OI Partners Newsletter: Executive Coaching

Considerations for Executive Coaching

October 2009

In this issue:
• Reasons for Executive Coaching
• Case Study: Executive Coaching to Enhance Emotional Intelligence
• Coaching between Generations
• Executive Leadership Development: The Three Key Elements of Successful Business Coaching
• Executive Coaching for Inspirational Leadership: Four Uncommon Leadership Qualities


OI Partners is beginning to see signs of economic recovery, and many organizations are developing revised strategies and plans for the post-recession economy. As organizations reassess talent within the organization, a growing number are building coaching programs into those plans and strategies. Even despite a poor economy, we have seen that coaching has continued to play a role in some organizations seeking to maintain and improve organizational performance while under economic pressure. Talent management organizations such as OI Partners can be a valuable resource. Our highly experienced executive coaches as well as our eDevelopment Center coaching assignment tracking and management technology can effectively build capabilities within your organization to meet new business challenges.

This issue focuses on the return that the investment in executive coaching programs can have on an organization. We hope it proves valuable for your organization.

Sincerely,
Ronald F. Ennis, Ph.D., CMF
Jean Erickson Walker, Ed.D., CMF


OI Partners Newsletter: Executive Coaching Summary

Reasons for Executive Coaching
Major companies now include executive coaching as part of their executive development. It is being used widely as a way to support top producers as well as help executives undergoing change in their career. Here are additional benefits for employing executive coaching in your organization.

Case Study: Executive Coaching to Enhance Emotional Intelligence
The Emotional Intelligence (EI) of senior management affects the bottom line and ultimate success of a company. Here is a look into how a project manager transformed his effectiveness in a company upon receiving coaching for enhancing emotional intelligence.

Coaching between Generations
Today's leaders must effectively work with the four generations of workers that exist in today's workplace. Coaching to bring about stronger relationships and reduce the friction that naturally occurs between people of different ages is, often, critical. Insight into the characteristics of each generation is a must.

Executive Leadership Development: The Three Key Elements of Successful Business Coaching
Effective executive business coaching is optimized when viewed within the context of achieving measurable business results. There are three key elements that are essential in having an effective executive coaching framework in a business.

Executive Coaching for Inspirational Leadership: Four Uncommon Leadership Qualities
Are you working in an organization where leaders model the characteristics of inspiring leadership? Inspirational leaders share the following four unexpected qualities. Coaching can help you become an inspiring leader who displays the qualities of good leadership.


OI Partners Survey Featured on CBS Evening News

A recent OI Partners survey that 40% of employers plan to re-hire laid-off workers was featured on CBS Evening News on Oct. 2. The story, by Anthony Mason, is about the continual rise in unemployment despite a recovering economy. Watch the video here.

Follow Pathways/OI Partners on Twitter!
@PathwaysPDX

Financial Services & Manufacturing Companies Are Most Likely To Rehire Workers

Portland, OR - Sept. 22, 2009 - As the economy slowly improves, 40% of employers are planning to rehire some former workers they laid off as either full-time employees or as consultants and freelancers to add needed skills, according to a survey by OI Partners-Pathways (Portland), a global career transition and coaching firm.

37% of employers do not plan on rehiring any laid-off workers, and 23% are not sure of their plans, according to the survey of 318 organizations.

52% of employers have at least occasionally rehired laid-off workers as either full-time employees, consultants, or for project work. 16% of companies have frequently rehired some laid-off employees, and 36% have occasionally done so, while 29% rarely do, and 19% never do.

The top reason companies are rehiring, or planning to rehire, laid-off employees is that their skills are known to the employers. Other main reasons for rehiring former employees are: they fit into the company's culture and environment; there is a shortage of experts in specialty areas such as information technology, marketing, and finance; and it is less risky than hiring new employees.

As business picks up, employers may first hire employees for temporary and project work before hiring full-time employees, and they are more willing to bring back laid-off workers as contractors or staff. "This attitude represents a major shift in employers’ rehiring philosophy. In the past, companies would not rehire laid-off employees, but now they are more willing, and more employees may consider returning," said Jean Erickson Walker, Managing Partner of OI Partners-Pathways (Portland). http://www.oipartners.net/

"Rehiring laid-off employees is a way to keep hiring costs down, since there will not be any fees to be paid. Employers already know the workers' talents and skills, they can get back to performing their old jobs quickly, and have already demonstrated they fit well into the organization," Walker added.

Financial services companies are most likely to rehire some laid-off employees, while manufacturing companies are the second most likely. Government agencies and nonprofit institutions are least likely to rehire laid-off workers, followed by health care employers.

49% of financial services companies in the survey plan to rehire at least some workers who were laid off for reasons unrelated to their performance. 47% of manufacturing companies and 42% of services companies plan to rehire some laid-off workers. Only 21% of government agencies and nonprofits, and 24% of health care employers, are planning to rehire some laid-off workers.

"Financial services and manufacturing were among the industries affected most by the recession, and made the deepest workforce cutbacks. That is why they may be more ready than other sectors to re-hire some employees they had to let go," added Walker.

Employers have come to realize the advantages of rehiring employees they are familiar with over making potential bad hires. "The cost of a bad hire can reach as high as three times an employee's salary when including severance, unemployment compensation, recruiting expenses, lost business income and productivity, and potential wrongful termination lawsuits," said Walker.

"It pays for people who were laid off from their employers while in good standing to keep in touch with them, especially if the company's financial results improve and it begins hiring again," said Walker.

According to the results of the survey:

Plans to rehire laid off employees:
Yes: 40% plan to rehire some laid-off workers as full-time employees, consultants, or freelancers
No: 37% do not plan to hire back any laid-off workers Not Sure: 23% are not sure of their plans

How often companies have rehired laid-off employees:
Frequently: 16% of employers frequently rehire some laid-off workers
Occasionally: 36% of companies occasionally hire back former employees
Rarely: 29% rarely rehire laid-off employees
Never: Only 19% said they never rehire laid-off workers

Of those employers that re-hire laid-off workers, their reasons for doing so are:
72% hire back some laid-off workers because of familiarity with their skills 52% rehire former employees because they fit into the company's culture and environment 33% rehire laid-off employees because there is a shortage of good specialty experts 31% hire back ex-employees because it is less risky than hiring new workers Only 14% said they rehire laid-off workers due to a shortage of good management employees

Plans by industry for rehiring laid-off employees:
Financial Services: Yes (49%), No (28%), Not Sure (23%)

Manufacturing: Yes (47%), No (22%), Not Sure (31%)

Services Businesses: Yes (42%), No (38%), Not Sure (20%)

Health Care: Yes (24%), No (41%), Not Sure (35%)

Government/Nonprofit: Yes (21%), No (55%), Not Sure (24%)

OI Partners Newsletter: Performance Managment & Measurement

Performance Management and Measurement

September 2009

In this issue:

• Onboarding for Performance Success
• Motivating Your Workforce during Times of Adversity
• How to Make Your Performance Measurement Plan Realistic
• Performance Alignment and Accountability Process
• A Forecast on the Future of Rewards and Recognition

Given the pressures of the current economy, some may believe a door is opened for companies to reduce retention efforts without any threat to losing employees, even top-producing employees. Some employers may feel that employees should just be happy they have a job.

However, in times like these, just the opposite is true. Organizations are called to recalibrate their thinking around performance management and employee engagement.

The September newsletter is focused on providing a series of thoughts and practical suggestions for creating dynamic and powerful work cultures that engage employees and drive performance results. As fall arrives, it's an excellent time to recalibrate ones' thinking around the issues of performance management.

Happy Fall!

Ronald F. Ennis, Ph.D., CMF
Jean Erickson Walker, Ed.D., CMF

OI Partners Newsletter: Performance Management & Measurement Summary

Onboarding for Performance Success
By investing in onboarding, leaders demonstrate a deep commitment to new employees which ultimately results in a fully-integrated and engaged talent base. Here are four types of onboarding practices.

Motivating Your Workforce during Times of Adversity
Great leaders, striving to boost morale, know that a motivated workforce translates into better corporate performance. In these trying days of uncertainty, we see leaders typically using four methods to motivate employees.

How to Make Your Performance Measurement Plan Realistic
Measurement is a process that takes time and effort to do properly. You're better off not doing it at all if you don't do it properly. Here are five tips for making your performance measurement plan realistic.

Performance Alignment and Accountability Process
Too many performance appraisal processes today are fraught with difficulties which can negatively impact an employee's performance. What is needed is a process that results in concrete performance discussions between managers and employees. These nine critical elements help achieve that kind of process.

A Forecast on the Future of Rewards and Recognition
Decreasing revenues, shrinking profits, pressure from shareholders and competition are testing the mettle of companies. In order to retain the best employees, companies must narrow the focus of their rewards programs while expanding them beyond typical merit-pay and spot bonus programs.


Please Whitelist Us!

To make sure you receive the OI Partners Newsletter, please add us to your "safe senders" list. Here are instructions for how to do so . Thank you!

And as a reminder, we will never sell, rent or broadcast your email address to anyone, anywhere at any time.

Follow Pathways/OI Partners on Twitter!

OI Partners Newsletter: Executive Networking & Search

Executive Networking & Search

August 2009

In this issue:
• Getting the Attention of Executive Recruiters
• Networking Effectively and Safely Online
• Networking Made Easy: Tips for a Fast, Successful Job Search
• Ten Tips for Optimizing LinkedIn
• How to Hire the Best Possible Executives

Thousands of executives are looking to change jobs, either because the economy has left them jobless or because they are simply searching for a new career. By the same token, companies are still hiring and still in need of top-notch leaders. So, what's the best way for an executive to get noticed by a potential employer? And what's the best way for an employer to go about finding the best executive for the job? This issue addresses those points.

OI Partners can help! We specialize in career transition, so if you're an executive needing to change careers or an HR professional looking either to help employees transition out of your company or bring in new execs, contact us today.

Sincerely,
Ronald F. Ennis, Ph.D., CMF
Jean Erickson Walker, Ed.D., CMF

OI Partners Newsletter: Executive Networking & Search Summary

Networking Effectively and Safely Online

The explosion of social media has enabled everyone, including job seekers, to find contacts, network and stay in touch. Here are a few tips for making your social networking experience both effective and safe.

Getting the Attention of Executive Recruiters

There are plenty of executive recruiters in today's market--and plenty of job seekers vying for their attention. Follow these tips to make sure you can effectively and positively create a relationship with the right recruiters.

Networking Made Easy: Tips for a Fast, Successful Job Search

You've heard it before: at least 80% of all jobs are found through the "hidden" job market, also known as the "unpublished" job market. This is where networking is key. If your networking skills are rusty, don't fret. Here are some tips to get you moving.

Ten Tips for Optimizing LinkedIn

With more than 25 million members, LinkedIn has grown to become a very powerful business and career management tool. Many are using it, but few have really optimized its value. Here are ten tips for creating a strong online presence.

How to Hire the Best Possible Executives

Many companies fail in their attempts to hire the best possible executive talent. By quantifying and defining the specific business objectives/metrics the role will be responsible for delivering against, you will gain a much clearer picture of an executive candidate's ability to excel in the role you're trying to fill.

Please Whitelist Us!
To make sure you receive the OI Partners Newsletter, please add us to your "safe senders" list. Here are instructions for how to do so . Thank you!

And as a reminder, we will never sell, rent or broadcast your email address to anyone, anywhere at any time.

OI Partners Newsletter: Driving Talent Development for Future Organizational Growth

Driving Talent Development for Future Organizational Growth

July 2009

In this issue:
• The New Supervisor: A Gamble or a Strategy?
• Develop Your Employees to Build Morale and Enhance Their Value
• Six Tips for Developing Employees
• Training for Employee Success
• Developing a Leadership Bench

As the economy stabilizes, talent development and management activities will be increasingly important. Retention is a reason for the need of a heightened level of attention. It is believed by many that employees will make decisions to leave their current employer long before the recession ends. They will make their decision based on how they understand their current company's future, how well they are respected by and engaged with their supervisor and the degree to which the company is intentionally developing them. The people who will be first to leave will most likely be within the top 20 percent of a company's talent. The point is that talent development activities need to be implemented now to protect and grow the company in the future.

The July newsletter is focused to provide tips for designing and driving talent management initiatives now! Please contact OI Partners with any questions we can answer for you.

Happy Summer!

Ronald F. Ennis, Ph.D., CMF
Jean Erickson Walker, Ed.D., CMF



The New Supervisor: A Gamble or a Strategy?
Senior leadership cannot afford to move people into management positions unless the people chosen are skilled. Here are critical elements for carefully selecting and appropriately training people for new supervisor roles.

Develop Your Employees to Build Morale and Enhance Their Value
If a company wants to attract and retain the best people, it needs to invest in employee growth and development. Examine these four stages of employee development and the role that both supervisor and employee play for development success.

Six Tips for Developing Employees
One of the most important qualities of a good leader is the ability and desire to develop employees. However, development coaching doesn't come naturally to many leaders. By following these six tips, you can prepare your employees for success at the next level.

Training for Employee Success
In touch economic times, companies expect their employees to contribute more to the bottom line. In most cases, employees are willing to do so. However, employees also expect that companies will continue to train and develop their people. Here is insight on why training is so critical.

Developing a Leadership Bench
Creating a leadership bench takes the skill of a coach and the precision of an engineer. But there are five distinct steps you can take to build your leadership bench -- and keep it moving.


OI Partners had a great time at the 61st Annual SHRM Conference and Exposition in New Orleans! We had a big turnout of visitors to our booth, including many of our newsletter readers. We really enjoyed the opportunity to connect with our readers face-to-face. For those of you who completed our survey at the booth, stay tuned because we'll include the results in an upcoming newsletter issue.

A big congratulations to:
April R. Tune
Foundation Coal Corp.
Linthicum Heights, MD
who won our drawing for the Flip Video camcorder!

During the conference, one of OI Partners' board of directors, Steve Ford, was featured on a panel, "Leading Your Organization through Downsizing," led by SHRM COO China Gorman. It was a very well-attended session, and the conversation was engaging.

In all, it was a great show. Can't wait for next year!

Top 10 Job-Search & Interview Mistakes

Portland, OR - June 18, 2009 - With the national unemployment rate at 9.4% and in the double digits in more than 100 U.S. metropolitan areas, it's important not to make a job-search or interview mistake, according to OI Partners-Pathways (Portland), a global career transition and coaching firm.

"Employers are being inundated with resumes and applicants, and competition for jobs is fierce. You only get one chance to make a good first impression in a normal job market. But in today's economy, you need to be certain you are doing everything perfectly - from the beginning of your job search to the interview and through to following up," said Jean Erickson Walker, Executive Vice President of OI Partners-Pathways (Portland). http://www.oipartners.net/

OI Partners-Pathways cautions job-seekers to beware of committing any of the following Top 10 Job Search & Interview Mistakes:

Mistake #1: Not answering the question, "Why should I hire YOU?," in enough detail. In cover letters, and during personal and telephone interviews, you need to make the strongest case possible why YOU should be hired. Thoroughly research each prospective employer and specifically address what value you can add, particularly within the first three to six months on the job.

Mistake #2: Not "going the extra mile" to stand out from others. During an interview, offer detailed recommendations on how to improve sales, marketing, productivity, quality, management - whatever your field of expertise - and then document them. Send a plan afterward that will showcase what you can do if hired.

Mistake #3: Not showing enough excitement for a job and employer. Companies are looking for people who are enthusiastic about working with them, and can motivate and inspire their co-workers and direct reports. You need to demonstrate you are this type of person from your earliest communication as well as during interviews and following up.

Mistake #4: Not making enough eye contact during interviews. A good rule of thumb is to make eye contact about two-thirds of the time during an interview. Frequent eye contact signals that you are comfortable with, and sure of, yourself. Proper eye contact expresses confidence, sincerity, and interest, while looking away can be interpreted as discomfort, disinterest, and insincerity.

Mistake #5: Under-estimating the influence of receptionists, secretaries, and interns, as well as prospective co-workers, on the decision-making process. The cost of a bad hire can run as high as three times the salary of someone who doesn’t work out, when counting recruiting costs, severance, and lost productivity. Companies want to be sure that new hires fit into their organizations. They are increasingly asking everyone who comes into contact with applicants for their impressions.

Mistake #6: Not knowing in advance what your references will say about you, and not updating them on the outcome. Only use references who can address your most recent and relevant skills and accomplishments, and determine in advance exactly what they will say about you. Update them on the outcome of the position for which they provided a reference, whether successful or not, so they will want to help you in the future.

Mistake #7: Not memorizing a 90-second "verbal resume." Job-seekers need to get to the point quickly during interviews, networking meetings, and when meeting new people. Your verbal resume should briefly outline what you are looking for, your background and experience, two or three major accomplishments, and what you can bring to a job. Practice your verbal resume until it fits the recommended 90-second time frame.

Mistake #8: Not asking enough questions. The questions you ask during an interview may be given as much weight as your answers. Focus your questions on business-related matters and not compensation and benefits. If the position has become vacant, ask what happened to the person who held it previously. Failure to ask any questions, or asking irrelevant questions, can be costly.

Mistake #9: Over-relying on e-mail and the Internet and not enough face-to-face and telephone contact. Many people spend more time building their resumes than they do developing a contact network. Join groups of others who are jobless, attend professional association meetings, and work the phones. It's important that people be able to attach a face, or at least a voice, with a name.

Mistake #10: Not following up after a personal or telephone interview or networking meeting. You need to follow up on every interview and networking meeting with thank-you letters and e-mails. Use your follow-up to reinforce why you are the right person for a job.

OI Partners Newsletter: Effective Workplace Communication

Effective Workplace Communication

June 2009

In this issue:
• Resource Guide: Effectively Communicating and Receiving Feedback
• Effectively Communicating in the Workplace
• Layoff Announcement Writing: 4 Steps to Say Goodbye with Class
• Management's Role in Workplace Communication
• 7 Keys to Open the Door to Effective Face-to-Face Workplace Communications

Workplace communication. Nearly all conflicts or problems in the workplace can be traced to communication breakdowns: misunderstandings, assumptions, vague speak, poor listening abilities, and the list goes on. In this issue, we cover several areas where effective communication is critical: giving and receiving feedback, communicating about layoffs and participating in face-to-face meetings. We discuss how communication is both a bottom-up and top-down function ("Management's Role in Workplace Communication") and detail some components of good communication ("Effectively Communicating in the Workplace").

Knowing that communication works best when it's a two-way street, please share with us your thoughts on this issue. We will post them in next month's issue (anonymously, if you prefer).

Sincerely,
Ronald F. Ennis, Ph.D., CMF
Jean Erickson Walker, Ed.D., CMF

OI Partners Newsletter: Effective Workplace Communications Summary

Resource Guide: Effectively Communicating and Receiving Feedback
Feedback is critical to measuring performance. However, the way feedback is given or received can have a significant impact on effective communication. This short resource guide includes several tips for ensuring feedback is most effectively communicated and received.

Effectively Communicating in the Workplace
When an organization perpetuates good communication, it demonstrates an investment in employees. Here are insights into what makes workplace communication effective.

Layoff Announcement Writing: 4 Steps to Say Goodbye with Class
When written communication is the only option for relaying the fact that employees have departed your organization, be sure to follow these critical steps to make sure your message is received well by remaining employees.

Management's Role in Workplace Communication
Effective workplace communication is only possible when mechanisms exist to move information both up and down within the organization. Only management can establish and maintain those mechanisms. Here is insight on ways that can happen.

7 Keys to Open the Door to Effective Face-to-Face Workplace Communications
Improve your face-to-face contact with colleagues by following these 7 tips.

Follow Pathways/OI Partners on Twitter!