Content for Reprint Blog

Does a job seekers resume jive with their background and employment history. It behooves the interviewers or full set of those involved in the hiring process to dig deeper . Trust but verify are the watchwords.

It is downright amazing the people in power and in your employ who simply put may well not have the qualifications and credentials that they stated or overstated just a bit , when you hired them. Its a sad fact that in our tough , if not desperate economic times , that more than one fellow employee has ratted on a colleague, as either a matter of keeping their own position in the firm or organization , or simply wants to advance up the career ladder , by helping to create a job opening. Its often amazing what fellow workers know about each other – either by overhearing at the company annual Christmas party , at the water-cooler or just common knowledge.

It can be said that in most cases , life can down to simple basics. What could be easier during the interview and hiring process than to ask questions , check and verify. All it takes in most cases is a simple phone call , email or fax.

It comes down to facts and figures. Watch out for excessive flowery language , vague statements , references and dates. Be on the watch for over abundant filler text and words. Combination words can be a tip-off. There was a well known and substantiated case of one highly successful job getter who successfully steamed up the career ladder simply by combining and joining words from rows of columns of words chosen from industry jargon. It seems that no one in the interview process dared admit that they had no idea what so ever what the words meant – and to ask would of admitted defeat in the eyes of their colleagues – stated employment agency consultant manager Kirk U. Stephens.

Examine resumes that are inbound thoroughly and fully. On a cursory level initially scan and look for career development trends. Are there logical career moves overall? Does a clear pattern emerge? What of skills and qualifications do they match job titles and descriptions? Or are the job titles and descriptions overstated in any manner or way?

It’s always a matter of simple verification of employers, references and credentials. In this electronic era of simple communications, this is fairly easy and straightforward, Phone, email or fax stated parties to verify references, documentation as well educational records.

In many cases now hiring and hiring errors and mistakes are dealt with on a team basis. A good and effective manager knows that his “job” is to hire good people and candidates for the “team”. Once hired the team takes over. Add a group based efficiency , customer service level and final bottom line profit based and determined reward bonus to the mix. The team on the sale , product or front lines will effectively police and manage the situation and series of events. If after all a serious and thorough evaluation of job application candidates is done, it will be the employee team who will deal with the situation or series of events. In most cases they will demand of the apprentice worker to either shape up or ship out.

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Nothing else saps the efficiency from you or your workers faster than fear. No matter what business, industry, country or culture, a person comes from, everyone has felt this powerful emotion.

How then can you protect your business and employees? Motivational coach, leadership consultant, and co-author of the book “The Grand Experiment: An Expedition of Self-Discovery” Gayle Gregory, feels that identifying and eliminating the fears present in the minds of its employees is the key to an unstoppable and effective business. “The source of innovation is a place of fearlessness where we are not trying to force things to happen,” says Gregory.

There are seven fears fundamental to the human psyche that Gregory has identified. These fears show up everywhere from personal choices to business activities. Although a person might not be aware of a fear are on a conscious level, it still has a marked effect upon the worker’s ability to innovate, communicate, and be efficient. Everyone in the workplace, from executives and managers to entry-level interns, can find some aspect of each of the seven fears within themselves. “The seven fears are universal,” Gregory observes.

Gregory believes that the world is not a scary place, but rather, an individual’s own perspective determines their fear. In fact, it is rare for two different people to feel the exact same about any given situation. Gregory challenges people to be aware of the choices they make when they’re deciding how to react. To dismantle the fear of the world, be proactive by making a conscious decision to react positively to a challenge rather than in a negative manner. “The world just is,” advises Gregory, “You give it meaning.”

To determine the unstoppability factor of your workplace, you must first identify the fears and where they are hiding. When fear is present, employees lose passion for the work they do and find excuses to do it as little as possible or put it off. “Go out into the workplace and find out what prevents people from doing their work,” Gregory says. “Why are they standing around vending machines having conversations? What are those conversations about? Its all fear based.” When your employees are feeling fear instead of a passion to accomplish their work, your business is crippled and it will show with little red flags of time-wasting excuses.

The next step to making your company unstoppable is to take the power out of each fear. Most managers and leaders find the process is difficult at first because it requires open discussion and admission of individual fears. Few employees are comfortable being so open. “The only thing that holds fear in place is our unwillingness to look at it,” Gregory shares, “As soon as you place your fear out on the table, it begins to dissolve and lose it’s power.” Gregory teaches managers to take the initiative and lay out each of the specific fears to be discussed. This proactive method creates a shared purpose that goes a long way to managing the discomfort associated with sharing personal fear.

Gayle held a lucrative position in a Fortune 500 company before she left to explore the human condition while sailing to Mexico. In the Sea of Cortez, Gregory realized through her introspection and her own spirituality, that it was the same fundamental fears of the human psyche she was learning about that had held her back in the business world. Understanding how costly fear can be in a work environment, Gayle is dedicated to improving morale and energizing businesses around the world by teaching people in the workforce how to overcome fears and reach their fullest potential.

To gain a competitive edge, your business needs to be bold and innovative. Fear prevents your company and it’s employees from using their energy to be courageous and innovative. In an enterprise where fear is present, internal conflict also often diminishes a workplace or department’s ability to function smoothly as a team.

“We’re so busy competing with each other that we forget to compete with competitors in the marketplace,” warns Gregory. Simply, a business that is fighting amongst itself cannot also effectively fight its competition as well. Fears of not enough resources, time, favor, and other commodities for everyone breeds individualistic attitudes rather than team players and undermines the innovative ability of a team. To stop this, encourage an attitude of cooperation and abundance among your employees. Employees that are afraid to share their ideas or work together cripple the overall productivity of the workplace with their fears.

Ultimately, the unstoppability of your business lies with your decision to expose fears rather than let them hide. A fear kept in the dark, no matter how small, costs your company performance ability. The emotional environment of a workplace expands exponentially the vision of what you and your enterprise can do. Even if your business achieves its goals for the future, you are settling for far less than your full potential when you do not dismantle the fears within the organization and individuals. “When you take the fear away, the automatic outcome is you energize your performance,” says Gregory.