Utah Business Blog

By Ty Kiisel

I recently came across an article published in the Sydney Morning Herald by Ross Gittins. Right out of the gate he suggests, “In the quest to lift the flagging productivity of labour, we can go back to old, failed ideas or move on to new ones.”

I’m pretty convinced that we need to change the way we look at productivity and worker engagement if we really want to help project teams (and the larger organizations they are a part of) be successful. Gittins argues that although monetary incentives might, at first glance, make a lot of sense, it doesn’t get much traction in the real world. “Workers do care about pay, but they care less about the absolute level of their pay than about its relative level—that is, what they’re getting compared to what others are getting, particularly those they consider their equals. In other words, play favourites with pay and you’re just as likely to create dissatisfaction as satisfaction.”

If that’s the case, what do the industrial psychologists say is important? According to Gittin (an I tend to agree), “…most workers want to work in an environment in which they can trust their bosses and be trusted by them, where they can give and receive loyalty.”

Some interesting Canadian research from the University of British Columbia seems to validate this. “…life satisfaction—happiness—is significantly higher among workers who work where they rank management trustworthiness highly,” say researchers John Helliwell and Haifang Huang.

“For example, the roughly one quarter of surveyed workers who rated trust in management nine or 10 on a 10-point scale also rated their satisfaction with life at 8.3 on a 10-point scale,” writes Gittins, “compared with the average of 7.5 for the quarter or more who rated trust in management at five or below.”

So what. Does it really matter if people are happy on the team? They were hired to do a job—not have fun—right?

Although I think we can all agree that businesses exist to make profits, “…longitudnal research finds that happier people tend to be more successful in all dimensions of their lives—their incomes, their careers, their health and their relationships,” writes Gittins.

I don’t think it’s too hard to connect the dots and recognize that successful individuals make successful teams—and organizations. To create a satisfaction-inducing workplace, British psychologist Peter Warr has identified five important factors that Gittins has kindly outlined for us:

1. Give team members some autonomy: This means giving people some control over how they tackle problems, apply skills and envisage outcomes.
2. Allow people some diversity in the tasks they perform: “Many jobs are naturally varied, but highly repetitive jobs are soul-destroying,” says Gittin.
3. Balance freedom and supervision: According to Dr. Warr the ideal ratio of positive to negative feedback is about six to one.
4. Foster an environment that encourages respect and status: When people feel that their roles are respected, it engenders feelings of competence and pride. I think this encourages people to step up and take ownership of what they do, which improves their performance.
5. Define expectations: Make sure everyone on the team knows what’s expected of them and what successful achievement looks like. At the beginning of every quarter, my boss and I sit down and identity what the successful completion of the projects I’m responsible for looks like. There’s no question in my mind at the end of the quarter whether or not I’ve met those objectives.

“It’s not hard to believe that successful people are happier, but this is saying the reverse: being of a happier disposition tends to make people more successful,” writes Gittin. “More specifically, happy workers make more money, receive more promotions and better supervisor ratings, and are better citizens at work.”

I’ve noticed over the last year or so that outside of the US, worker happiness is a big deal that is talked about on a regular basis. I think it’s something we should be talking more about here. Happy workers are more productive workers. Unhappy workers are always looking for their “next” job.

What are you doing to create an environment where project team members can be happy?

Ty Kiisel of At Task, Inc.

As an “accidental” project manager and marketing veteran with over 25 years of experience, Ty writes about project management, leading teams, and basically getting work done. His blog, Strategic Project Management, is sponsored by AtTask, Inc., an industry leader in project and portfolio management (PPM) and a pioneer in social project management, which combines the power of social networking with the structure of project management. Ty’s blog is syndicated daily on Alltop, CIOZone, Gantthead, and IT Toolbox. He also writes a regular tips article for IT World. Ty makes the concepts and best practices of managing project-based work accessible to both the expert and novice (or accidental) project professional by weaving personal experiences, historical references and other anecdotes into daily discussions around effective leadership approaches that maximize the effectiveness of project teams. His weekly podcast, TalkingWork, introduces successful work management practices with an entertaining and informative format including interviews with industry experts and successful business leaders. Ty is currently contributing to two books to be released later this year, The Project Pain Reliever and Business Driven PPM.

By Suzy Jessen, Director, Global Talent Acquisition at Ancestry.com, Inc.

Getting a call to come in for a job interview is an exciting moment. Everyone wants the opportunity to show what they can do face-to-face versus only being seen on a resume. As a recruiter, I expect and hope that each interviewee is prepared and ready to face the challenges of an interview and demonstrate why they would make a valuable addition to our team. I also hope they avoid the traps that can ruin their chances of selection.

In my experience, there are some common mistakes that many people can make during the interview process, including:

1. Not preparing for an interview

A phrase that is often repeated about preparation is, “Proper prior planning prevents poor performance.” This is as true about a job interview as any other life situation. Prepare answers for the types of questions you feel you could be asked. Do your research on the company you are applying for – know what they do and its history. Understand the qualifications for the position and be able to explain how and why you are qualified.

2. Showing up too late or too early

While it is important to show up on time, make sure not to show up more than 10 minutes before an interview. If you arrive too early you may be taking the employer away from their valuable schedule when they had other items planned for that time. Arriving late will show that you aren’t a punctual person and that you don’t respect people’s time, or that you value the job opportunity.

3. Asking about salary or making special requests

There is a time and a place for salary negotiations and making requests, but a job interview is not that place. Starting a salary negotiation prematurely shows the interviewer that you value money over the opportunity to work for their company. When you make special requests early on in the interview process, the interviewer may question your motives or allegiance.

4. Talking negatively about previous supervisors or co-workers

At your last job you may have had the worst boss on the face of the planet, but an interview is not the proper place to air out your list of grievances. If you are asked why you left your last job, don’t say, “Because my boss was a jerk.” Though it may be true, employers want to hire someone that can speak eloquently and intelligently about the real cause for leaving.

5. Not following up

Follow up is the key to many work situations, but it is also very important in a job interview. When you follow up it shows that you have a sincere interest in the position and it sets you apart. Leave a written thank you note to show that you appreciated the interviewer’s time. Sending an email to ask if they have made a decision after the date you were told a decision would be made is appropriate. For many employers this leaves a lasting impression that can go a long way.

If you’ve successfully secured an interview you know that the company was impressed by your cover letter and resume and that they are giving you serious consideration for the position. However, the work doesn’t stop once you’ve secured the interview. Be prepared. Don’t get so close to the finish line and blow it by not being prepared and failing to demonstrate your value and why you would be an asset to the company.

About the Author

Suzy Jessen is the Director of Global Talent Acquisition at Ancestry.com. In this position she is responsible for global recruitment and talent acquisition management and attracting top talent at all levels. Jessen has more than 16 years of combined experience in executing recruiting and human resources operational strategies.

To contact Jessen or to learn more about jobs with Ancestry.com please visit www.ancestry.com or e-mail Utahjobs@ancestry.com. Note: The opinions and advice provided in this blog are from the author, and do not necessarily reflect those of Ancestry.com.

By Suzy Jessen

Ancestry.com

In my last blog post I wrote about the importance of a resume and how it is (or is not) your ticket in the door for an interview. Most companies, before even looking at your resume, want to know a little bit about you and why you are applying for the position. A good cover letter can be the difference between receiving an interview and having your application put in the stack that will be ignored.

While there are a number of different styles of cover letters and ways to format them, there are a few things that are paramount to making your cover letter stick out.

1. Be brief

A cover letter should be brief and outline your qualifications for the position you’re applying for. Nobody wants to read a long narration of your life’s history. Get to the point quickly and respect the hiring person’s time.

2. Remember that an actual person will read your cover letter

Somewhere in the process of writing a cover letter, applicants will often forget that human beings, as opposed to machines, read their cover letter. You often see applicants write “To whom it may concern” or write in a tone that does not reflect two human beings interacting with one another. Your tone and style should be reflective of who you are. Make sure to do your research so that you know the name and background of the person you are writing to. This will help you know the level of formality your tone and style should have.

3. Reference how you found out about the position and why you are applying

The introductory paragraph is a great place to let your potential employer know how you found out about the position and why you feel that this is the right opportunity for you. Just like on your resume, you should customize this to each position you apply for and use the key terms that you see in the job description.

4. Don’t copy your resume into cover letter form

What is the point of the cover letter if it is the same as your resume? Take the time to differentiate the cover letter. Pick the three most important things you want the potential employer to remember about you and include them. The second paragraph of the cover letter is a good place for this. Be brief in what you say and don’t make it so long that nobody wants to read it.

5. Let them know what you expect from your application

At some point you need to tell the person you are writing to what you want from them. In most cases, what you will be asking for is an interview to further explain why you are the right candidate for the position.

In conclusion, think of your cover letter as a 30-second elevator pitch about why you should be considered for the position you are applying for. You want to include the most important talking points about your abilities as quickly and concisely as possible.

About the Author

Suzy Jessen is the Director of Global Talent Acquisition at Ancestry.com. In this position she is responsible for global recruitment and talent acquisition management and attracting top talent at all levels. Jessen has more than 16 years of combined experience in executing recruiting and human resources operational strategies.

To contact Jessen or to learn more about jobs with Ancestry.com please visit www.ancestry.com or e-mail Utahjobs@ancestry.com. Note: The opinions and advice provided in this blog are from the author, and do not necessarily reflect those of Ancestry.com.

Need to improve your team’s results quickly – but aren’t sure how? You are invited to attend Sales Management Leadership, a fast-paced, well-structured course that features a comprehensive set of sales management skills and tools for maximizing your sales leadership leverage and results. Topics include:

• How to overcome your sales instincts by learning 8 specific decision-making competencies possessed by great sales managers.
• How to become proactive instead of reactive
• Avoiding and managing interruptions so you have more time to coach
• How to increase your ROE (Return on Effort)
• Peak performance coaching techniques to increase team production
• How to improve your communication skills and team morale

Plus, you’ll walk away with tools you need to begin achieving improved results immediately.

The seminar dates are January 11th-12^th at the Hilton Salt Lake City Center.

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Here are a few comments from program participants:

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“Eye opening and it gave me the tools necessary to evolve my organization.”

Kevin Davis

Kevin Davis is the founder and president of TopLine Leadership Inc., which provides customized training programs and services that increase the productivity of both salespeople and sales managers. Since 1989 Kevin has helped sales managers implement new skills and tools for developing an elite high performance sales team. Over 30,000 sales managers have attended TopLine’s Sales Management Leadership workshop. To learn more, visit his company website at www.toplineleadership.com

The gist of the Affordable Care Act of is that it provides buying power for small business owners by allowing them to pool their funds together to receive the health care buying discount routinely given to larger businesses. Even though it won’t be official until 2014, it is already facing challenges and possible cancellation. There are several steps business owners can take before then to reign in employee health care costs and get a cheap insurance quote.

Investigate Wellness Initiatives in the Workplace

The Affordable Care Act promises to provide grants to business of 100 workers or less to offset the cost of implementing an onsite preventive wellness plan. Small business owners should consider several alternatives for implementing it when the funds become available.

1. Decide how to bring awareness to common employee health issues, like stress management, obesity and smoking and put a program in place that encourages employees to voluntarily address these issues. Providing employees with early screening for diabetes, heart disease and other major ailments should be another goal of a company wellness plan.

2. Plan for how to get employees to participate in group sessions, utilize online resources, partake in counseling and so forth by weighing different incentive options.

3. Encourage healthy lifestyle in the workplace by having counseling available, healthier food in the cafeteria, an on-site exercise facility and other options of this nature.

After planning for these initiatives, small employers should seek a cheap insurance quote to get an idea of how much it would cost to implement them.

Discover Available Tax Credits and Take Advantage of Them

Small businesses of less than 100 people that provide health insurance for its employees are eligible to tax credits on their 2011 returns. Business owners should take the time to research all available credit in order to maximize their deductions. These credits are even available to small organizations that are already tax-exempt. Being prepared in advance will make it possible to look for cheap insurance quote comparison.

Don’t Put Off Finding a Healthcare Cooperative Until 2014

The Affordable Care Act will make it possible for small businesses to form health insurance exchanges for the purpose of increasing their health care buying power. Unfortunately, it is a long way off, leaving small businesses to continue struggling with health care costs. There is nothing preventing small business owners from organizing co-ops on their own and searching for cheap insurance quote comparison well in advance of 2014.

Expect Compliance Requirements to Change

The upcoming Affordable Care Act is not without its detractions, including an increase in reporting at tax time. Small businesses can prepare ahead of time by updating W2 forms to include their aggregate cost of sponsoring employee health plans.

By Erika Stewart

Skyrocketing employee health costs are eroding the finances of many businesses. Yet despite the 114 percent increase in the cost of company health plans over the last decade, many chief executives act as if there is nothing they can do to stanch the hemorrhage of red ink.

There’s actually a great deal CEOs can do, if only they would employ the same incentives-driven leadership they provide to every other area of their business. As it stands now, though, all the incentives in employer-provided plans run in exactly the wrong direction. Indeed, if CEOs bought office supplies the way they buy health care, they’d lose their jobs.

Employee health insurance is, of course, a far greater burden on the bottom line. It now represents 8 percent of total compensation, up from 6 percent just a decade ago, and is the third largest expenditure for companies after wages and legally required benefits. Private employers now spend a staggering $518 billion a year on health care.

So how are CEOs failing to lead in this area? Ask yourself the following three questions:

Do you offer your H.R. and benefits managers a bonus or other incentive for reducing employee health costs?
Do you give your insurance brokers and other health vendors a financial interest in lowering the cost of your health plan?
Do you offer your employees financial and other incentives large enough to get them to participate in wellness programs proven to significantly reduce claims?

If you’re like most CEOs, you answered no to all three questions, which flies in the face of everything you learned in Management 101. If you want to achieve a business objective, after all, be it launching a new product or reducing the cost of your company health plan, you need to incentivize your managers, employees, and suppliers to help you succeed.

Here are two things you can do to get control over your firm’s spiraling health costs:

Incentivize lower rather than higher health plan costs. Most employers today buy health insurance from brokers whose compensation is based on a percentage of the total cost of the health plan. When your insurance costs more, they earn more.

You can change the equation in your favor. At the very least, your company can work with brokers on a fee-for-service basis rather than on commission. But even better, you can offer bonuses or other incentive pay to brokers who actually reduce the cost of your insurance.

And don’t forget to get the incentives working in the right direction inside the company as well. Let your H.R. and benefits managers know that they’ll be seriously rewarded for serious reductions in employee health costs. Just knowing that depressed employees incur 70 percent more claims than average, for example, a smart benefits manager might take more initiative to design interventions that reduce those claims, if it is in his or her material interest to do so.

Change the way your employees use the health plan. Of every 100 employees, 25 will have cardiovascular disease, 20 will have high blood pressure, 38 will be overweight, 21 will smoke, and 44 will suffer from stress or depression. This is not only a terrible waste of talent and human capital but also a huge burden on the bottom line. The employer cost of health coverage today is already $7,600 per employee. When you add in absenteeism and loss of productivity from health problems, it’s over $13,000 per employee.

On the bright side, however, it has been well documented that wellness programs can have a significant effect on employee health—and therefore on the employer’s bottom line. Typically an employee who joins the wellness program might pay an insurance premium of, say, $50 per month, whereas the premium would be $100 for a nonparticipant, who essentially pays for the program. This hefty differential accounts for the surprisingly high participation rates in such programs—75 percent or more in many cases—as well as for the outsize savings in employee claims costs, which were found to be 35 percent lower for participants in these wellness programs.

To be sure, the law doesn’t allow premiums to be based on a person’s health condition. But just as insurers give discounts to drivers who take driving safety courses and homeowners who install security systems, so too can employers incentivize healthier lifestyles—and lower health care costs—by reducing premiums for those who participate in wellness programs.

There’s no doubt that a healthier workforce makes for a healthier bottom line. But as with any other corporate objective, to achieve that goal the CEO must incentivize success.

By Darrell Moon

Darrell Moon is the CEO of Orriant, a provider of health care cost solutions based in Sandy, Utah.  He is also a recent Forbes Leadership Contributor

The lean startup model eliminates waste and focuses on customer feedback to build a product or provide a service that people want. The model requires business owners to focus more on knowing who their customers are and understanding how they’ll attract and maintain them.

Given the success of small business owners who have used this model to grow their businesses quickly, it’s become a popular model for budding business owners. However, there are still challenges entrepreneurs should be aware of when following the lean startup model. A few suggestions on how to handle them follow.

1. Be flexible. This is critical when dealing with customers and building your project or service on the fly. Be prepared for customers to change their minds, miss deadlines, and have high expectations. It may seem like a pain but in the long run it will be well worth it when your product or service is customized to solve a customer’s problems.
2. Talk to your customers. Find out what they want and don’t want. Build your product or design your service to accommodate their needs. Allow them to have input on and validate your pricing. Never build a final product and then ask if the customer wants it.

3. Develop a social media strategy. Determine which social media outlet will benefit your company most. For example, if your company is a consumer company, Facebook may work better for you and more effectively get you in front of your target audience.

4. Use a customer relationship tool. This will allow you to keep your customers. It’s a critical component. If you don’t know how to do this, you’ll be a one-hit wonder.

In my experience, the lean startup model requires discipline and focus to adhere to the customer feedback that is so essential to achieving success. When a business owner uses it properly, he or she can avoid a lot of the pain commonly associated with starting a business.

By T. Craig Bott

T. Craig Bott is President & CEO of Grow Utah Ventures. He has provided senior level management advice and council on strategy, marketing and management to hundreds of emerging and expanding businesses throughout the western United States. He directed Ernst and Young’s Entrepreneurial Management consulting services and owned and operated his own successful consulting business for many years.
He has served in a variety of senior operational positions at such companies as Franklin Covey, MarketStar as well as the Utah Governor’s Office. He has operated and led numerous companies in the areas of software technology, consumer electronics, services, and most recently wireless broadband.
He has helped numerous businesses raise investment capital, design product and operational strategies and implement successful marketing and sales campaigns.
He has advised and consulted with numerous civic and community leaders on how best to strengthen and grow their economic and business base and achieve job growth. He has directly advised the Utah Governor’s Office on strategies to strengthen and expand the Information Technology and Aerospace industries of the state.
He is a nationally published author, and as acted as an adjunct professor at Weber State and Brigham Young Universities. He has a degree from Weber State University and a Masters in Management from Brigham Young University.