(Summary of participants’ ideas at AMEX Chicago Conference October 2005)

From large corporations to small businesses, the ability to keep valued employees around year after year is becoming an ongoing challenge. Successful companies develop a multi-pronged approach to recruitment and retention of valued employees. Being able to understand why employees leave is a great place to start learning how to retain them. With lack of better pay, benefits, new challenges, development and recognition topping the list of reasons why employees leave their current positions it is obvious where employers need to start. While most companies might be reluctant to start rethinking salaries there are some small ideas that have a big impact on employees. Understanding and implementing the Seven Keys to Becoming a Preferred Employer offers any business, large or small, the basic tools necessary to build higher employee motivation and morale.

The Value of Small Business:

The US Small Business Administration says that small businesses create two of every three new jobs, produce 39% of the gross national product, and invent more than half the nation’s technological innovation. Small business owners and their workers are focused and immensely proud of what they do and are passionate about their businesses. They also learn to be risk takers and innovators.

Small business owners and their key employees are masters of dozens of disciplines and perform their intricate balancing act like pros. They know that their ability to make rapid decisions and implement course corrections is their key to success. Their advantages of leanness, maneuverability, innovation, and customer focus mold them into steady enterprises that earn a significant return on investment year after year after year.

The values of small business that stood out the most between the three seminars in Chicago represent these facts. Flexibility and the personal aspects of small business were both mentioned at all three seminars. Other input included:

• Access to management
• Employees are more capable of making a difference
• Quick decisions and fewer rules

The Value of Travel Business:

The number of jobs in the travel industry is increasing at the rate of some 50,000 a year and tourism is slowly becoming one of the most important industries in the world. Even as one the world’s leading industries most travel businesses are still small businesses.

The work of travel industry employees is essential to the operation of the industry because it is through them that reservations are made, travel products and services are sold, customer problems are solved and tours are conducted. Working in the travel industry is hard work–but rewarding, and the potential for advancement is very likely for the dedicated and determined employee.

The travel industry has its own benefits that set it apart from most other industries. These benefits allow travel industry employees to explore many different aspects that make not only a travel business great, but also a small business great. The benefits of the travel industry that were mentioned at the three seminars in Chicago included the actual travel and discounted travel benefits and the creativity allowed at work. The challenging aspects of travel related jobs were also a top benefit relayed at the seminars.

Why do people change jobs?

Our teams discussed factors that affect staff retention and recruiting. Studies suggest the average person entering the workplace today will have worked for at least five different firms by the time they retire. Of the 1600 employees polled, a quarter say they expect to spend just a year or less in their job, with under half (49%) planning to spend less than three years in their current role. The study also says one-fifth (19%) of employees are unhappy in their current job, with a further 33% considering their future.

According to recent findings, the key reasons for people leaving their jobs are:

1. Better pay/benefits elsewhere (39%).
2. New challenges (33%).
3. Opportunities for career progression/promotion (28%).
4. Lack of recognition for current contribution (20%).
5. Lack of development opportunities in current role (20%).

Our theory was that if employers understand the needs and wants of their staff they can create an attractive workplace. Benefits to a pleasant and happy workplace are that happy employees are more loyal and productive employees. The absenteeism and tardiness rate may decrease as people look forward to going to work. The turnover rate may decrease, as employees feel content and loyal to an organization

The challenge at work is to create an environment in which people are motivated about work priorities. Feeling valued by their supervisor in the workplace is the key to high employee motivation and morale. Feeling valued ranks right up there for most people with liking the work, competitive pay, opportunities for training and advancement, and feeling “in” on the latest news. Building high employee motivation and morale is both challenging and yet supremely simple.

The seminar groups in Chicago brainstormed over the Seven Keys to Becoming a Preferred Employer. These Seven Keys are:

1. Work/Life Balance
2. Staff Responsibility/Control of Own Work
3. Show Respect & Appreciation
4. Have a Clear Path to Growth/Supportive Supervision
5. Training/Opportunities to Grow
6. Equitable Benefits/Compensation
7. Nurture a Corporate Culture That Fits/Fun

Workers in the United States tend to work longer average annual actual hours than most advanced industrial economies, according to 2002 data from the Organization for Economic Cooperation and Development. To encourage a balance between the office and family is one of the top ways to retain employees and make the office environment more enjoyable. Flexible schedules, paid time off, working from home with virtual offices and setting one’s own hours are just four simple ideas that the seminar members mentioned could help them with their work/life balance.

Employee control over work can reduce stress and enhance motivation and growth. Several key findings have prompted employers to search for ways to give workers a greater sense of control, to improve health, productivity and morale. Allowing employees to work within a team to get tasks done, to take direct action to improve client relations, and to have more control with where and when they work all contribute to staff responsibility.

Although many people claim they are quitting for a better paying job elsewhere, survey after survey shows that a lack of appreciation and recognition is a primary reason why people quit their jobs. To begin programs that express appreciation for employees can be as simple as a pizza party or thank you card with gift certificate. One member of the seminar group shared the way that she appreciated her employees. From the first day on the job she would observe her new employee and take notes on the employee’s actions and accomplishments. On the one year anniversary of the employees hire date she would present them with a personal letter commending the employee for all the success that person had over the year. It was those very notes she had kept from the beginning that made it possible for her to recall the minute details and let her employees know that when they did something well, even something small, someone was watching and appreciating it. These are some other ideas from the seminar to help with employee appreciation:

• Pot lucks
• Time off with a day off certificate to win
• Pizza or lunch
• Gift certificates
• Public praise
• Balloons to pop to find notes for prizes or money
• Birthday cards
• Air tickets,
• Public and private thank you
• Recommendations from coworkers for recognition

In supportive supervision the primary problem is worker morale and job satisfaction. Workers are seen as facing a variety of job-related stresses which, unless they have help to deal with them, could seriously affect their work and lead to a less than satisfactory service to clients. For the worker there is ultimately the problem of ‘burnout’. Many individuals at the seminar were interested in supervisors who knew them and their interests. They also wanted employers to provide clearer instruction on how to grow within the company and regular updates concerning the company itself like profitability and sales growth.

Jobs are becoming increasingly complicated and higher levels of education are required for new employees. At the same time induction training for those taking on new jobs is becoming shorter. Most jobs since the 1990s have become more complex. While this makes it reasonable to demand that employees have a good level of education, it would also be reasonable to expect new employees to be given a longer period of induction training to get to grips with their new tasks. There were some very popular ideas to improve training on the job and in the workplace:

• Destination specialists courses together
• Trainer comes in on Saturday
• Web training

With health care costs rising and company benefits on the decline there was almost a singular opinion on this topic. The participants all agreed they wanted good benefits and wanted the company to contribute more to them. In an age where taking care of your employees has gone out of style, mostly due to extreme costs, company benefits is the one area where most will agree they need the most support. From healthcare to child care, company’s benefits help retain employees for the long haul.

A culture is the values and practices shared by the members of the group. Company Culture, therefore, is the shared values and practices of the company’s employees. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors. Some studies report the difference at 200% or more. Here are some characteristics of company cultures that others have used successfully.

• Fully empowered employees
• High integrity workplace
• Strong trust relationships
• Highly effective leadership
• Effective systems and processes
• Performance-based compensation and reward programs
• Customer-focused
• Effective 360-degree communications
• Commitment to learning and skill development
• High degree of adaptability
• High accountability standards
• Demonstrated support for innovation

With a better understanding of why employees value the small travel business and what they want from their careers, employers now have the tools to create an efficient and desirable workplace. Working in the travel industry is hard work, even for the dedicated and determined employee–but rewarding benefits create content employees that are more loyal and productive. Using the Seven Keys to Becoming a Preferred Employer will help any small business owner retain those valued employees. From work/life balance, appreciation, growth opportunities and equitable benefits, the seven keys provides a usable plan to developing a happy work environment.

For more information, please email the facilitator, Marty Robinson, at marty@travelcareernetwork.com .

What attracted stellar employees ten years ago is not what will attract them
today. Recognizing that values change was the impetus for my research over
the past six years into trends in the employment marketplace. Employers have
focused on the needs of the “Baby Boomer” generation because they comprised the majority of employees for the past decade. Now they will be moving out of the workplace and the “Gen X” generation will be the predominant employee. These two generations are very different in approach and values in their lives and employers must adjust.

I am sharing a portion of my research which indicates the values of Gen Xers and my thoughts on how that affects the marketplace.
I would welcome your comments or questions based on your experiences. Please
email: Marty Robinson.

Staffing for the future – see the chart for a current survey of Gen Xer’s (born 1960-1980) values. Read article below for how this affects staffing.

Gen Xers, born between 1961-1980, are now in their mid 20s to early 40s. They are entering the prime years for growth and creation. Many have started families and those who have not, seem to plan to do so in the next few years. Both men and women are working and having fun with a balance between work and play is paramount for them.

These are the leaders of the future, and their needs are very different than the Boomer generation that preceded them. Looking at their responses in relation to employment, we see a generation that wants autonomy in the way they get the job done. They are focused on results and appreciate having a clear picture of the goal so that they can structure the path to it as they see fit. They appreciate positive feedback when they do well. Internal support in the form of cooperative coworkers and training is important to their success. A negative atmosphere, lack of direction and fear based management turn them off.

They want to grow in their work life, whether it is through starting their own business, managing their own projects, acquiring new training and skills or living in another culture. They especially want to grow in their personal life with most of them giving their family and friends a high priority. Parents want the opportunity to be home with their young children, whether it is full time or working part time at home or on the job. Many suggested that telecommuting was a boon to them and that being able to set their own hours a real advantage. They have no problem working for others and staying in touch, just that they want to do it based on their schedule.

Having fun in their work is essential. They want to be passionate about what they do and enjoy the time they spend working. As employers, it is important to create a positive, fun work environment where employees feel part of the team. The work must be creative and changing as well as having engaging activities within the organization. Getting family involved in the work environment is important to Gen Xers, as they want to share their work with their families. They generally work quickly and are focused and want to leave when the task is accomplished. Unlike Boomers they see no reason to put in hours that are not essential.

Gen Xers are concerned about the current economic climate, but they have never had it easy and are pragmatic about changes. Many indicate they are staying where they are because of the poor economy. It seems likely this will change as the economy picks up and employers would be wise to treat their valuable Gen Xers well during these times. While Gen Xers are not loyal to the company, they are loyal to individual leaders and will commit because of their personal influence. Understanding these differences about Gen Xers will be a key to recruiting and retaining them in the future.

(From Masters thesis, July 2003, Marty Robinson; reprint with permission only)

Does your office staff have conflicts? Do you sometimes wonder where your co-workers are coming from? Here are some characteristics of the very different generations in the workforce today. Maybe some of the conflict is because of different generational orientation.

Veterans (Born 1922 to 1943)
52 million, depression and war
Key Issues:

• Security, risk adverse
• Disciplined, conservative
• Past oriented, history, law & order
• Consistency and uniformity

Baby Boomers (Born 1943 to 1960)
76 million, largest generation until that point
Key Issues:

• Consensus, personal growth, work oriented, success driven
• Sandwiched between aging parents and children
• Debt, lack of savings, lack of time

Generation X (Born 1960 to 1980)
51 million – smallest generation
Key Issues:

• Independent, little loyalty, confident, materialistic
• “give it to me straight” attitude
• Challenges, life balance, training important
• Informal atmosphere, flex scheduling

Gen Y (Born between 1980 to 2000)
Largest generation, surpassing baby boomers
First to grow up exclusively in digital age
Key issues:

• More responsible
• Global orientation
• Different family forms “normal”
• See training/skills/ability as their responsibility
• Constant and turbulent change is normal

• Resume Writing Basics
• Telephone Interview Preparation
• Interview Questions
• What Is The Right Answer?
• Presenting Yourself Effectively
• Interview Preparation Ideas
• Reasons For Not Accepting A Counter Offer

BASIC RESUME CONCEPTS

Personal Profile

A couple of sentences that sum up your strong points and will be proven by the rest of the resume.

Key Skills and Attributes
4-6 bullet points highlighting skills
List in order of importance to targeted or current job

Work Experience
Dates, Employer’s Name, Job title
Start with most recent job
Up to 6 bullets showing main responsibilities and tasks for current job, less for previous positions
Quantify results
Summarize old jobs & career breaks
Consistent formatting, clear and simple
Try for 1 page, use large enough font -12pt best, and white space

Education
Most recent & most relevant with highest level completed first. If recent grad this info can be first, above work experience

Technical Skills
Optional, can include special background relevant to job

(Do not need references or objective; be sure your name and contact information is on all pages-2 page maximum)

TELEPHONE INTERVIEW PREPARATION

A telephone interview is normally based upon a request by the employer who wishes to personally screen the candidate by a telephone conversation before proceeding with a formal face-to-face meeting. This is simply a convenient way for the employer to quickly and efficiently target his area of interest in the candidate’s background, and is routinely used by our out of town clients.

The candidate should consider that a telephone interview is just as important as a personal interview and prepare for it just as one would a formal one. Your goal is to arouse the interest of the employer to the extent that he, at some point in the phone conversation, states that he is interested in seeing you in person! This may be set up during the phone conversation or through the recruiter when he is de-briefing the employer. It is very important that you call the recruiter with feedback as soon as possible after the phone interview so that he is informed when speaking with the employer.

Since a telephone interview is normally brief it is essential for the candidate to listen to each question posed by the employer and answer it as fully and completely as possible. Realize that if an employer targets a specific area of skill or experience, that specific area is his prime area of concern at that time. Use brief incidents to illustrate your points as this will help your responses stick in the employer’s mind after the conversation. Although the focus is on the questions by the employer, the candidate should attempt to determine some preliminary information about the position involved (e.g., major responsibilities) – just enough so that the candidate shows enough interest in the opportunity to secure a personal interview with the employer.

Remember to use all your interviewing skills such as smiling when you speak, sitting alertly, focusing on the interviewer, etc. Your attitude comes across in your voice, so make sure your phone interview is a professional as your in-person one will be. Try to find an appropriate setting and time so that you are not disturbed during the conversation. Once it appears that the interview is coming to a close (unless the employer has indicated that a personal interview will be arranged), you may properly inquire: “What is the next step?” or “Where do we go from here?”. In telephone interviews (as in personal interviews), the follow-up is essential – after you call your recruiter with interview feedback, send a thank-you note to the employer.

INTERVIEW QUESTIONS

While there are no “right ” answers, it is important to know what your response will be if asked.

1. Why are you thinking about making a change?
2. What did you most/least enjoy about your last position?
3. Rate in importance to you four factors in choosing your next position ( i.e. salary, benefits, hours, environment, commute) .
4. What type of reference do you think your previous employer would give?
5. What do you think it takes for a person to be successful in a (retail/corporate/management/sales) etc. position?
6. What specific strengths will you bring to the position?
7. What do you feel you were weakest at in your last position?
8. Where do you see yourself three years from now?
9. What do you do when you are having trouble solving a problem?
10. Describe the best boss you ever had.
11. What is your current boss’s title/functions?
12. What might your boss do to be more effective?
13. Describe your management style.
14. Describe a typical day at your current job.
15. What do you know about our company?
16. Why do you think you would be effective here?
17. Describe your most significant contribution since you’ve been in the business world.
18. Describe a situation when you were able to influence the actions of others in a desired direction.
19. Describe your biggest failure and how you handled it.
20. Describe yourself, what are you like both inside and outside the office?

Following are additional questions requiring specific examples to provide credibility to your answer. Structure your answer including the example incident to be no longer than 2-3 minutes. As you finish, ask the interviewer if they would like more detail.

1. Describe your ability to work as part of a team. Example?
2. Describe how you deal with human relations problems. Example?
3. Describe your handling of time management, leadership capability, delegation, negotiation.
4. Tell me about your ability to handle and control stress, personally and in others (employees).
5. Explain how you communicate, sell ideas, sell ideas when met with resistance. Example?
6. How would you judge your level of self confidence. Example?
7. Tell me about your ability to create and innovate. Example?
8. What do you feel are your weaknesses? Example?
9. What do you feel are your strengths? Example?

To develop a clear example, try the following three part outline:

• ldentify and describe the situation you handled.
• Describe the actions you took to resolve the situation.
• Describe the end result of your actions, including why your strategy was successful.

WHAT IS THE RIGHT ANSWER?

Be better prepared for the following key questions.

1. TELL ME ABOUT YOURSELF.
   Make sure your first words impress favorably. Have a concise 2 minute reply -perhaps on your education & work experience, then bridge to why you’re right for job. Have one memorable statement. Don’t fudge facts!
2. WHY ARE YOU ON THE JOB MARKET?
   Be honest, direct and quick with your reply. Do not say negative things about your former employer. Even if you were fired the best answer is the honest one.
3. WHAT CAN YOU DO FOR US?
   Show evidence that you have researched the company and position; shows you are disciplined and prepared. Use the library and industry resources, the company wants to feel you are interested in them, not just a “job”.
4. WHAT ARE YOUR STRENGTHS?
   High energy level? enthusiasm? assertiveness? decisiveness? maturity? Back assertions with evidence, don’t be too narrow or say “I can do anything you need”. The age of specialization is over, you need to show you are flexible and adaptable to a fast changing world.
5. WHAT ARE YOUR WEAKNESSES?
   An overuse of strength is best; show you profited from your mistake. Example: “Sometimes people mistake my decisiveness for impatience, but I have learned to watch how I express things.”
6. WHAT TYPE OF BOSS DO YOU LIKE?
   Don’t knock your last boss; this is a check for boss conflicts. Be honest, but positive. This answer shows whether you have an overall view of the company and knowledge of other than your own function.
7. WHAT ARE YOUR MOST SIGNIFICANT ACCOMPLISHMENTS?
   Be prepared, write down five things you are proudest of and define them with numbers-specific-if possible.
8. WHAT SALARY ARE YOU LOOKING FOR?
   Don’t bring up pay in initial interview, this should be brought up by the employer in a second or third interview. When pressed give a range; don’t low-ball showing lack of confidence in your worth or high-ball scaring off an offer.

An employer may test you on technical questions or ethics. If an employer asks for your questions be ready with job content, why job open, expectations, etc. In parting, summarize why you would be right for the job! Be prepared and practice; help yourself get winning interviews.

PRESENTING YOURSELF EFFECTIVELY

1. Establish empathy with and discover the needs of the employer by asking questions.
2. Enthusiasm – leave no doubt as to your level of interest in the opportunity. Put yourself in the position of turning down an offer rather than having no offer made.
3. Technical interest – show that you love what you do and you do it well.
4. Confidence – be sure of your abilities, and relay that confidence to the employer.
5. Intensity – make sure you don’t come across as “flat”, the person with fire in their eyes excites the employer.
6. Build your case:
   • Present your background in a thorough and accurate manner.
   • Gather data on the company, the position, the industry, and further growth possibilities.
   • Link your abilities with the company needs.
   • Build a strong case for why the company should hire you, using the information you have gathered by asking questions.
7. Talking/answering questions: short version vs. long version – it is usually best to give the short version first then ask if they want more depth. Don’t talk too much and talk yourself out of a job.
8. Money – Answer the question of what you are currently earning with a statement such as “I am currently in the “high 20s”, and I am expecting my annual review next month which should put me in the “low 30s”. To the question of what salary do you want in order to join this company, say the “opportunity” is the most important issue, not salary and that if we decide to work together, I ‘m sure you will make me a fair offer. If pressed, give a salary range.
9. Proper dress – dress the part of the job you want. It is better to be overdressed for an interview than underdressed. Wear a suit or business-like dress, make sure your shoes are clean and shined, and personal grooming should be understated.
10. WIIFM – “what’s in it for me” is what everyone is focuses on – especially a potential employer. NEVER bring up the issue of money or benefits in a first interview. Take the JFK approach “Ask not what your “company” can do for you, but what you can do for your “company”

lNTERVIEW PREPARATION IDEAS

A. GENERAL SUGGESTIONS
Be appropriately dressed and groomed for the job, company and industry culture. Be self assured enough to put the interviewer at ease. Sit and walk upright and look the interviewer in the eye. SMILE! Be concise, don’t over-explain; ask “is that what you wanted to know?” Listen actively, show interest with your eyes and facial expressions.

B. PREPARE AN INTRODUCTORY VERBAL RESUME OF YOURSELF
Be prepared to answer questions about yourself, your goals, past accomplishments, etc. Demonstrate with concrete examples desire and enthusiasm to grow and learn, maturity and readiness to take on responsibility, positive attitudes toward management, commitment and involvement-doing more than job requires.

C. LISTEN TO THE COMPANY EXPLANATION OF THE POSITION, THEIR OPERATION, MAJOR RESPONSIBILITIES, ETC.
Your goal should be to find out as much as possible about the position, it’s responsibilities, and the company’s overall goals, challenges, history, and senior management.

D. RELATE YOUR EXPERIENCE AND BACKGROUND TO THE POSITION DESCRIBED
Give specific examples of achievements at work, focused on results not activity – about 1 minute each.
Show how you can provide the employer with a return on his investment by hiring you-how you can add measurable value to the company.
Show your knowledge of the industry-personal contacts, products, the marketplace, technical language and industry practices.
Phrase your reason for leaving your current position in a positive manner.

E. ASKED PREPARED QUESTIONS ABOUT COMPANY, POSITION, ETC.
Ask about relevant issues – job responsibility, management practices, assignments of co-workers, performance reviews, etc.

F. CLOSE INTERVIEW
Get a commitment to the next step, where do we go from here, etc. Ask if you can provide additional background on yourself.

G. ALWAYS FOLLOW UP WITH A THANK YOU NOTE TO THE INTERVIEWER

DON’T

1. Be too aggressive or arrogant
2. Apologize for all of your shortcomings
3. Argue with your interviewer
4. Avert your eyes; slouch; mumble
5. Fiddle with your hair, glasses, pen, or clothing
6. Criticize former employees, bosses or co-workers

REASONS FOR NOT ACCEPTING A COUNTER OFFER

1. What type of company do you work for if you have to threaten to resign before they give you what you are worth?
2. Where is the money for the counter offer coming from? Is it your next raise early? All companies have strict wage and salary guidelines which must be followed.
3. Your company will immediately start looking for a new person at a lesser salary.
4. You now have made your employer aware that you are unhappy. From this day on, your loyalty will always be in question.
5. When promotion time comes around, your employer will remember who was loyal, and who was not.
6. When times get rough, your employer will begin the cutback with you.
7. The same circumstances that now cause you to consider a change will repeat themselves in the future, even if you accept a counter offer.
8. Statistics show that if you accept a counter offer, the probability of voluntarily leaving in six months or being let go within one year is extremely high.
9. Accepting a counter offer is an insult to your intelligence and a blow to your personal pride; knowing you were bought.
10. Once the word gets out, the relationship that you now enjoy with your co-workers will never be the same. You will lose the personal satisfaction of peer group acceptance.
11. Decent and well-managed companies don’t make counter offers. Their policies are fair and equitable. They will not be subject to “counter offer coercion” or what they perceive as blackmail.

Do’s And Don’ts of Internet Resumes

1. A career summary, not objective should be in the top half of the document.
2. If you have been working for years and years, list only the past 10 years.
3. Tie your skills to the bottom line. Quickly describe money you have saved the company, increases in sales, or whatever accomplishment sets you apart.
4. KEEP IT SIMPLE! People make snap decisions; if they like what they see at first glance, they will respond.
5. Never include your Social Security Number.
6. Never list references on your resume.
7. Be honest; even the smallest white lie can come back to haunt you.
8. Send the resume in the body of an e-mail, not as an attachment. Some companies do not allow opening attachments.
9. Include your personal e-mail address; NOT YOUR WORK E-MAIL.
10. Save your resume in ASCII (text only) format for e-mailing.

The one thing we agree with is that things will never be the same. The new travel professional is going to be the one with strong client service skills and good travel industry knowledge. The "order taker" is gone forever. The professionals who will remain and prosper are those who go the extra mile to service their clients, i.e. setting up a seat queue to find the preferred seats or continually checking the sold out flight or hotel for space. These professionals will be computer and Internet savvy as computer programs can handle much of this special service.

Computers cannot handle the personal touch and personal knowledge that make the difference to the traveler. We believe that those professionals, who continually educate themselves, who focus on the traveler’s needs and desires while meeting the corporate goals will be those who remain in the industry and prosper. History shows that people buy from people, because they like them and they believe they have their best interests at heart. While this articles focuses on the corporate end of the field, the same is true for the leisure consultant. Bone up on your people skills, as these are the keys to the future.

Marty Robinson CTC, CPC
June 2008