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Some Principles of Innovation

You'll get more innovation from employees if you manage according to these principles:

• Don't wait for change to find you. Look for it and use it to your advantage.
• Make sure everyone sees the whole picture - one that includes both your market and your organization.
• Give employees decision-making freedom but make sure they understand the responsibility for the organization's well-being that goes with it.
• Foster a culture that delights customers, co-workers and suppliers, so that employees habitually look for ways to surprise and satisfy.

Source: Donna Prestwood and Paul Schumann, writing in Executive Excellence, 1 E. Center St., Ste. 303, Provo, UT 84606.

Quotes from Actual Performance Reports

"Since my last report, he has reached rock bottom and has started to dig."

"His men would follow him anywhere, but only out of morbid curiosity."

"I would not allow this associate to breed."

"This associate is really not so much of a has-been, but more of a definitely won't be."

"Works well when under constant supervision and cornered like a rat in a trap."

"When she opens her mouth, it seems that this is only to change whichever foot was previously in there."

"He would be out of his depth in a parking lot puddle."

"This young lady has delusions of adequacy."

"She sets low personal standards and then consistently fails to achieve them."

"This associate should go far - and the sooner he starts, the better."

"his associate is depriving a village somewhere of an idiot."

Conducting Employee Surveys

If you want to conduct a written employee survey:

• Include a descriptive cover letter. In it, guarantee that responses will remain confidential.
• Ask employees to complete surveys on company time.
• Before distributing the surveys, ask some employees to edit the draft. Be sure that nothing is interpreted as being manipulative or leading.
• Be sure surveys are user-friendly. Put the easy, multiple-choice questions first. End with a generous amount of space for suggestions and comments.
• Share the results as quickly as possible. Then act on those results. Gathering information and doing nothing with it is worse than not having gathered the information - in the eyes of many employees.

Source: Karen E. Carney, writing in Inc., 38 Commercial Wharf, Boston, MA 02110.

Tips for Screening Applicants

How can you tell if applicants who are professionally dressed, tote a solid resume` and give the right answers are genuine? Follow this advice from Peggy Isaacson, a human resources consultant:

• Don't rely solely on resumes`. Have candidates fill out an application that asks for more background information.
• Ask the same questions of all applicants.
• Listen and look for buzzwords. Keep up on materials that tell job hunters what to say and do during interviews. Verify application information and call on references.
• Form a hiring committee if you can, and establish an objective rating system. Don't judge candidates by your instincts.
• Give applicants a tour of your organization. Notice how they interact with others. Also: Ask those who weren't involved with the interview process - but had contact with the applicant - to offer their impression of the person.

Source: Self Employed Professional, 462 Boston St., Topsfield, MA 01983.