Mejores Resultados Con el Uso de Imitación

La habilidad de influenciar las decisiones de clientes y empleados es necesaria en el trabajo para muchos individuos. Sin embargo, parece que algunas personas la dominan más que otras. ¿Qué hacen diferente y cómo podemos ser más como ellos?

Para obtener mejores resultados, los investigadores sugieren prestar atención a dos factores importantes: su destreza de copiar y su actitud acerca del producto o servicio que ofrece. Por ejemplo, investigaciones de Duke University del 2007 demuestra que copiar los comportamientos de la otra persona puede influenciar su decisión de comprar.

El estudio revela que hacer un esfuerzo consciente de imitar al cliente y demostrando interés en lo que se le ofrece puede aumentar la posibilidad de cerrar la venta. Estudios similares por Université de Bretagne-Sudclaim indican que imitar a la persona puede aumentar el índice de ventas hasta un 17%.

Imitar es algo que vendedores exitosos ya saben instintivamente. Sin embargo, lo interesante del reporte de Duke es que demonstrar una actitud positiva y entusiasmo acerca de su producto o servicio puede incrementar aún más los índices de ventas.

Lo importante a aprender de estos estudios es no hay mayor poder de influencia que el que obtenemos con nuestra propia actitud y conducta. Preste atención a el uso del lenguaje y el lenguaje corporal de la otra persona y copie su conducta. También enfoque su atención en su entusiasmo y actitud acerca de la idea que le está presentando a la otra persona. Estos pasos le ayudarán a obtener mejores resultados.

Management, Hispanics and Retention

As a part of their strategy to reach out to Latinos, companies have shown a renewed interest in hiring Hispanic employees. But are these companies aware of the cultural shock this strategy will cause? And do these companies know how to manage and keep their newly hired Hispanic workforce?

In 2006, Berkley University published a study of 1,500 store managers and over 100,000 front line employees at a large retailer in the USA. A portion of the study tried to identify the role race plays on employees getting promoted or fired.

The report reveals that the rate of dismissal (people fired) from low-skill, entry-level positions is 60% higher for Hispanics than for Caucasians.  Conversely, the promotion rate for Hispanics is 28% lower than for Caucasians.

Furthermore, when Hispanics have a non-Hispanic manager, that factor alone will raise their rate of getting fired by 18% and reduce their rate of getting promoted by 54%.

Can we change this? I think so, as long as we work together. Non-Hispanic managers need targeted training on how to work with a Hispanic workforce. Together we can learn to appreciate cultural values and improve performance.  Targeted Hispanic Management Training can make a world of difference.

Contact us for information on how to develop a culture of inclusion.

Continue reading

Gestión, Hispanos y Retención

Las compañías hoy demuestran un interés renovado en contratar a empleados hispanos como parte de su estrategia para alcanzar al mercado latino. ¿Pero se dan cuenta del choque cultural que esta estrategia causa? ¿Saben esta compañías como gestionar y evitar perder a sus nuevos empleados hispanos?

La Universidad Berkley publico un estudio de 1,500 gerentes de tiendas y más de 100,000 empleados en una empresa de tiendas en E.E.U.U. Parte del estudio trató de identificar el rol que juega la raza en que los empleados fueran promovidos o despedidos.

El reporte revela que el porcentaje de despedidos de trabajos requiriendo poca habilidad y de nivel de entrada fue 60% más alto para hispanos que para caucásicos. Al mismo tiempo el porcentaje de promociones fue 28% más bajo para hispanos que para caucásicos.

Además, cuando hispanos tienen a un gerente que no es hispano, este factor aumenta las posibilidades de que los despidan un 18% y reduce las posibilidades de promoción un 54%.

¿Podemos cambiar esta situación? Creo que sí, si trabajamos juntos. Gerentes que no son hispanos necesitan entrenamiento dirigido específicamente a cómo trabajar con hispanos. Juntos podemos aprender a apreciar los valores culturales de cada uno y mejorar desempeño. Entrenamiento Dirigido a la Gestión Hispana puede causar el cambio que buscamos.

Job Promotions – Training Makes a Difference

According to the longitudinal study started in 1979 by the US Bureau of Labor Statistics (BLS), the chances for promotion decrease as time goes by. Not only that, but the number of people being promoted isn’t as large as some may think.

The study reveals that from the sample of people being followed over the years, in 1996 (when their age range was from 31-35) 19.6% had received some sort of promotion in the last two years. By 2010 (when they were 36-39 years old), that number went down to 8.3%.

The study tells us that career field made little difference when it came to rate of promotions among men and women. In occupations such as machine operators, assemblers, and inspectors, in which men dominated women in promotions in 1996, promotion rates for men and women were very close by 2010. The only exceptions found were in a) administrative support and retail sales careers and in b) low-skill services where by 2010 women were promoted more than men.

So what, if anything, can we do to enhance our chances of getting promoted?

One interesting number came from the longitudinal study. The 1996 update survey shows that 27.7% of women and 30.3% of men who participated in training since their last interview were promoted. Compare this to only 17.0% of women and 16.4% of men who did not participate in training since their last interview.

Training was not only the second highest indicator for promotions in 1996 for women (the top indicator for women was having a 1-5 year tenure with the employer) but also the top indicator for men and the only indicator over which the employee could have any real control.

The 2010 survey update reveals the same effect training had on promotions, as 15.1% of women and 14.2% of men who participated in training since their last interview reported a promotion, compared to only 8.8% or women and 5.8% of men who did not participate in training.

These numbers indicate that training could be a game changer for employees seeking to be promoted. The important thing here is that training is something both the employee and the company have control over.

Companies interested in promoting key staff members should focus on those individual’s training development plans. If the company does not take action, employees seeking promotions should be proactive and discuss with their employers training opportunities and self-development.

The bottom line is, not many people are getting promoted and as time goes by, the more difficult it becomes to get promoted. While we can’t stop time, there are things we can control to enhance our chances for a promotion, and training appears to be a critical key to our success.

Did you like this article? Follow us on LinkedIn.

At Learning4Managers we provide a large selection of training courses and we can also help organizations develop a targeted training curriculum.

Contact Us today for and take advantage of our free training analysis.

Research on Managers and Promotions

Many professionals aspire to get their next promotion as soon as possible, but what do we really know about how and when promotions happen?

The Bureau of Labor and Statistics in the USA designed a longitudinal study following people from ages 14-22 till ages 41-49. Part of the study looked into in-house promotions of employees working 35 hours a week or more at their company.

 

Among those who were promoted, why were these employees promoted? The surveys reveal these reasons:

  • Reorganization of the company
  • Change in ownership
  • Company growth
  • Others are laid off
  • My job performance
  • It was automatic
  • I requested it
  • Other reasons

The data collected revealed that midcareer promotions happen more often in the earlier days of an employee’s career. By midcareer the chances for promotion are reduced even further. An analysis of the data shows that the chances for promotion declined by over 6% from 1996 to 2006, and an additional 4% from 2006 to 2010. In other words, employees ages 31-35 had higher promotion rates than employees ages 36-39.

It is a common assumption that with a promotion comes a wage increase. However, according to the data, promotions did not always imply raises. About 25% of those promoted did not receive a wage increase.

In our next article, we’ll discuss what these and other findings mean to managers and employees and their expectations for advancement.

For Onsite Training on this and other topics Contact Us Today!

 

TRAINING GREAT MANAGERS – PART 3

What can we do to prevent resignations?

In the first to portions of this report we learned that around 2.5 million workers in the USA quit their jobs voluntarily each year. In the second portion we also learned some of the main motivators why people may decide to leave and why they may decide to stay.

Before we start taking action based on this information, we need to decide if we even want to do anything about it. Some of you may feel like this is simply part of the cost of doing business, while others may think this will never happen to them.

In the first article in this series we learned that there is a real economic impact to losing an employee. Each person that quits can cost the company between $22,297 and $222,975 depending on salary and expertise of the individual. But the cost of resignations goes beyond simply dollars and cents.

What makes things worse for all of us is a discovery made by Right Management in a 2011 survey. The results revealed that three out of four organizations lost people they hoped to keep that year. It is one thing to lose any employee. It is another to lose someone you wanted to keep.

If these numbers are reason enough for you to decide to make an effort to keep valuable employees with you, then we need to discuss what we can do to maximize our retention rates and minimize these high quit rates.

First, we need to recognize that all of the reasons for leaving mentioned in the many different surveys are all matters that we can control or influence. The problem is that companies seldom take a proactive approach to addressing these matters. It simply isn’t in their culture to do so.

If the company promotes ongoing management training and coaching, and this training teaches managers to listen to their employees for specific cues, then they will be able to pick up on signs and triggers they can act upon to keep top talent from quitting.  Let’s take a look at the different issues to watch for and address.

The top issue to discuss is the desire to become your own boss and own your own company. Managers need to pay attention to these aspirations and take them seriously. Once we learn that someone working for you has aspirations of this kind, we can take steps to keep them engaged with us.

While many people may have fallen in love with the idea of being a boss and to own a business, they may know little about the responsibilities and effort it takes. Defining the role of a boss or owner and discussing the skills necessary for the role may help the person have a more realistic view of what that means.

More importantly, identifying why people want to be their own boss may lead to a set of underlying needs that could be met in alternative ways. Specifically, many of these individuals are simply asking for more meaning in their jobs and more autonomy.  A well-trained manager with advanced communication skills will be able to identify these underlying reasons, and build a career path for the individual that allows them to earn their way into independence and autonomy at work.

Next comes the issue of compensation. As many of us have learned with experience, throwing money at problems is seldom the most effective strategy. First let’s keep in mind that, at least in the published surveys, this is an issue of bigger importance for men than for women.

Is there anything we can do other than to offer a raise or a promotion to somebody to keep them with us? Managers need to remember the top reasons why people choose not to leave: the relationship with their peers and their managers. We may not always be able to simply offer more money to staff, but we can minimize the desire for more of money by improving the relationship with the employee.

Finally we need to address work-life balance. This issue too can be addressed if a manager takes the time to build a relationship with the employee and works on a plan to help with the employee’s needs. A simple change to a more flexible schedule might be all it takes to keep an employee with us for years to come.

We should work under the assumption that our top staff are being actively approached by recruiters ready to make a better offer in pay and benefits. Other offers may include the promise of upward mobility.

The best way to prevent finding a resignation letter on our desk is to get to know our staff better, build a closer (but professional) relationship with them, and help them see the value of working with a strong team. The better they feel about their relationship with their peers and managers, the harder it will be for them to want to leave.

What does this all mean? It means we need to ensure managers are continuously improving their communication and relationship building skills. From a strategic point of view, the investment we make on developing these managerial skills is well worth preventing high quit rates.

TRAINING GREAT MANAGERS – PART 2

Why Employees Quit

In the last report we learned that about 2.5 million workers leave their jobs voluntarily in the USA. We also calculated the serious economic impact to the economy at large and to a company’s budget. While some of these departures can be attributed to people moving up, not all of these workers leave in pursuit of a promotion. Let’s take a closer look at the reasons behind quitting.

First, only a small percentage of people have their dream job. A 2013 survey by the University of Phoenix indicates that only 14% of the respondents felt they were in their dream career. Conversely, the same survey showed that 55% of employees were interested in a career change. This is true not only of young workers. In fact the percentage of people looking for a career change remains near the 50 percentile for employees in their 40’s and 50’s.

Next, reports from Gallup and the University of Phoenix indicate that 60% of employees would like to be their own boss and 39% would like to own their own business.

Another important observation is highlighted in a 2007-2008 Survey by Salary.com. The survey results are similar to results of more recent surveys. The data reveals that over 25% of the respondents consider compensation to be the top reason for leaving a job. However, the same surveys reveal that 22-28% of respondents also choose to stay in their jobs due to their relationship with managers and peers. The survey also reveals that for 55% of respondents to be lured to another company based on salary alone, it would take a raise of over 16% to convince them to leave.

So while compensation is a key factor, the relationship with managers and coworkers is also an aspect that deserves serious consideration. A 2014 survey by CareerBuilder supports this notion stating that 79% of workers that have no intention to quit in 2014. The top reason for choosing to stay: because they like the people they work with (54%).

Furthermore, a survey published in July 2013 by Office Team reveals that 61% of employees expressed they would be likely or very likely to leave their company if they did not feel engaged. A study by Accenture in 2013 and the previously mentioned Salary.com survey also reveal that work-life balance is another deciding factor in retention for 25-31% of women.

To summarize what we have learned, we have a workforce where 86% of employees feel they are not in their dream career. About half of them would like to change careers and be their own boss. A fourth of them feel they are not compensated as they should, but to leave most people would only consider a raise of over 16%. The other most common factors in deciding to leave or not are relationship with peers and managers, engagement and work balance.

In our final segment we’ll discuss our options and what retention strategies make most sense.

Don’t forget to enroll in our October 22 Productivity Strategies Webinar.

Resources:

http://www.dailyworth.com/posts/2884-40-percent-of-employees-want-to-start-their-own-business

http://www.allbusiness.com/reports-reviews-sections/polls-surveys/12278487-1.html

http://www.salary.com/docs/resources/JobSatSurvey_08.pdf

http://officeteam.rhi.mediaroom.com/engagement

http://www.accenture.com/sitecollectiondocuments/pdf/accenture-iwd-2013-research-deck-022013.pdf

Training Great Managers – Part 1

The Economic Impact

As of August of 2014, the Bureau of Labor Statistics (BLS) reports that approximately 2.5 million people in the USA quit their jobs voluntarily in the last 12 months. The good news is that this number has been steady for quite some time and remains below pre-recession years. However, it is still a very large number of people.

Consider the cost to the employer to replace each one of these employees. The US Census states that “In 2013, the median earnings of women who worked full time, year-round ($39,157) was 78 percent of that for men working full time, year-round ($50,033).”  Some people estimate that an employer may need to invest between half and up to five times the employees annual salary to replace them.

Under these circumstances, if an employee earns $44,595 a year (the average between the median earnings of men and women according to the Census), then an employer would need to spend between $22,297 and $222,975 to replace that employee. Multiply that by 2.5 million and you can quickly see the real cost to our economy.

The questions we need to address are a) why do these people quit? And b) what can we do to keep them from quitting?

In the next section of this report we’ll explore the reasons why people quit and the expectations these people have. In the last section of the report we’ll explore if it is even worth trying to retain these individuals and how to do so effectively.

Don’t forget to enroll in our October 22 Productivity Strategies Webinar.

2014 WORKPLACE ATTITUDES RESULTS – PART IV

This is our final blog reporting the results of our 2014 Workplace Attitudes Survey. At the end of this article we’ll explain how you can get the full report plus the analysis we have put together along with tips and techniques you can implement at work today.

In this portion of the report we’ll discuss our findings about Productivity and Motivation.

Productivity

When asked what makes people less productive we identified four clear categories.

Productivity

 

 

 

 

 

 

 

At the top of the list were time management related issues, including interruptions at the top of the list. Other time management issues included wait time, attending too many meetings, lack of relevant content in meetings, and poor managerial guidance regarding time allocation for projects.

Next came lack of team and managerial support. Micromanagement, lack of recognition, and lack of trust in employees appeared to be common issues too. Distrust and lack of team cohesion were also mentioned as common issues.

Finally, the last two categories included unclear expectations about desired results, and poor or lack of access to the right tools and information to accomplish the task at hand.

Motivation

Finally we wanted to hear from participants examples of what managers can do to help employees feel motivated for higher performance.

Motivation

 

 

 

 

 

 

Taking 26% of responses, allowing people autonomy in order to achieve results their own way is one of the reasons listed as the top three motivators for performance.

Another 26% indicated that leading by example is what people perceived as most motivating for them.

At the top of the list, with 48% of responses, is encouragement. According to our respondents, when they feel encouragement and recognition from both peers and managers, people tend to feel motivate to perform better.

The Final Report Plus Analysis

To receive the final report and analysis, you can do one of two things.

  • One is to become a participant of our ongoing survey efforts. To do so, Follow This Link  and tell us that you want a copy of the report.
  • The other way it to order the 2014 Survey Report from our secure online shopping catalog. Shop Here.

 

 

2014 WORKPLACE ATTITUDES RESULTS – PART III

In this continuing report of our 2014 Workplace Attitudes Survey we’ll discuss Confidence. It appears that there are three key behaviors managers engage in that have the most negative  impact upon employee confidence. Managers should consider their role in each of these key areas.

Confidence

 

 

 

 

 

 

 

Our survey reveals as a primary response that when people feel they do not receive sufficient support from their managers or peers, they lose confidence. Some of the lack of support is attributed to the workplace culture. If the culture isn’t nurturing and promotes intimidation, distrust, and lack of cohesion, then confidence suffers.

Next, the survey shows that the lack of clear instructions as to what is expected or what the approach should be can lead to lack of confidence. When there are no clear goals, instructions, or training, people begin to lose confidence in their ability to perform well.

Finally, about 26% of the respondents indicated that they lost confidence when they perceived strong disagreement with their expert opinion. Specifically, people perceive a loss of self-confidence when the other person disagrees with their expertise and conflict arises.

In our fourth and last blog about our survey results we’ll discuss our findings on productivity and motivation. It is not too late to participate in the survey. To be part of it and get the full report Follow This Link.