Articles

Why Managers Fail

By Dr. Robert Kinsel Smith, Chairman, The Academy of Value Sciences

As an industrial psychologist and management consultant, I have used axiology--the science of how people think--to help remedy personnel problems for managers in manufacturing businesses. This science has enabled me to measure and identify three thinking biases common to managers and the problem-causing behaviors they produce. Managers who recognize these biases within themselves are able to develop strategies that prevent these problems from arising. Managers who are not aware of how their thinking biases skew their judgment, often make and repeat costly mistakes.

Axiology and Attorney Compensation

By Dr. Robert Kinsel Smith, Chairman, The Academy of Value Sciences

In this article I summarize how the science of formal axiology can shed light on discussions about setting attorneys' compensation. I also review mistakes that compensation committees have made, how the thinking biases of committee members affect the committees' outcomes, and what is important to consider when determining compensation.

Emotional Intelligence: Why It Matters in Sales

By Mike Poskey, ZERORISK HR, Inc., published in Dealer magazine's e-newsletter, May 2006

One of the mysteries of the auto dealership world is why general managers and general sales managers assume that low productivity and the resulting high turnover are inevitable with their sales teams. Research has shown it is appropriate to apply the Pareto principle to salespeople whereby 20 percent of all salespeople now make 80 percent of all sales.

Panel Interviews—Success Lies in the Preparation and Strategy

By Joe Sommers, Director of Training & Development, ZERORISK HR, Inc.

Care taken in planning a panel interview, as with any interview, will affect your success in several ways, including raising the level of the panel’s and/or your interviewing competence and interest as well as improving the quality of the information obtained. The candidate’s perceptions of the interviewers and your organization can also be affected in a positive way; keep in mind that candidates will also be making observations, forming impressions, and weighing important choices.

The Importance of Emotional Intelligence in the Workplace:
Why It Matters More than Personality

By Mike Poskey, ZERORISK HR, Inc.

Emotional Intelligence Quotient, or EQ, is a term being used more and more within human resources departments and is making its way into executive board rooms. This article will help shed some light on what EQ is, how it is different than personality, and how it has proven to impact the bottom line in the workplace.

Seven Steps To Increase Employee Retention

By Mike Poskey, ZERORISK HR, Inc.

Many organizations are now realizing the bottom-line effect on retaining quality employees. Retaining quality performers quite simply adds to increased productivity and morale, while reducing the associated costs of turnover. As a business executive, doesn’t it make sense to have business processes that add efficiencies to how you conduct business to reach your corporate objectives and provide a positive perception in the marketplace and to your customers?

Creating a Successful Termination Program and Exit Interviews

By Bradley T. Adler, Freeman Mathis & Gary, LLP

It is estimated that over 80 percent of all employment lawsuits arise from termination or disciplinary proceedings. Therefore, actions related to such proceedings should be undertaken carefully, responsibly, and tactfully.

Myths of Psychological Testing for Candidate Selection

By Mike Poskey, ZERORISK HR, Inc.

Businesses that choose not to use pre-employment psychological testing in their hiring processes cite a number of reasons for their decisions. Unfortunately, four of the most common objections are based on myth instead of reality. This article sheds some realistic light on these myths to illuminate how these tests can actually reduce your exposure to employment-related lawsuits, while helping increase retention and productivity.

Interview for Success and Avoid the Legal Pitfalls

By Mike Poskey, ZERORISK HR, Inc.

Our society has become very litigious in the area of employment-related issues, and the interview process is the first line of defense to weed out potential dangers to your organization. Thus, it is important to incorporate risk management into your interviewing process to help minimize your firm's exposure to employment practices liability. This article will address the potential legal pitfalls when interviewing and prescribe proven methods for avoiding these dangers and increasing the likelihood of hiring productive employees.

Emotional Intelligence and Employment Practices Liability
Part I: The Nature and Importance of Emotional Intelligence

By Donald A. Phin, Esq., Employment Practices Liability Consultant newsletter

Why do people get into accidents? Why do they violate company ethics policies? Why do they ignore personnel rules? Why do they use illegal drugs? Why do they put self-interest ahead of organizational values? Why do some people cause conflict while others are gifted at resolving it? In many cases, the answer to each of these questions boils down to what has been labeled "emotional intelligence."

Emotional Intelligence and Employment Practices Liability
Part II: The Legality and Effectiveness of Employee Assessment Tools

By Donald A. Phin, Esq., Employment Practices Liability Consultant newsletter

As the EEOC guidelines point out, any test may be used, provided it does not create an "adverse impact" on a protected class. In fact, when objective assessment/testing tools are properly used to make hiring or promotional decisions, statistics indicate that these tools actually reduce exposure to "adverse impact" claims.

The 10 Biggest Mistakes Made in Hiring

By Donald A. Phin, Esq., Employment Practices Liability Consultant newsletter

Organizations today are beset with high rates of employee turnover, wrongful hiring claims, sexual harassment allegations, workplace violence, employee theft ... the list goes on and on. Such risks are magnified when you hire the wrong person!

Screening Process: Pre-employment Tests Rising in Popularity, Officials Say

By Carla D'Nan Bass, Dallas Morning News, December 12, 1999

A study shows that many job applicants are more likely to take jobs from companies that offer pre-employment testing, author Tom Janz writes in the book Behavior Description Interviewing.

It Wasn't What I Wanted to Hear, But ...

By Shari Caudron, Workforce Magazine, May 2000

A journalist discovers why individual assessment is so important to management development. Managers—or any other thinking people, for that matter—can't improve their effectiveness unless they understand the biases and patterns that influence their thoughts and interactions with other people.

Reduce the Recruiting Risks

By Elana Harris, Sales & Marketing Management

Finding High-Performance salespeople who fit into a particular culture is at the top of most executives' minds today. It seems like finding someone who fits both performance-goal criteria and social objectives is nearly impossible.