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It Is Intern Time, How will Hiring An Intern Help Your Organization?

Have you considered the benefits of hiring an Intern?  Real-world experience for a student is invaluable to their future—and incredibly beneficial to your company!  An internship can be part-time or full-time, long- or short-term, and at any time during the year.  Many employers think that internships are primarily beneficial to students. However, the benefits to your company are equally important:

  • Interns bring in new perspectives on organizational issues: Interns are not stuck in the “This is the way we’ve always done it” mentality. They can bring fresh, new ideas to your company. Interns are good at questioning processes and can often see a different way of doing things that an existing manager might not.
  • Young professionals are familiar with new technology: Social media, computer programs, smartphones, and iPads; new technology is a piece of cake for young professionals. Even if you are a young entrepreneur, you can always use a hand from a fellow Gen Y tech-savvy professional who is up to date on the newest tech trends.
  • An Internship allows a trial period that could lead to something more: Your company gets the opportunity to screen and work with potential entry-level employees prior to making a full-time commitment. Moreover, if the Intern becomes part of your team they have already screened your company and received on-the-job training, reducing your training outlay and risk of turnover.
  • Interns can help you meet important project or task deadlines: There are always projects or tasks that you need help with or are struggling to complete. Utilizing an Intern offers you an eager helper to meet your most pressing deadlines.
  • Interns are productive, courteous and trying to make an impression: Your company can capitalize on the convenience and flexibility of hiring additional staff during peak seasons, without the issues that often come along with short-term hiring.
  • Your company can gain brand advocates and free advertising: The best marketing tool is social media. You can expand your company’s online presence in an organic way as the Intern posts online about their favorable experience with your company.
  • Hiring an Intern can develop your existing team: Junior-level managers within your organization can gain supervisory experience by working with Interns. By screening Interns, your company can grow its pool of qualified candidates for future recruiting needs.

Hiring an Intern is a great opportunity for your team, and for the future graduate! Aclivity has teamed up Colorado Universities to identify and recruit developing talent in the Accounting and Finance fields. We would be happy to leverage our connections to help you find the right Intern!

Really Different or Rarely Different?

Really Different or Rarely Different?

I hate labels such as “Millennials” – a term first coined by Strauss & Howe in their book Generations.

My wife asked me to write an article on Millennials in the Workplace. The general definition of Millennials seems to be those born between 1980 and 2000. Now, I am in the habit of doing (almost) everything my wife asks of me, but why me? I doubt I have anything more to add to the myriad of opinions out there. Everyone has a position on the topic, and none of the research is conclusive. I have spent the last week having an internal debate in my head and thinking of reasons why I should not do this. I can’t justify turning down my wife…

So here is my Generation X (generally born between 1960 and 1980) observations, solely within the workplace.

This is based upon what I have observed, what I feel etc., not scientific conclusions, just my biased non-researched views. So there, you can’t challenge me for this article. And, by the way, what qualifies me as remotely capable of writing down my views? Probably because I have three Millennials as kids and that I work with about 30 of them at Wazee Digital every day.

The way I think about Millennials in the Workplace is to begin by understanding what they faced when they entered the workplace. Yes, there could be all sorts of psychological factors that influenced them prior to that. However, I focus on what they faced from about 2005 to 2010 when the earliest group of them left their college and protective parent years behind and entered the workplace. Not quite losing the generational lottery, but during this short 5-year period here is what they generally saw:

  • Global Financial Crises & the Mortgage Loan debacle
  • Many of their parents unemployed and or savings depleted
  • Disastrous and costly Middle East Wars
  • Climate Change and an Environmental mess
  • Political gridlock
  • Corporate scandals
  • Resurgent China and offshoring depressing wages
  • Terrorism close to home

As I think about it, the only things Generation X have provided Millennials that provide great utility are The Internet, the cellphone & e-commerce.

So, I totally understand why Millennials often exhibit a high degree of skepticism and distrust with Generation X. Estimates say that by 2020, nearly half of all workers in the workplace will be Millennials. I believe all workplaces have this unavoidable Millennial/Gen X combination – typically with Gen X as management and Millennial as non-management. Workplaces will have to understand these factors and challenge the traditional management/employee dynamic. For me, the cornerstone is all about inspiring the Millennials, understanding the different views and avoiding stereotypes.

While I agreed with my wife to write an article (short), not an essay (long), let me close by listing all the disparaging terms I hear about Millennials and give you my opinion as they relate to the workplace: They.

  • Have a lesser work ethic than Gen X – untrue. You are not inspiring them.
  • Want to do meaningful work – true. What’s wrong with that?
  • Have been so sheltered – why is this even relevant? If it’s true it’s the Gen X’s fault – so fix it.
  • Are overconfident – great.
  • Provide immediate candid feedback – who wants to work with folks who “suffer in silence” anyway?
  • Think communication is texting – true. Texting and email are great for information sharing but awful for convincing or relationship building.
  • See supervisors as mentors, not bosses – yes, Gen X’ers they actually want your help!
  • Are over-entitled – sometimes. Probably because Gen X parents overprotected them and are not finding that “air-cover” in the workplace.
  • Don’t have a defined career path – fair point. Keep encouraging and give them the freedom to explore.
  • Value job satisfaction over financial rewards – correct. But the Gen X obsession with money has not worked out so well.
  • Look for a better work/life balance – correct. Why not? Travel, health, and rest are proven to provide more productive employees.
  • Don’t trust management – correct. Most Gen X management teams have not earned this trust.
  • Change jobs when the going gets tough – fair point. This is one the Millennials must own. The grass is rarely greener.
  • Don’t ascribe to Corporate Values – partially true. But most corporate values are BS anyway.
  • Rudely multi-task – yes, Millennials (and a number of Gen X’ers) you are guilty as charged. You can’t fully participate in a conversation and have one eye on your phone.
  • Have a strong BS detection antennae – correct. They sniff this out very well.
  • Have a greater sense of community purpose – correct. Companies should be part of the societies in which they live. Millennials are challenging companies to turn this from an annual report fable into a true commitment.

Hopefully, my views can form part of the beginning of a generational understanding in the workplace not the end of the debate. Yet most of all, I hope that Millennials have the courage to mimic the Gen X strengths and learn from our Gen X’s many mistakes – so that they can preserve my social security benefits for years to come!

Mark A. Pougnet | COO and CFO

Seven Ways to Nurture Your Company Culture

“Defining Your Company Culture” helped you ask the questions – and come up with the answers – that hone in on, and clarify, the culture you want your business to represent. But, it’s not enough to just define your culture, you need to maintain it, communicate it and keep it a living, breathing part of your business. Consider these seven ways to nurture your company culture. Define and communicate your core values. It’s easy to be cynical about this – until you realize how important it is. Some companies come into existence knowing their core values are to “never sacrifice quality” or “always do the right thing.” But if they don’t communicate it, and hold employees to that standard, those values go unsupported. Know your values and communicate them. If you’re not so clear on your values, ask your team to (anonymously) comment on what they think the company’s values are. This could be a rude awakening if you haven’t been careful to manage your values, but it can also give you an idea of what messages are coming across – so you know which messages you need to manage. Defining and communicating your values is key to bringing everyone on the same team to support the specific vision of your company. Keep it fun. Culture is all about a certain version of fun. No matter what business you’re in, you can have fun. You could host events for families (summer picnics?), publish media that is specifically for your employees (a weekly newsletter to keep them informed and inspired), dress-up days (wear costumes to work) or any engaging and fun activity that purposely blurs the lines between personal and work life. Show employees you care about them (for real). To build loyalty among your employees, make sure to show you care about them in the totality of their lives. When they start working for you, find out their kids’ birthdays and their wedding-anniversary date, to commemorate those events with a card or a call. Ask about their hobbies and interests, so you can talk about those things, or reward them in ways they’ll actually enjoy. Hire only the types of people who fit your culture. Finding people who fit for your company can be difficult. It’s common to interview dozens of people and only find one that would actually match your environment. Though hiring is a challenge, don’t settle for someone just because they’re a body to fill a position. Make hiring easier by narrowing the field. Place well-crafted employment ads that define the culture, and demonstrate what fitting that culture would mean in action. Create interview questions that help you define the candidate’s fit for the culture (“How do you spend your free time” or “Select three values from the list below that tell us what kind of person you are.”) Administering a skills test during an interview is a great way to see what aptitudes a person brings with them and get a feel for how a person reacts when they don’t know exactly what they’re doing. Everything about your interview (and possibly a probationary period) should allow the candidate to demonstrate how well they fit your vision, mission, and culture. Hire only the employees that really fit. Get rid of employees that “don’t fit.” Now that you’re trying to hire the best fit for your company, apply that logic to deciding who to keep. Odds are you have staff that is holding you back from embodying the identity you’re trying to bring to life. Many of us have worked for a company where employees whine, act like children, are difficult to work with and generally don’t produce the work results or have the personal qualities that make them a good team member. If you’ve given employees the tools they need to succeed and they aren’t succeeding, you have an obligation to remove them from your team. No matter how developed your culture, retaining staff that undermines your cultural values has a negative effect on your team. Check in to see how it’s going. Come up with ways to measure your employees’ satisfaction periodically, and then respond to their feedback. Be sure to make any feedback you request anonymous, and don’t just focus on the positive feedback while ignoring signs that you need to improve your management. Employees want to know that you take their ideas seriously. When you receive feedback that is negative, act on it. Change the situation. Make things better. Employees will notice if you pat yourself on the back for the positive feedback and ignore the rest. Deal with the criticism and use it to make your culture stronger, clearer and more attractive for your employees. Acknowledge your employees. Everyone loves getting a paycheck, but that’s not the most important thing about having a job. We spend so much of our time at work that how we are made to feel at the office determines how happy we are. We all want acknowledgment, respect, recognition, and a simple “thank you.” Don’t expect that paying the wages is all it takes to get great work, and loyalty, from your team. Give them a little extra appreciation and they’ll keep supporting your culture and company success. Once you’ve taken steps to define your culture, keep developing and maintaining it. After all, when employees enjoy coming to work, they are more likely to contribute their best efforts and stay around. Though nurturing the culture you have defined is a daily, challenging task, it can help you boost productivity and retain your top talent.

Defining Your Company Culture

The answers lie in the culture you’ve created.

Developing a unique culture that helps your employees drive performance is a significant way in which you can differentiate your company. The challenge is that culture is extremely difficult for leaders to pinpoint, define, quantify, and understand at a level that they can actually manage. It may seem like a nebulous or fluffy concept to those who are used to managing via quantifiable data — and it’s even more challenging to identify aspects of an organization’s culture that, if proactively managed, will have a tangible, positive impact on performance. In this way, the people you retain to implement and manage your organizational, employee and company cultures will be some of the most important people on your team.

Let’s look at three different ways culture is at play in your business.

Organizational culture is the behavior of the people who are part of your organization, and the meanings that they assign to their actions (“Why do I/we do this work?”). Organizational culture includes your company’s values, visions, norms, working language, systems, symbols, beliefs, and habits.

Employee culture is created by the beliefs and behaviors that dictate how your company’s employees are treated, trained, incentivized, how management interacts with employees, and how each person handles outside business transactions.

Corporate culture is often implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. One can also hire specifically to develop a corporate culture rather than letting the definition happen an undefined way.

You can put these definitions to work in this way: Corporate culture is built on the people you hire, and collectively, those people define how the company “feels” while it does what it does. The people you hire work inside an employee culture, which determines how it feels to work inside the corporate culture. The organizational culture is created by how the employee and corporate cultures impact the team’s ability to meet organizational goals.

Defining Your Culture

Looking to define your culture? Think about these three questions”

Why does the company exist and where is it headed? How does it do what it does? Successful companies have employees who are committed to the company mission and have a shared vision of the future. Define morals, attitudes, and tactics that are acceptable to your company as it does what it does. The premise of your organization can serve to galvanize the staff toward the success of your mission (Ending child hunger? Helping the world? Employees can get behind that!).

What skills and supports do employees need to do their jobs successfully? How will you structure training and support? What type of employees will best help you achieve your organizational objectives, and what tracks for promotion are available? It’s important to think about what employees experience when being hired, on-boarded, trained and supported in their daily work. Top-performing companies have employees who feel ownership over their work and provide input on organizational decisions. These employees are more likely to take responsibility within the organization and shoulder the autonomy to carry out those responsibilities. With thoughtful training and a structure that allows for support and advancement within the company, employees are more likely to take the initiative to grow their careers at the company that has supported their development.

How will your organizational structure allow decisions to be made effectively and efficiently? How will people be encouraged to operate in accordance with the stated values and norms of the company? Be clear about what you stand for, and the hierarchy or methods that will allow your business will solve problems. Create systems that help stakeholders reach consensus and know what your values dictate you’ll say “yes” or “no” to. Make your objectives and values clear – so that employees, customers, and shareholders can applaud you when you get it right, and identify actions that mean you’re getting it wrong.

Most employees tend to prefer a work environment where organizational goals are communicated and the company has developed methods to support the employees while they meet goals. The way you define evolve your company’s culture will touch nearly everything that happens – or doesn’t happen – in your company. Though clarifying your culture can be a tricky, time consuming (and daily) task, it is incredibly important to your success.

Setting Your Team – And Temp – Up for Success

Utilizing the services of a Temporary employee can be incredibly beneficial to your team’s productivity and success. Finding the right resource, in this job market, is pretty easy. Getting a new person acclimated and up to speed is the challenge.

Some employers believe that when a Temp comes on board, it should be plug-and-play. The Temp should show up in the right place at the right time, get right to work, contribute exactly what is needed to the team or project, and that’s that. No support necessary. Let’s rethink this idea. For a few seconds, imagine how it feels when you come into a new environment and want to feel welcome, be acclimated quickly, find and embrace your niche. You’re the new kid here. Do you want to be left to your own devices, or would some help make it easier on you (and everyone around you)?

In our experience, our clients’ state of preparation when contracting a Temp has a strong influence on the assignment’s success. If a client has not prepared for a Temp’s arrival, it can result in an awkward, unproductive and disheartening experience for everyone involved. Think back, doesn’t it make sense that we all come up to speed a little quicker with some support? Set your Temp – and team – up for success by putting the tips below into action.

  1. Ready the existing staff. Make sure that your current staff knows when a Temp will be coming in. Tell your team why you are bringing in outside help, what you expect that help to do for the team and convey your expectations of your team’s behavior and relationship with the Temp. Will certain staff members be responsible for orienting the Temp? What about when the Temp needs training or oversight? Let your team know your expectations ahead of time, so they can think through their role in the process, adjust their workload, and be ready when the Temp arrives. You can bolster your team’s faith in the help you are bringing in by qualifying the value of the Temp. Let your team know the history, skills or industry experience the Temp is bringing to the table. Remember to encourage your team to come at the experience with a good attitude, no matter how heavy the current workload, or how tense (or loose!) the work environment. Ask your team to refrain from complaints or derogatory statements about the workload, or other staff to allow the Temp to come into a positive workplace.
  1. Host a meet and greet. On the first day, assign an employee to introduce the Temp to key team members and any employees with which they will interact. Since you have already advised the staff that a Temp will be coming in, your existing team should be prepared to take a minute to acknowledge and introduce themselves to the Temp. Anyone involved in or affected by, the work the Temp will do should be included in the meet and greet.
  1. Take a tour. Giving your Temp a tour will help them survey the new environment and feel more comfortable with their place in it. Assign an employee to take the Temp around the facility. Show them where the lunchroom, coffee area, and restrooms are, where the copy machine is (and how it works, if applicable), and where they will get supplies like pens and paper. The tour might include the meet and greet, or might be separate, but it should land the Temp at their workstation for an introduction to the equipment and supplies they will be using.
  1. Help the Temp feel welcome. You know how busy your team is – and it’s probably why you’re bringing in help. Don’t let the flurry of normal daily activity stop key players from slowing down to help your Temp feel welcome and acclimated. Be helpful and encouraging while the Temp comes up to speed. The Temp is now part of your team – and will become productive faster if, in the first days of the assignment, they are properly oriented to their role in the organization and feel welcome.
  1. Get out the organizational chart. In certain positions, it is vital that a Temp identifies the major stakeholders in their work product. If appropriate, take a minute to review the organizational chart and highlight any hierarchies of which the Temp needs to be aware.
  1. Communicate your expectations. Every Temp comes into an assignment aware that there will be unique rules and requirements. The beauty of a qualified Temp is their adaptability and willingness to do exactly what’s needed. If you convey the rules and expectations early on, you are more likely to get what you want out of the Temp. Make sure you go over exactly what you expect of them in the role, what specific duties they are to perform, point out important deadlines and timelines, and connect them to an employee who will provide training or answer questions. Tell the Temp the do’s and don’ts of company policy – like eating or drinking at their desk, taking breaks, personal phone calls, emails, and social media rules.
  1. Check-in. Check in with the Temp a few times during the day, and at closing, to see how they are fitting into the culture. Ask how they are feeling about the workload, their level of understanding about expectations, and identify any difficulties they might be having performing their job. Also, check in with staff members to learn how they feel about the Temp. Get your team’s perspective on how well the Temp is performing in the position and fitting into the culture. Check in again weekly, to make sure you do not miss any changes in attitude or interpersonal issues that come up among the team. Once you’ve seen the Temp demonstrate they are a good fit and know what they’re doing, you can rest easy. Until then, check in regularly.

As an employer, you should prepare for a Temp just as you would prepare for a new staff member. Make sure the stage is set to support the success of the Temp, and your team, by reading a dedicated workspace, all necessary equipment, passwords, access badges, and training resources. If from the start, you do the work of preparing for, orienting and training your new Temp, you save yourself (and the Temp) the time, trouble and headache of dealing with performance problems, access issues, and workplace disruption.

If you consider the tips above and prepare yourself for the specific, intentional work of bringing a Temp on to your existing team, it can be a smooth and rewarding process for everyone involved.

The Value of Using LinkedIn

LinkedIn

The Value is in the LinkedIn Basics

There is so much untapped value that comes from becoming a member of LinkedIn, if you were unaware. LinkedIn can help you promote your business if you own or operate one, it is a fantastic way to network with others in the industry of your choosing, or locate either new talent or a new career!

LinkedIn is the place to meet:

  • Where else can you mingle with the more than 500 million members from all around the world?
  • More than 250 million active members each month
  • The average LinkedIn member has an average annual household income of $140,000
  • Two people create a LinkedIn profile every second!
  • LinkedIn now has 3 different job posting platforms in use.
  • Nearly 50% of LinkedIn members have decision-making authority for their companies
  • The people on LinkedIn are there primarily to network or grow their business

The top ways that LinkedIn promotes you:

  • LinkedIn allows members to create a personalized professional presence
  • It’s an online resume that can work for you all day long by creating a place to post your experience and intentions.
  • LinkedIn encourages the community to endorse you via online recommendations that back up claims you make about your professional abilities and character.
  • LinkedIn is a professional forum to share links, images or documents that demonstrate work you’ve done.
  • The forum is set up to gain introductions to potential employers, colleagues, or clients in your field.
  • Follow companies that you are interested in pursuing and directly search member job postings.
  • Join various groups that align with your interests and participate in discussions. Having an interest group in common with another LinkedIn member is one way you can invite others into your network and have access to group job listings.
  • One of the most famous statements in business is, it’s all about who you know. So step towards the best way to be more connected than you could have ever imagined. With LinkedIn, you can benefit from the connections of people you know and benefit others with your connections.

To get started on LinkedIn, you’ll need to:

  • Know how you’d like to use LinkedIn. Are you directing people to your website? Are you looking for employment? What you want out of the social network will determine how you use it.
  • Create a login and take the time to create a profile that demonstrates your unique strengths and experience.
  • Check in frequently and make connections to resources that align with your current or desired field.

With a few basic steps in place, you can market yourself or your business worldwide!

If you’d like more help getting started on LinkedIn, email shenia.ivey@aclivity.com to receive information on personalized coaching and training!

Why Employers Should Use Recruiters to Gain Employees

Many managers would say that 90% of their success in their management role depends on the performance of the employees on their team. From this vantage, hiring the right people is a key to any company’s success. When you know you need help—the right help—it can be difficult to spare the staff, time or focus to search for the needle in the professional haystack.

When you need top talent, using a recruiter is a great idea!

  • Recruiters are the right tool for the job: If you need your car fixed, you take it to a mechanic. If you are sick, you go see a doctor. If you need outstanding human resources, you hire an agency that succeeds by leveraging their network of talent to meet client’s staffing and consulting needs.
  • Recruiters help you define what you’re looking for: A recruiter can help you flesh out your position description, understand the market rate for the role you’re filling and connect you to pre-screened, available talent.
  • Recruiters keep employers focused, saving time and money: For companies without a dedicated Human Resources department, finding new talent is not always the best use of time or energy. Recruiters save employers the distraction (and cost!) of hours spent evaluating resumes, managing online postings, scheduling interviews, testing basic skills—and then doing it all again every time a position opens up or turns over.
  • Recruiters know where to look for talent: Recruiters have the data-mining tools, subscriptions and network you need to find the right employee for the position you are filling. Recruiter’s networks develop with an eye for finding, and keeping in contact with, the best available talent.
  • Recruiters are less likely to lose the best candidates: The talent you are looking for should be handled with care. When a recruiter finds the one best candidate for an open position, they have already done their homework. Recruiters know the types of positions or companies the candidate is most interested in. Recruiters know the job market and what your competitors might offer the candidate for a similar role. And, recruiters can encourage the candidate that’s best suited to the position that it’s a good idea to join your team.
  • Recruiters produce risk-free results: Recruiters work on a contingent basis. Though they have no control over the actions you take to ensure the success of a placement, recruiters guarantee their placements. There is no risk since you pay after your needs are met!

When you’re looking for your next great employee, contact Aclivity! Our Five-Star Client Promise (www.aclivity.com) guides all of our actions, guaranteeing you a great recruiting experience. Call us today and let us put our network of Finance, Accounting and IT professionals to work for you!

Why Working With Aclivity Is A “Smart” Way To Jump Start Your New Career

Negotiating a Raise

The Aclivity interviewing and placement process streamlines the challenging task of finding the right career or candidate. When you join up with Aclivity, you’ll have our national recruiters working together on your behalf—connecting you with the right people and the right opportunities at the right time!

Clients, we save you time and money:

  • We free you from the work of posting and renewing employment ads, reviewing resumes, setting up and conducting interviews
  • We bring resources right to you; offering well-screened, position-appropriate candidates
  • We build your team and meeting your project deadlines – without the hassle of finding the right help
  • We adapt our placement services based on your specific needs. Need help locating qualified candidates, but want to handle the interviews yourself? No problem! Need a short-term consultant? We’ve got one! Our recruiters are flexible experts and will take on the parts of the hiring process that you don’t have the time, or resources, to manage.
  • We get clear on your needs up front! Our recruiters are great at helping you to define your needs, outline your goals, and clarify requirements and prerequisites of the role you need to fill.
  • We understand that sometimes skills aren’t everything! We get to know your company culture—and our candidates’ behaviors and proclivities—to find the right fit for your team. Our candidates are interested in actively developing their skills, and in the right environment, they—and you—thrive!

Candidates, we make your job search easier:

  • We get to know who you are and what you bring to the table before trying to fit you into an available position. It’s important to us that you find a job that fits to ensure that you’re happy and that you’re offering our clients the expertise and professional attitude that meets their specific needs.
  • We represent your interests and needs in a market that can often be impersonal and difficult to navigate without the right personal connections.
  • We leverage our well-developed professional network to market your expertise to a trusted community of successful clients.
  • We offer support throughout your career! Our Career Services include educating you on the ever-changing job marketplace, mentoring you on career development goals and coaching you on creating a resume that highlights your unique experience and skill set.

At Aclivity, we believe in building relationships that endure. That’s why we consistently offer well-targeted connections between candidates and clients. We succeed by helping candidates put their unique skills to work and by offering our clients stable, qualified talent. And, we stay connected over the long term, so you know that when you need us, we’re here to help! Contact us when you are looking for a new job opportunity or star-candidate. Our placement and consulting expertise will help you succeed!

Really Different or Rarely Different?

Really Different or Rarely Different?

I hate labels such as “Millennials” – a term first coined by Strauss & Howe in their book Generations.

My wife asked me to write an article on Millennials in the Workplace. The general definition of Millennials seems to be those born between 1980 and 2000. Now, I am in the habit of doing (almost) everything my wife asks of me, but why me? I doubt I have anything more to add to the myriad of opinions out there. Everyone has a position on the topic, and none of the research is conclusive. I have spent the last week having an internal debate in my head and thinking of reasons why I should not do this. I can’t justify turning down my wife…

So here are my Generation X (generally born between 1960 and 1980) observations, solely within the workplace.

This is based upon what I have observed, what I feel etc., not scientific conclusions, just my biased non-researched views. So there, you can’t challenge me for this article. And, by the way, what qualifies me as remotely capable of writing down my views? Probably because I have three Millennials as kids and that I work with about 30 of them at Wazee Digital every day.

The way I think about Millennials in the Workplace is to begin by understanding what they faced when they entered the workplace. Yes, there could be all sorts of psychological factors that influenced them prior to that. However, I focus on what they faced from about 2005 to 2010 when the earliest group of them left their college and protective parent years behind and entered the workplace. Not quite losing the generational lottery, but during this short 5-year period here is what they generally saw:

  • Global Financial Crises & the Mortgage Loan debacle
  • Many of their parents unemployed and or savings depleted
  • Disastrous and costly Middle East Wars
  • Climate Change and an Environmental mess
  • Political gridlock
  • Corporate scandals
  • Resurgent China and offshoring depressing wages
  • Terrorism close to home

As I think about it, the only things Generation X have provided Millennials that provide great utility are: The Internet, the cellphone & e-commerce.

So, I totally understand why Millennials often exhibit a high degree of skepticism and distrust with Generation X. Estimates say that by 2020, nearly half of all workers in the workplace will be Millennials. I believe all workplaces have this unavoidable Millennial/Gen X combination – typically with Gen X as management and Millennial as non-management. Workplaces will have to understand these factors and challenge the traditional management/employee dynamic. For me, the cornerstone is all about inspiring the Millennials, understanding the different views and avoiding stereotypes.

While I agreed with my wife to write an article (short) not an essay (long), let me close by listing all the disparaging terms I hear about Millennials and give you my opinion as they relate to the workplace: They..

  • Have a lesser work ethic than Gen X – untrue. You are not inspiring them.
  • Want to do meaningful work – true. What’s wrong with that?
  • Have been so sheltered – why is this even relevant? If it’s true it’s the Gen X’s fault – so fix it.
  • Are overconfident – great.
  • Provide immediate candid feedback – who wants to work with folks who “suffer in silence” anyway?
  • Think communicating is texting – true. Texting and email are great for information sharing but awful for convincing or relationship building.
  • See supervisors as mentors not bosses – yes, Gen X’ers they actually want your help!
  • Are over entitled – sometimes. Probably because Gen X parents over protected them and are not finding that “air-cover” in the workplace.
  • Don’t have a defined career path – fair point. Keep encouraging and give them freedom to explore.
  • Value job satisfaction over financial rewards – correct. But the Gen X obsession with money has not worked out so well.
  • Look for a better work/life balance – correct. Why not? Travel, health, and rest are proven to provide more productive employees.
  • Don’t trust management – correct. Most Gen X management teams have not earned this trust.
  • Change jobs when the going gets tough – fair point. This is one the Millennials must own. The grass is rarely greener.
  • Don’t ascribe to Corporate Values – partially true. But most corporate values are BS anyway.
  • Rudely multi-task – yes, Millennials (and a number of Gen X’ers) you are guilty as charged. You can’t fully participate in a conversation and have one eye on your phone.
  • Have a strong BS detection antennae – correct. They sniff this out very well.
  • Have a greater sense of community purpose – correct. Companies should be part of the societies in which they live. Millennials are challenging companies to turn this from an annual report fable into a true commitment.

Hopefully my views can form part of the beginning of a generational understanding in the workplace not the end of the debate. Yet most of all, I hope that Millennials have the courage to mimic the Gen X strengths and learn from our Gen X’s many mistakes – so that they can preserve my social security benefits for years to come!

Mark A. Pougnet | COO and CFO

——————————————————

Wazee Digital

1515 Arapahoe St, Tower 3, Suite 400

Denver, CO 80202

E  mark.pougnet@wazeedigital.com

 M 720-635-5276

www.wazeedigital.com

 

Benefits of Hiring and Intern

Benefits of Hiring an Intern! 

Have you considered the benefits of hiring an Intern?  Real-world experience for a student is invaluable to their future and incredibly beneficial to your company.  An internship can be part-time or full-time long or short term any time during the year.  Think flexibility and out-of-the-box!  The traditional thought is that an internship is mostly beneficial to the student. However, the benefits to your company are equally important:

  1. Gain a new perspective on organizational issues – Interns aren’t stuck in the “this is the way we’ve always done it” mentality. They can bring fresh, new ideas to the company. Interns are good at questioning processes and can often see a different way of doing things that a manager might not.
  2. Enjoy the ease of use with technology – Social media, computer programs, smart phones, and iPads – these are a piece of cake for young professionals.  Even if you are a young entrepreneur, you can always use a hand from a fellow Gen Y tech-savvy professional who is up to date on the newest tech trends.
  3. It’s a trial period that could lead to something more – It is an opportunity to screen and work with potential entry-level employees prior to making a full-time commitment. Reduce turnover and training among entry-level employees who were former interns. If this young professional becomes part of your team they have learned on the job and saves you on hiring and training.
  4. Accomplish hard to accomplish projects and tasks – There are always projects or tasks that you need help with or are struggling to complete – why not get a helping hand that is eager to step in and are used to help meet deadlines.
  5. They are productive, courteous and trying to impress – It provides  convenience and flexibility of hiring additional staff during peak seasons
  6. Gain brand advocates and free advertising – The best marketing tool is social media and the brand awareness an intern can share online will help expand your company’s online presence.
  7. Financially favorable for the hiring organization & develops your internal team – A chance for junior-level managers within your organization to gain supervisory experience. Good “word-of-mouth” in the recruiting marketplace and an increased pool of qualified candidates to meet future recruiting needs.

Hiring an intern is a great opportunity for your team and future graduate.

We would like to help you in this process as we stay connected to the Colorado Universities and their students.

Aclivity is teaming up with a few of the major universities to help facilitate internship placement, so free to reach out to either of us so we can help facilitate the process!

Angela Roberts

Angela.Roberts@Aclivity.com

Shenia Ivey

Shenia.Ivey@Aclivity.com

Here are a few criteria I forgot to mention below.  Additionally:

  1. No third party recruiters
  2. No multilevel marketing schemes
  3. No investment required by the student and no penalties for withdrawing
  4. No commission only positions

Metropolitan State – Michelle Brown  successlinks21@aol.com

University of Colorado Denver

Internship postings are currently housed on a separate system from the job board for full- and part-time jobs.  To register an internship with the Experiential Learning Center, follow the instructions below:

  1. Go to: https://www.myinterfase.com/internlink/employer/
  2. If you are a new user, please click on the “Click here to register” link below to set up your online account with the Experiential Learning Center.
  3. Type in the first few letters of your organization’s name. If your organization is already in the system, click the appropriate box in the results list and then click “Continue.”  If your organization is not in       the system, complete the registration information and click on “Register.”
  4. Once you are registered, you can post internships by going to your dashboard, clicking on “My Postings” and then selecting “New Internship” from the drop-down menu.
  5. Input all of the information required to register the internship and then click on “Save” to agree to the Terms & Agreements and register the new internship.

Internlink has a “Pending” bin where internships are stored until a qualified professional staff member approves the posting.   If you need further assistance, please contact the Experiential Learning Center Front Desk at 303-556-6656.

University of Northern Colorado

Posting jobs and internships with UNC entails a pretty straightforward process of 1) registering your company on our site, along with yourself as a contact; and 2) posting your job and/or internship opportunities. Here’s what to do to register:

-Go to https://www.myinterfase.com/unc/employer and click “Click here to register!”

-On the following page, click “Can’t find your organization?”

-On the following page, enter all required information about Aclivity, provide your contact information where required, and click “register” when complete.

Once you’ve registered, you can go ahead and post jobs. Here’s how to do that:

  1. Return to the address I provided above, and log in using the user name and password you selected during registration.
  2. On the following page, hover your cursor over the “My Jobs” tab, and select “New Job” from the drop-down menu.
  3. The following page is a form, essentially, in which you enter information about the job or internship. Click “save” when you’re finished.
  4. UNC will not allow 1099 positions.

Please note UNC has an activation and approval process on our end, so the jobs won’t automatically go live when you’ve posted them.

Christopher Cobb

Associate Director, Employer Relations Career Services

christopher.cobb@unco.edu

Direct Line: 970-351-2140

Main Office: 970-351-2127

Colorado State University  

Follow the instructions below to register:

  1. Go to:  https://www.myinterfase.com/cob_colostate/employer/
  2. Click on the link underneath the employer sign-in fields Click here to register!
  3. A new page will appear asking for your company information. Start by just typing the first few letters of your company name.  If we do not have your company in our system, you will need to click on the button Can’t Find your Organization?
  4. Complete all necessary fields on the form that appears.
  5. After registering, you will be taken to your homepage on the site.
  6. Go to the My Jobs drop down menu at the top of the page and select New Job
  7. You will be taken to another form similar to the one you just filled out. Enter all applicable information.
    1. We typically post jobs for one month, but for no longer than three months.
    2. There is an option Allow E-mail Referrals Through this System to which you can select “Yes” or “No.” By selecting “Yes” you allow students to upload their resumes/cover letters/references/etc. to the CareerRAM system in response to your posting. You will receive a system-generated e-mail stating that you have received a referral to this posting. Simply login to your account to retrieve their information
  8. After saving the information you just entered, your posting will go into “Pending” status. My office will activate your posting within 1-3 days.
  9. Once this is one and your position is approved, we will be able to e-mail it out to our College of Business students and Alumni.

If you have any questions feel free to contact:

Susan Schell

Sue.Schell@business.colostate.edu

Director of the Career Management Center

Colorado State University College of Business

970-491-4834 (office)

University of Colorado Boulder

Follow the instructions below to register:

  1. Go to: https://www.myinterfase.com/cuboulder/employer/
  2. If you are a new user, click on the Click here to register!
  3. A new page will appear asking for your company information. Start by just typing the first few letters of your company name.  If we do not have your company in our system, you will need to click on the button Can’t Find your Organization?
  4. Complete all necessary fields on the form and don’t forget to read the Policy Agreement at the bottom and agree to the terms.

Follow the instructions below to post a job or internship:

  1. Go to the My Jobs drop down menu at the top of the page and select New Position
  2. Enter all applicable information for your current opening, please be as detailed as possible
  3. Jobs will be posted for a maximum of 45 days. You can also “Copy” previous jobs to reopen them again if you have not gotten the position filled yet.
  4. After saving the information you just entered, your posting will go into “Pending” status. Positions are generally approved within 24-48 hours.

Please visit the CAREER BUFFS EMPLOYER GUIDE for any job posting questions or contact:

Amanda Hansen
Amanda.Hansen@colorado.edu
Assistant Director, Employer Relations
Leeds School of Business – University of Colorado Boulder
303.492.9033

Handling Criticism at Work

No matter how much work experience you have, there will be times when you do not know the best way to manage an aspect of business communication, or you come up short in your role – and someone will criticize you for it. It can challenge to handle criticism, especially if you take criticism as if it is a comment on your intrinsic worth or ability to perform your job. However, if you learn to take criticism as an opportunity to improve your performance and refocus your strategies, it is less painful – and more productive. In our experience as corporate leaders, we have given out – and received – our fair share of critical feedback. We would like to share a few bits of hard-earned wisdom about handing criticism at work. Hopefully, they’ll help you take the sting out of negative comments and encourage you to be conscious of how your reaction to criticism can help, or hurt, your ability to bounce back.

Know that criticism is nothing special

When you receive negative feedback, it can sometimes make you feel like everyone around you is either infallible (or inept) – and you are the only one who being singled out. Try to take a step back when you are hit with words you did not want to hear. Remember that, throughout history, the best way to improve is to know what you could do better – and then, of course, to actually do it better.

Try to hear through the words used to criticize

The person who is criticizing you has no doubt received their own dose of criticism. Ideally, a manager’s experience with negative feedback will result in a management style that airs grievances with clear and non-aggressive communication. No matter how aggressively the criticism comes at you, try to hear through to the kernel of truth in what has been said. The conversation is about identifying areas that could use improvement. To provide a remedy, you need to be clear on exactly what you are being asked for. If you get upset, allow yourself to be steamrolled or bite your tongue, you might end the interaction without really understanding what you did (or didn’t do). If you can hear the message being conveyed, and clarify when management’s points are unclear, you can more quickly move from “what’s wrong” to “what’s next.”

Find your words and buy yourself some time to process

Your immediate response to criticism will govern your manager’s impression of your character. When you don’t know what to say, it’s best to keep it simple. A statement like, “I hear you saying… and that you want me to…because I did/didn’t…” will show that you have listened to and understand the concerns being raised. From there you can buy yourself some time to process the situation by saying something like, “I’d like to take a little time to consider how I’ll remedy this issue. Can we talk more about this…(specify a time)?”  Reacting poorly in the moment of confrontation can lead to unintended negative consequences. Give yourself a breather to process what’s been said, how you feel about your behavior and what the best course of action is while remaining professional. How will you take this lesson in stride, and demonstrate to management willingness to grow?

Acknowledge what’s true

If you have really heard the criticism leveled – and have taken time to process before responding in detail – you’ll be able to see what is actually true. Did you fail in your duties? Could you have done something differently (even if only considering it in hindsight)? Be honest about what you have, or have not, done and take ownership of your mistakes. Consider it this way: When you feel wronged, and the person who made the mistake verbalizes what they have done and takes ownership of their behavior or choices, do you feel better about the situation? More forgiving? Well, it is the same in business – you do not need long talks, tears or flowers to own up to what’s true – or to refute what’s not true. You just need honest, straightforward communication that makes it clear that you value and understand the expectations of the business relationship – and that you will endeavor to do better.

Agree on what’s next

Depending on the situation, it might be appropriate to outline improvements or changes to processes that arise from the criticism. Do you need training? What does that look like? Do you need support? What specific actions do you need to take to put that criticism to rest? If you are outlining a change in your workflow, skills or processes, run it by the manager who voiced the criticism. Make sure that the actions you intend to take actually solve the problem – and hold both sides accountable for agreements made.

 

When you see criticism as a tool you can use for your own improvement, you save yourself the pain of self-judgment and you demonstrate your ability to respond effectively to requests your managers make. In the end, how you respond to criticism – and the steps you take to remedy your actions – will show your employer that you are serious about effectively handling your responsibilities. Most importantly, learning how to handle criticism helps you feel better about the fact that you’re not perfect. Not yet.

Say Hello to Lisa Kissler!

Have you met the most recent addition to the Aclivity team? Lisa Kissler is our newest Client Services Director, and we couldn’t be happier to have her on board!

Lisa KisslerLisa is a True Business Partner you won’t soon forget! Lisa has over 20 years of growing businesses and professional relationships in a variety of industries. She takes incredible pride in her ability to match your business needs to the right candidate and enjoys finding mutually beneficial business opportunities that provide value to both parties. In addition, she has a knack for recognizing and recruiting the top ten percent talent for your team!

As a Client Relations Director, Lisa will focus her efforts on new business development in the Denver area. Her goal is to continue to provide excellent service to her clients with each and every placement. She believes that her business background and intent listening is the key to her success.

A graduate of University of Colorado in Boulder, Lisa is proud to have both of her children attending her alma mater this year (Go Buffs!) For recreation she enjoys cycling, running, skiing, hot yoga and is currently in 3 book clubs. She loves to travel and her favorite vacation spot is anywhere with a beach.

You can reach Lisa at 303.710.3593 or lisa.kissler@aclivity.com.

Welcome, Lisa!

Happy Anniversary to Us!

This week marks five years in business for Aclivity! From our humble beginnings in a down market of 2010, to our current ten-member team of CPA’s and IT professionals just like you, we’re proud of our growth – and we couldn’t have done it without you!

A big “Thank you!” to our great clients and talented candidates. You support and challenge us every day! We are so happy to be able to put our knowledge, genuine care and consideration to work for each and every one of you. Thanks so much for being part of our network and, whether you’re a client or candidate, thanks for letting us help you find the right fit!

I am so grateful for all of you!

Angela

Seven Ways to Nurture Your Company Culture

Last week’s article “Defining Your Company Culture” helped you ask the questions – and come up with the answers – that hone in on, and clarify, the culture you want your business to represent. But, it’s not enough to just define your culture, you need to maintain it, communicate it and keep it a living, breathing part of your business. Consider these seven ways to nurture your company culture.

Define and communicate your core values. It’s easy to be cynical about this – until you realize how important it is. Some companies come into existence knowing their core values are to “never sacrifice quality” or “always do the right thing.” But if they don’t communicate it, and hold employees to that standard, those values go unsupported. Know your values and communicate them. If you’re not so clear on your values, ask your team to (anonymously) comment on what they think the company’s values are. This could be a rude awakening if you haven’t been careful to manage your values, but it can also give you an idea of what messages are coming across – so you know which messages you need to manage. Defining and communicating your  values is key to bringing everyone on the same team to support the specific vision of your company.

Keep it fun. Culture is all about a certain version of fun. No matter what business you’re in, you can have fun. You could host events for families (summer picnics?), publish media that is specifically for your employees (weekly newsletter to keep them informed and inspired), dress-up days (wear costumes to work) or any engaging and fun activity that purposely blurs the lines between personal and work life.

Show employees you care about them (for real). To build loyalty among your employees, make sure to show you care about them in the totality of their lives. When they start working for you, find out their kids’ birthdays and their wedding-anniversary date, to commemorate those events with a card or a call. Ask about their hobbies and interests, so you can talk about those things, or reward them in ways they’ll actually enjoy.

Hire only the types of people who fit your culture. Finding people who fit for your company can be difficult. It’s common to interview dozens of people and only find one that would actually match your environment. Though hiring is a challenge, don’t settle for someone just because they’re a body to fill a position. Make hiring easier by narrowing the field. Place well-crafted employment ads that define the culture, and demonstrate what fitting that culture would mean in action. Create interview questions that help you define the candidate’s fit for the culture (“How do you spend your free time” or “Select three values from the list below that tell us what kind of person you are.”) Administering a skills test during an interview is a great way to see what aptitudes a person brings with them and get a feel for how a person reacts when they don’t know exactly what they’re doing. Everything about your interview (and possibly a probationary period) should allow the candidate to demonstrate how well they fit your vision, mission and culture. Hire only the employees that really fit.

Get rid of employees that “don’t fit.” Now that you’re trying to hire the best fit for your company, apply that logic to deciding who to keep. Odds are you have staff that are holding you back from embodying the identity you’re trying to bring to life. Many of us have worked for a company where employees whine, act like children, are difficult to work with and generally don’t produce the work results or have the personal qualities that make them a good team member. If you’ve given employees the tools they need to succeed and they aren’t succeeding, you have an obligation to remove them from your team. No matter how developed your culture, retaining staff that undermines your cultural values has a negative effect on your team.

Check in to see how it’s going. Come up with ways to measure your employees’ satisfaction periodically, and then respond to their feedback. Be sure to make any feedback you request anonymous, and don’t just focus on the positive feedback while ignoring signs that you need to improve your management. Employees want to know that you take their ideas seriously. When you receive feedback that is negative, act on it. Change the situation. Make things better. Employees will notice if you pat yourself on the back for the positive feedback and ignore the rest. Deal with the criticism and use it to make your culture stronger, clearer and more attractive for your employees.

Acknowledge your employees. Everyone loves getting a paycheck, but that’s not the most important thing about having a job. We spend so much of our time at work that how we are made to feel at the office determines how happy we are. We all want acknowledgement, respect, recognition, and a simple “thank you.” Don’t expect that paying the wages is all it takes to get great work, and loyalty, from your team. Give them a little extra appreciation and they’ll keep supporting your culture and company success.

Once you’ve taken steps to define your culture, keep developing and maintaining it. After all, when employees enjoy coming to work, they are more likely to contribute their best efforts and stay around. Though nurturing the culture you have defined is a daily, challenging task , it can help you boost productivity and retain your top talent.

Defining Your Company Culture

Having a top-notch team, and a workplace that values its employees, will no doubt help you sell your premium product or service. But how will that work be done? What kinds of answers would you have if I asked you to look at your business and ask, “How do things get done around here?”

The answers lie in the culture you’ve created.

Developing a unique culture that helps your employees drive performance is a significant way in which you can differentiate your company. The challenge is that culture is extremely difficult for leaders to pinpoint, define, quantify, and understand at a level that they can actually manage. It may seem like a nebulous or fluffy concept to those who are used to managing via quantifiable data — and it’s even more challenging to identify aspects of an organization’s culture that, if proactively managed, will have a tangible, positive impact on performance. In this way, the people you retain to implement and manage your organizational, employee and company cultures will be some of the most important people on your team.

Let’s look at three different ways culture is at play in your business.

Organizational culture is the behavior of the people who are part of your organization, and the meanings that they assign to their actions (“Why do I/we do this work?”). Organizational culture includes your company’s values, visions, norms, working language, systems, symbols, beliefs, and habits.

Employee culture is created by the beliefs and behaviors that dictate how your company’s employees are treated, trained, incentivized, how management interacts with employees, and how each person handles outside business transactions.

Corporate culture is often implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. One can also hire specifically to develop a corporate culture rather than letting the definition happen an undefined way.

You can put these definitions to work in this way: Corporate culture is built on the people you hire, and collectively, those people define how the company “feels” while it does what it does. The people you hire work inside an employee culture, which determines how it feels to work inside the corporate culture. The organizational culture is created by how the employee and corporate cultures impact the team’s ability to meet organizational goals.

 

Defining Your Culture

Looking to define your culture? Think about these three questions”

Why does the company exist and where is it headed? How does it do what it does? Successful companies have employees who are committed to the company mission and have a shared vision of the future. Define morals, attitudes, and tactics that are acceptable to your company as it does what it does. The premise of your organization can serve to galvanize the staff toward the success of your mission (Ending child hunger? Helping the world? Employees can get behind that!).

What skills and supports do employees need to do their jobs successfully? How will you structure training and support? What type of employees will best help you achieve your organizational objectives, and what tracks for promotion are available? It’s important to think about what employees experience when being hired, on-boarded, trained and supported in their daily work. Top-performing companies have employees who feel ownership over their work, and provide input on organizational decisions. These employees are more likely to take responsibility within the organization and shoulder the autonomy to carry out those responsibilities. With thoughtful training and a structure that allows for support and advancement within the company, employees are more likely to take the initiative to grow their careers at the company that has supported their development.

How will your organizational structure allow decisions to be made effectively and efficiently? How will people be encouraged to operate in accordance with the stated values and norms of the company? Be clear about what you stand for, and the hierarchy or methods that will allow your business will solve problems . Create systems that help stakeholders reach consensus and know what your values dictate you’ll say “yes” or “no” to. Make your objectives and values clear – so that employees, customers, and shareholders can applaud you when you get it right, and identify actions that mean you’re getting it wrong.

Most employees tend to prefer a work environment where organizational goals are communicated and the company has developed methods to support the employees while they meet goals. The way you define evolve your company’s culture will touch nearly everything that happens – or doesn’t happen – in your company. Though clarifying your culture can be a tricky, time consuming (and daily) task, it is incredibly important to your success.

Setting Your Team – And Temp – Up for Success

Utilizing the services of a Temporary employee can be incredibly beneficial to your team’s productivity and success. Finding the right resource, in this job market, is pretty easy. Getting a new person acclimated and up to speed is the challenge.

Some employers believe that when a Temp comes on board, it should be plug-and-play. The Temp should show up in the right place at the right time, get right to work, contribute exactly what is needed to the team or project, and that’s that. No support necessary. Let’s rethink this idea. For a few seconds, imagine how it feels when you come into a new environment and want to feel welcome, be acclimated quickly, find and embrace your niche. You’re the new kid here. Do you want to be left to your own devices, or would some help make it easier on you (and everyone around you)?

In our experience, our clients’ state of preparation when contracting a Temp has a strong influence on the assignment’s success. If a client has not prepared for a Temp’s arrival, it can result in an awkward, unproductive and disheartening experience for everyone involved. Think back, doesn’t it make sense that we all come up to speed a little quicker with some support? Set your Temp – and team – up for success by putting the tips below into action.

  1. Ready the existing staff. Make sure that your current staff knows when a Temp will be coming in. Tell your team why you are bringing in outside help, what you expect that help to do for the team and convey your expectations of your team’s behavior and relationship with the Temp. Will certain staff members be responsible for orienting the Temp? What about when the Temp needs training or oversight? Let your team know your expectations ahead of time, so they can think through their role in the process, adjust their workload, and be ready when the Temp arrives. You can bolster your team’s faith in the help you are bringing in by qualifying the value of the Temp. Let your team know the history, skills or industry experience the Temp is bringing to the table. Remember to encourage your team to come at the experience with a good attitude, no matter how heavy the current workload, or how tense (or loose!) the work environment. Ask your team to refrain from complaints or derogatory statements about the workload, or other staff to allow the Temp to come into a positive workplace.
  1. Host a meet and greet. On the first day, assign an employee to introduce the Temp to key team members and any employees with which they will interact. Since you have already advised the staff that a Temp will be coming in, your existing team should be prepared to take a minute to acknowledge and introduce themselves to the Temp. Anyone involved in, or affected by, the work the Temp will do should be included in the meet and greet.
  1. Take a tour. Giving your Temp a tour will help them survey the new environment and feel more comfortable with their place in it. Assign an employee to take the Temp around the facility. Show them where the lunchroom, coffee area and restrooms are, where the copy machine is (and how it works, if applicable), and where they will get supplies like pens and paper. The tour might include the meet and greet, or might be separate, but it should land the Temp at their workstation for an introduction to the equipment and supplies they will be using.
  1. Help the Temp feel welcome. You know how busy your team is – and it’s probably why you’re bringing in help. Don’t let the flurry of normal daily activity stop key players from slowing down to help your Temp feel welcome and acclimated. Be helpful and encouraging while the Temp comes up to speed. The Temp is now part of your team – and will become productive faster if, in the first days of the assignment, they are properly oriented to their role in the organization and feel welcome.
  1. Get out the organizational chart. In certain positions, it is vital that a Temp identifies the major stakeholders in their work product. If appropriate, take a minute to review the organizational chart and highlight any hierarchies of which the Temp needs to be aware.
  1. Communicate your expectations. Every Temp comes into an assignment aware that there will be unique rules and requirements. The beauty of a qualified Temp is their adaptability and willingness to do exactly what’s needed. If you convey the rules and expectations early on, you are more likely to get what you want out of the Temp. Make sure you go over exactly what you expect of them in the role, what specific duties they are to perform, point out important deadlines and timelines, and connect them to an employee who will provide training or answer questions. Tell the Temp the do’s and don’ts of company policy – like eating or drinking at their desk, taking breaks, personal phone calls, emails and social media rules.
  1. Check in. Check in with the Temp a few times during the day, and at closing, to see how they are fitting into the culture. Ask how they are feeling about the workload, their level of understanding about expectations, and identify any difficulties they might be having performing their job. Also, check in with staff members to learn how they feel about the Temp. Get your team’s perspective on how well the Temp is performing in the position and fitting into the culture. Check in again weekly, to make sure you do not miss any changes in attitude or interpersonal issues that come up among the team. Once you’ve seen the Temp demonstrate they are a good fit and know what they’re doing, you can rest easy. Until then, check in regularly.

As an employer, you should prepare for a Temp just as you would prepare for a new staff member. Make sure the stage is set to support the success of the Temp, and your team, by readying a dedicated work space, all necessary equipment, passwords, access badges and training resources. If, from the start, you do the work of preparing for, orienting and training your new Temp, you save yourself (and the Temp) the time, trouble and headache of dealing with performance problems, access issues and workplace disruption.

If you consider the tips above, and prepare yourself for the specific, intentional work of bringing a Temp on to your existing team, it can be a smooth and rewarding process for everyone involved.

Hiring an Intern

Have you considered the benefits of hiring an Intern? Real-world experience for a student is invaluable to their future—and incredibly beneficial to your company! An internship can be part-time or full-time, long- or short-term, and at any time during the year. Many employers think that internships are primarily beneficial to students. However, the benefits to your company are equally important:

  • Interns bring in new perspectives on organizational issues: Interns are not stuck in the “This is the way we’ve always done it” mentality. They can bring fresh, new ideas to your company. Interns are good at questioning processes and can often see a different way of doing things that an existing manager might not.
  • Young professionals are familiar with new technology: Social media, computer programs, smart phones, and iPads; new technology is a piece of cake for young professionals. Even if you are a young entrepreneur, you can always use a hand from a fellow Gen Y tech-savvy professional who is up to date on the newest tech trends.
  • An Internship allows a trial period that could lead to something more: Your company gets the opportunity to screen and work with potential entry-level employees prior to making a full-time commitment. Moreover, if the Intern becomes part of your team they have already screened your company and received on-the-job training, reducing your training outlay and risk of turnover.
  • Interns can help you meet important project or task deadlines: There are always projects or tasks that you need help with or are struggling to complete. Utilizing an Intern offers you an eager helper to meet your most pressing deadlines.
  • Interns are productive, courteous and trying to make an impression: Your company can capitalize on the convenience and flexibility of hiring additional staff during peak seasons, without the issues that often come along with short-term hiring.
  • Your company can gain brand advocates and free advertising: The best marketing tool is social media. You can expand your company’s online presence in an organic way as the Intern posts online about their favorable experience with your company.
  • Hiring an Intern can develop your existing team: Junior-level managers within your organization can gain supervisory experience by working with Interns. By screening Interns, your company can grow its pool of qualified candidates for future recruiting needs.

Hiring an Intern is a great opportunity for your team, and for the future graduate! Aclivity has teamed up with Lew’s List (https://sites.google.com/site/lewslist) and Colorado Universities to identify and recruit developing talent in the Accounting and Finance fields. We would be happy to leverage our connections to help you find the right Intern!

LinkedIn

The Value of Using LinkedIn

Becoming a member of LinkedIn can be a great way to network, find jobs and promote your business!

LinkedIn is good company to be in:

  • The LinkedIn community has grown to over 200 million users around the world
  • The average LinkedIn member has an average annual household income of $109,000
  • Two people create a LinkedIn profile every second!
  • Nearly 50% of LinkedIn members have decision-making authority for their companies
  • The people on LinkedIn are there primarily to network or grow their business

LinkedIn allows you to:

  • Show people where you’ve come from and who you are; it’s an online resume that can work for you all day long!
  • Get others to endorse you via online recommendations that back up claims you make about your professional abilities and character
  • Share links, images or documents that demonstrate work you’ve done
  • Get introductions to potential employers, colleagues, or clients in your field
  • Directly search member job postings
  • Join various groups that align with your interests and participate in discussions. Having an interest group in common with another LinkedIn member is one way you can invite others into your network and have access to group job listings.
  • Be more connected than you could have ever imagined. In business, it’s all about who you know. With LinkedIn, you can benefit from the connections of people you know and benefit others with your connections.

To get started on LinkedIn, you’ll need to:

  • Know how you’d like to use LinkedIn. Are you directing people to your website? Are you looking for employment? What you want out of the social network will determine how you use it.
  • Create a login and take the time to create a profile that demonstrates your unique strengths and experience.
  • Check in frequently and make connections to resources that align with your current or desired field.

With a few  basics in place, you can market yourself or your business worldwide!

If you’d like more help getting started on LinkedIn, email amy.mead@aclivity.com to receive information on upcoming training workshops!

Working with Aclivity

The Aclivity interviewing and placement process streamlines the challenging task of finding the right career or candidate. When you join up with Aclivity, you’ll have our national recruiters working together on your behalf—connecting you with the right people and the right opportunities at the right time!

Clients, we save you time and money:

  • We free you from the work of posting and renewing employment ads, reviewing resumes, setting up and conducting interviews
  • We bring resources right to you; offering well-screened, position-appropriate candidates
  • We build your team and meeting your project deadlines – without the hassle of finding the right help
  • We adapt our placement services based on your specific needs. Need help locating qualified candidates, but want to handle the interviews yourself? No problem! Need a short-term consultant? We’ve got one! Our recruiters are flexible experts and will take on the parts of the hiring process that you don’t have the time, or resources, to manage.
  • We get clear on your needs up front! Our recruiters are great at helping you to define your needs, outline your goals, and clarify requirements and prerequisites of the role you need to fill.
  • We understand that sometimes skills aren’t everything! We get to know your company culture—and our candidates’ behaviors and proclivities—to find the right fit for your team. Our candidates are interested in actively developing their skills, and in the right environment, they—and you—thrive!

Candidates, we make your job search easier:

  • We get to know who you are and what you bring to the table before trying to fit you into an available position. It’s important to us that you find a job that fits to ensure that you’re happy and that you’re offering our clients the expertise and professional attitude that meets their specific needs.
  • We represent your interests and needs in a market that can often be impersonal and difficult to navigate without the right personal connections.
  • We leverage our well-developed professional network to market your expertise to a trusted community of successful clients.
  • We offer support throughout your career! Our Career Services include educating you on the ever-changing job marketplace, mentoring you on career development goals and coaching you on creating a resume that highlights your unique experience and skill set.

At Aclivity, we believe in building relationships that endure. That’s why we consistently offer well-targeted connections between candidates and clients. We succeed by helping candidates put their unique skills to work and by offering our clients stable, qualified talent. And, we stay connected over the long term, so you know that when you need us, we’re here to help! Contact us when you are looking for a new job opportunity or star-candidate. Our placement and consulting expertise will help you succeed!

Why Employers Should Use Recruiters

Many managers would say that 90% of their success in their management role depends on the performance of the employees on their team. From this vantage, hiring the right people is a key to any company’s success. When you know you need help—the right help—it can be difficult to spare the staff, time or focus to search for the needle in the professional haystack.

When you need top talent, using a recruiter is a great idea!

  • Recruiters are the right tool for the job: If you need your car fixed, you take it to a mechanic. If you are sick, you go see a doctor. If you need outstanding human resources, you hire an agency that succeeds by leveraging their network of talent to meet client’s staffing and consulting needs.
  • Recruiters help you define what you’re looking for: A recruiter can help you flesh out your position description, understand the market rate for the role you’re filling and connect you to pre-screened, available talent.
  • Recruiters keep employers focused, saving time and money: For companies without a dedicated Human Resources department, finding new talent is not always the best use of time or energy. Recruiters save employers the distraction (and cost!) of hours spent evaluating resumes, managing online postings, scheduling interviews, testing basic skills—and then doing it all again every time a position opens up or turns over.
  • Recruiters know where to look for talent: Recruiters have the data-mining tools, subscriptions and network you need to find the right employee for the position you are filling. Recruiter’s networks develop with an eye for finding, and keeping in contact with, the best available talent.
  • Recruiters are less likely to lose the best candidates: The talent you are looking for should be handled with care. When a recruiter finds the one best candidate for an open position, they have already done their homework. Recruiters know the types of positions or companies the candidate is most interested in. Recruiters know the job market and what your competitors might offer the candidate for a similar role. And, recruiters can encourage the candidate that’s best suited to the position that it’s a good idea to join your team.
  • Recruiters produce risk-free results: Recruiters work on a contingent basis. Though they have no control over the actions you take to ensure the success of a placement, recruiters guarantee their placements. There is no risk since you pay after your needs are met!

When you’re looking for your next great employee, contact Aclivity! Our Five-Star Client Promise (www.aclivity.com) guides all of our actions, guaranteeing you a great recruiting experience. Call us today and let us put our network of Finance, Accounting and IT professionals to work for you!

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