My friend Susan Picascia and I wrote an article that appeared in the June issue of Hemisphere’s magazine entitled “Creating a Workplace Legacy.”  Our premise is that wherever you land about five years before you plan to retire is most likely where you’re going to remain.  Companies often marginalize employees in what we call the “final five” (particularly women!) but you can revitalize your career by thinking about the legacy you want to leave behind.  If you’re interested in seeing the entire article, e-mail me at info@drloisfrankel.com, but here are few tips for how you can remain productive and fulfilled during the last few years of employment:

• Take more risks.  At this stage of your career you have little to lose.  You’ve proven yourself, you have experience, and you can make a difference.  Be the voice of dissent when it’s clear the company is headed in a potentially disasterous direction or say the things everyone else is thinking but are afraid to say.
• Create new systems or processes.   You’ve been so busy doing your entire career you may have never taken the time to step back and see how things could be done more efficiently or cost effectively.   Now’s your chance to leave a lasting legacy based on your unique expertise and experience.
• Influence the vision, values, and goals of your company.  Seize opportunities to illuminate how the company can be a better member of the community, treat its staff better, or raise the bar for how business in your industry is done.  Comments like “I like this new idea.  Let’s think about how it will impact our community” or “If we really want to retain talent let’s look at the developmental opportunities we provide to all employees, not just ones we hand pick” can go a long way toward leaving a legacy of which you can be proud.

TAGS: making a difference, retirement, Women and Aging, workplace legacy

Whether you employ one person or one thousand people, you need to find the right person for the job(s) you do have.  Here are some tricks we use in our office to increase the likelihood of hiring that right person:

1.  Write down the 5 - 7  most important characteristics for success on the job.  That’s characteristics, not qualifications.   People are far more likely to fail if they don’t have the characteristics needed to succeed in the job and your company culture.  If you’re looking for someone who thinks of their feet, is able to multi-task, and is great with customers be sure to prepare questions that will enable you to observe those behaviors.  For example, don’t ask, “Can you think on your feet” (who is going to say no?).  Instead, throw out several questions in quick succession and see how agile the candidate is in responding to them.  If they get flustered, they most likely won’t think on their feet in the real situation either. 

2.  When advertising, provide your company website somewhere in the ad (in your e-mail address is perfect) and request a cover letter along with a resume.  Now you’re looking for a few things:  did they go the extra mile and look up your company on the internet before responding? Did they provide the cover letter? If so, was it well written and geared toward your job?  If the answer is no to any one of those questions you may have someone who will only do what’s needed and not much more.  They go to the bottom of my list.

3.  E-mail a short pre-interview questionnaire to further narrow the field of those you have an interest in.  We ask questions like why does this particular job appeal to you, describe how you handled a difficult boss or customer, and how would your last boss describe you?  You’d be surprised how many people don’t bother to answer.  Cross them off my list entirely.  Those who do answer have now provided further evidence of their ability to write — and think. 

4.  Conduct initial telephone interviews.  Some people look great on paper but this way of blind interviewing gives you an idea of how they communicate verbally.  If possible, have them call you at a pre-scheduled time.  This will give you an idea of how punctual or responsible they are.  In my experience, one in four candidates doesn’t call at all.   The list is dwindling. 

5.  Observe and document behaviors, not just answers.  It’s true that actions speak more loudly than words.  If a candidate is lethargic, speaks so slowly that you want to pull the words out of their mouth, or so quickly that you can’t understand them it’s all grist for the mill.  If I have a position that requires one of those behaviors it’s a good thing.  Otherwise, behavior at the extremes rarely yields a valuable employee in the long-term. 

TAGS: hiring, interview techniques, Interviewing candidates