Enforcing Office Guidelines

In today’s business environment, employers must be consistent and fair when it comes to office policies and procedures. Failure to do so can result in an increase in both discrimination claims and unemployment costs.

Here are seven suggestions for enforcing office guidelines and handling employee misconduct.

1. Document office policies. It is crucial employees know, and have access to all office policies, rules, procedures and regulations in an employee handbook.

2. Set clear guidelines. Understand the difference between performance deficiencies and misconduct. If the problem is performance related, make sure the employee has a clear understanding of their job description. If the problem is due to conduct, enforce your expectations with disciplinary measures.

3. Keep your cool. Use a gentle but firm approach. Talk with the employee and find out how he or she can better meet office guidelines. Schedule time for follow up meetings and continue to work with the employee until the issue has been resolved.

4. Go with your gut. When in doubt, go with your intuition.

5. Take bold action. Once you have identified a course of action to address performance problems or misconduct, follow through.

6. Treat everyone fairly. Be consistent when enforcing guidelines.

7. Express your gratitude. Appreciation can create an atmosphere that will encourage employees to follow office guidelines. Express gratitude for a job well done.

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Veteran Spotlight: Craig Fury

After transitioning to the civilian world from his role as a Captain in the U.S. Army in 2001, Craig Fury worked in both the financial and food catering industries. With his recent marriage, however, Fury began to look for a more stable career and found one with Aardvark Tactical as a Territory Sales Manager in March 2010. Fury’s first few months on the job proved so successful that his sales territory was doubled.

Fury tells Hire a Hero, Hire a Vet, “I have found military experience to be invaluable [in his position with Aardvark], particularly in regard to discipline and a sense of duty to honor commitments, which I learned through my years in the military. My discipline taught me to do the job correctly and to completion, regardless of the time or effort it takes. And my sense of duty has made for outstanding business relationships.” He has found that these skills aren’t particular to him, either, as he sees these same traits in his veteran peers at Aardvark.

When asked why employers should hire veterans, Fury replied, “Values. When you hire a soldier, you get leadership, discipline, respect, selfless service, honor, integrity, and courage. An employer couldn’t ask for more. If you haven’t ever hired a veteran, you should see the difference for yourself. A soldier is a different type of employee.”

Unusual Job Seeker Tactics in 2010

Almost one quarter of hiring managers reported in a new CareerBuilder survey that they are coming across unusual tactics by job seekers in an effort to get noticed, an increase from last year’s survey. While doing odd things to gain attention has been discouraged in the past, some hiring managers might look at a candidate who presents themselves differently as an innovative new employee.

Here are some examples shared on this year’s survey.

• Candidate brought in a DVD of his former boss giving him a recommendation.

• Candidate applying for a casino table game position came into my office and started dealing on my desk while pretending to talk to players, showing me her guest service skills.

• Candidate sent in a letter that explained how to solve an issue our company was having with a certain type of technology.

• Candidate who was a prospective teacher brought in a box of props to demonstrate her teaching style.

• Candidate came prepared with unique business cards featuring our logo and a self-introduction brochure.

• Candidate wrote a full business plan for one of our products with his resume submission.

• Candidate created a full graphics portfolio on our brand.

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One Soldier’s Successful Journey from the Battlefield to the Boardroom: Part Two

In continuation of our June posting featuring Dave Krall, an Army veteran, USMA Graduate, and now Regional Sales Manager at Ethicon Endo-Surgery, Inc., this week we look at the seven highly transferable qualities that Krall believes should make veterans highly marketable in the civilian world.

1. Leadership: Krall explains that true leaders provide guidance and direction, are highly visible, and make tough decisions. Veterans have developed all of these skills both in garrison and on the battlefield.

2. Creativity: While this may not be the first trait that comes to mind, think of it more as adaptability. Krall points out veterans can think outside the box and come up with creative solutions, which are traits civilian companies should value. In the military, snap decisions must be made in constantly changing situations. These decisions require adaptability and creativity.

3. Respect: As business culture changes, Krall sees a tendency toward a less heavy-handed, and more empathetic style of leadership. Demonstrating respect for peers, leadership, and subordinates, an integral part of the military, serves veterans well in the civilian world.

4. Can-Do Attitude: Krall calls this attitude the “hallmark” of veterans. Many veterans have found themselves in very difficult situations, where it is only a positive attitude that sees them through.

5. Work Ethic/Discipline: Service members are expected to work hard and to completion of the mission. They do not operate on a 9-to-5 day, and understand the objectives to be accomplished. These are obviously welcome traits in the civilian workplace.

6. Honor: Krall points out that this is a little mentioned transferable quality, but one that deserves recognition nevertheless. In the military, it is expected that you will not place yourself into situations that risk your integrity. Having honor in the civilian workplace helps veterans engender the respect of their employees, peers, and employers.

7. Self-Starter: Companies today are looking for people who can function independently and without hand-holding. Veterans should be valued for their ability to be work proactively and without a lot of guidance or direction.

These qualities have come full-circle in Krall’s career. It was the qualities listed above that enabled Krall to transition so successfully into the civilian workforce, and these same qualities that influence him today as he seeks to hire veterans for positions at his company.