making mistake.Because of the fear of making mistake, many have followed the above mentioned path to avoid failure. No matter you are making your fortune on line or off line; by using this method, while you won’t lose any of your ground, you won’t earn big money as well.On the other hand, some people just go ahead like there is no tomorrow, without proper consideration and risk calculation, they gat themselves burned, or even destroyed their own business.So, is there a way where you can heading forward, bring your business to a higher ground, and make no mistake at the same time?And we all know, is the nature of human to make mistake. Who have never made a mistake in his entire life? We have seen big guys coming up, gone down, and yet they can come up again. What can we learn from them?If making mistake is part of our life, why should we be afraid of it? Instead of take no action because of the fear, I prefer to learn from the mistake, and make sure no r
•What is important to you in the workplace?
•Who has had an influence on your career? Why?
•Do you do any reading? What do you read?
•What book has had the most influence on you in the last five years?
•Who been the best boss that you have reported to? Why?
•The worst boss? Why?
•What motivates you? Why?
•How would you describe yourself?
•How would the team of people you work with describe you?
•What do you stand for?
•Who are your role models?
•What have you learned in the past year?
•What professional organizations do you belong to? Why?
•What does enthusiasm mean to you?
•Describe your personality.
•How do you get along with others?
This list of questions should provide managers with a baseline for determining the candidate’s level of enthusiasm. These questions should obviously be mixed with questions about experience and job skills. The idea is to look for both competency and culture.
The New Hire
The best way of insuring that employees understand the purpose of what they do is to start out in the beginning¬ – when they are hired.¬ This is an overlooked and underused concept. Many managers that I have worked with in the past have used the “frying pan into the fire” concept. They threw me into the work with no explanation, training, understanding or concept of what I was doing and why. Most people reading this book have had similar experiences.
We should not overlook the critical first days of a new employees work life when we can lay the foundation of their belief and have a huge impact on their perception of us and the company! Keep this in mind – if we want them to be motivated we have to create an environment from day one that does that. The first and most important element once a new employee starts is orientation.
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If yo
Accounts Receivable Factoring is a process by which a small business sells its invoices at a discounted rate to a financing company. The business gets the cash required for the smooth flow of the business. It then becomes the responsibility of the financing company to collect the payments. Also, the company collects the payment at the face value of the invoices. Collecting cash is no easy task, and the company needs to provide services such as customer care, maintaining records and collecting payables. Therefore, the Job profiles of people working in these companies vary.First of all, these companies offer positions for Account Receivable billing analysts. Suitable candidates for these posts need to have a strong background in Accounts Receivable and billing. Experience in relevant industries can make a lot of difference. For example, if a company provides Accounts Receivable management services to a telecom industry then a candidate with relevant experience in telecom set-ups will get preference. Also, most companies prefer the Account Receivable Billing Analysts to have experience with SAP, as also with exposure to network ser
Orientation
Orientation is when new employee gets the first and most important exposure to the organizations mission vision and values. An employee has decided to join your organization but not necessarily decided to stay long term yet. Orientation should be delivered by a professional who can covey the values of the company’s vision. I am sure there are small organizations that may say, “Well, we are small, and we don’t conduct orientation.” I think small companies get successful by acting like big companies. It is crucial for new employees to be properly oriented. It is also important in small companies because each employee can have a more meaningful direct impact. Orientation sets the stage.
There may be organizations that don’t have mission, value or vision statements. My question would be if that is the case how does the organization know where it is going? How will it know when it gets there? Is there is a long term plan that can be shared instead of mission vision and values? I think not having a written cohesive statement of what your company stands for and where is it going is dangerous.
At orientation, the employee should learn all about the company and what it stands for and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated.
Orientation also has several advantages:
•It gets employees motivated
•It helps employees feel appreciated early in their first week
•Orientation converts belief in favor of the company
•Builds excitement about the company
•Gets everyone on the same page
•Instills values and culture
If you follow the simple steps of hiring well and then giving people the orientation they deserve- you will be amazed at the impact it will have on the organization!
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