Would You Hire An Ex-Con?

Many of my seminars are to people in the building trades, and the question often comes up as to whether or not to consider people for employment who have a criminal past. You need to know if it was an arrest versus a conviction, and if it was a felony versus a misdemeanor. Remember that not all criminal punishments are created equal, and different laws in different cities and states carry more weight. You need to know what the exact circumstances were before you even consider hiring them. You’ll want to know if there was any violence or weapons involved. Second, you will want to know how the crime relates to the specific job they are applying for. If they are driving a vehicle or operating equipment, was the conviction for drunk driving? If they are handling money, was the conviction for theft, forgery, or embezzlement? Finally, you need to know how recent the conviction was, and what time was served, if any. If a person was convicted 17 years ago and has a clean record since, I would weigh that in my decision. People do change (but not always), and I have been given many examples from audience members on how ex-convicts turned out to be their best employees because they were given a second chance. A careful reference and thorough background check should be done before hiring.

Does This Resemble You?

When I present seminars for frontline people, and ask them what their biggest time waster is, I often hear their boss is ranked in the top three on their list. It seems the boss keeps interrupting and giving them new demands and new priorities. People tell me they are assigned a top priority, then the next or same day, before they finished the task, they get a new "top priority." As a boss, you must be proficient at letting your people know what your top priorities are, or they get frustrated, confused, and stressed. Of course, you have every right to assign new priorities, but let them know it is okay to put the other priority on the back burner for awhile. Remember stress leads to burnout, which leads to turnover.

Some other frustrations I hear, relative to time is that when the boss is out of the office and then calls in with a new demand, but does not fully explain what they want done. This is delegation without explanation, and employees feel it is just "dumping." Another frustration is when the boss calls them at home at night to discuss work "stuff." Only do this in emergencies. Remember, their job is not 24 hours a day.

A Key Secret To Increase Employee Productivity

In one of my recent seminars on "Turning Around Turnover" we were discussing the flaws and foibles of most performance appraisals. One attendee stated they stopped giving performance appraisals, and instead gave training needs assessments. The idea was to find out what training it would take to improve their performance instead of the usual method of telling people where they needed improvement.

At the end of the training needs assessment, they asked staff to list any barriers to performance. I went bonkers (in a positive way) because he was right on target. In my seminars, I draw a large T on a flip chart and put the word "aids" on the top left of the T and the word "barriers" on the top right of the T. I state that when you have a performance problem, always refer to this diagram. My thinking is if you give employees what they need to do the job such as training, equipment, technology, and take away the barriers, they will do the job. This is a key secret to performance and productivity.