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I appreciate the write up Mike.

Through my work as an auditor and a consultant with dozens of companies in the United States, Great Britain, Mexico, Japan, Russia and Southeast Asia, I have witnessed the implementation of numerous quality management systems (QMS) and environmental ma…

You said, “I have hired people to discover that every day at 5:30 they need to pick up their kid from daycare. This obligation makes them incompatible with leading a team that may require them to stay late and fix a critical problem.”

1) If you usually need your people staying late it means your organization is not a good place to work. (Maybe your candidate will not accept your offer).

2) As a father that usually picks up the children from school, I am even more focused than the rest of my colleagues at the office. I have to leave everything ready for the time I leave. (I think this is possitive).

3) A team manager/leader does not need (in my opinion) to be present for the team members to work. In my teams, people are usually very professional and very commited with the objectives, so I have no problems with the time I spend in the office with them: daily stand-ups and one or two pair-programming sessions (1-2 hours each) are enough for a daily basis. (True, I sometimes do some work at home, but things I can do asynchronously with the rest of the team).

I like the way you expose your points and for the rest of your post I think you have listed most of the issues, but I would like to read how such an interview would be seen from the candidate’s point of view because sometimes putting in someone else’s shoes gives us more insight on the issues.

Just one more thing: I have participated in a couple of interviews for project managers that were played as a role-playing. This gave us much more information about the abilites and attitudes of the candidates, although it is more difficult to put into practice than a standard interview, of course.

Best regards,
JMB

Keep up the good work!

(1) Proper evaluation of who they promote to lower management or supervisory positions. These involve things such as psychological profiles, interpersonal skills testing, etc. I have found this to be particularly true when promotion occurs from within the organization. The “good ole buddy” system of a manager getting promoted and then with the help of HR gets a subordinate promoted to his/her former position. I have not done a statistical breakdown of percentages but far more often than not, the individual promoted is not qualified to function in a management capacity.

(2) Specific training that involves all aspects of the employment experience. For example, inconsistent enforcement by a supervisor of company policy and/or enforcement of state and federal employment guidelines . I have seen in my own employment experience and mediated cases where the supervisor was either ignorant, biased or incapable of discerning what their management decisions were setting in motion. By then in was it was of course too late!

The quality or lack thereof in the top management/ownership of the organization and its HR will have just as much of an impact as the previously mentioned “three C’s”.

Take the most questions your manager may ask or that are required by your standards and policies and provide the answers on a small internal web site (SharePoint comes to mind) with the latest information on the projects. The site can provide information on the team; the projects assigned, number of use cases/functions per projects, countdown charts, etc.

As new questions are asked and new information is required, place the data, metric, chart and report on the web site. Don’t forget to add the every important “Last updated on”.

Positive re-enforcement
• All answers, when asked must come from the web site.
• Daily updates are important. Printouts provided by your web-site
• Place a large project board with the latest project information in front of your office. Printouts provided by your web-site
• If asked in person, make a big show of logging into the site in front your boss, answer the question and send a follow-up email.
• If asked by email, provide the answers and a hyperlink to the site in the email.
• If the information needs to be printed make, sure the reports contain the link the site and a tag line. “For up to date information on Project X please goto …”

Teach them to fish.

The best practice is to hold the meeting, then send out short and to the point status updates (include in bold, at the top, any action items you need them to take) - they only have about 2 minutes to read and digest the emails too. And if they poke their heads in for a quick question, let them know in three or less sentences how it’s going and give them a heads up about the email that you sent and reiterate quickly anything you need them to do.

Please be respectful of their time and not refuse to provide them the info when requested - you’re more expendable than they are and promotions come to those who help their day.

I think you have to phrase it in terms of the service you provide to individuals. In the eyes of one person your behaviour may not match the expectations they have of someone in your position - they would see you as lacking professionalism. Another person may have lower/different expectations and see you in a different light.

I work in IT and it’s clear that those who I consider to be most professional are those held in the highest esteem of their clients.

I have read your blog and you have a very good post and blog. I certainly agree with your blog articles or should I say issue you are discussing. In fact, you should add more articles with regards to your subject more often so that I can come visiting to your blog.

How often do you find new and research stuff? Are there any opportunities that I can contribute to your blog. I believe other blog readers would love to read more related stuff. This way, your PR rank for this blog will raise if more visitors are coming.

Keep up the good work!

Eddy

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- Sue.

I remember reading an article written by Ted Turner, Owner of CNN, AOL, etc, where he mentioned that he was a C+ student in high school. He says that during those school years he just didn’t see the point in applying himself. Once he finished school he realized that he was really good at making money. He applied himself and became wildly successful.

On the other hand, if you have ever attended a high-school reunion have you seen many suprises? My own high-school reunion (almost 20 years now) produced almost no suprises. The student body president was a physician, the student body VP was the US embassdor to Vietnam. The football players were in Iraq fighting Desert Storm, and the parking lot crew was in the corner smoking away. Not many suprises.

You’re right that you can’t predict future performance based on past performance in every situation, but stastically you’ll have fewer suprises if you use that as your benchmark.

People are good at different things, and this is OK. A good manager will match employee strengths to the areas where they are needed the most.

I liked you comment about being 90 minutes late and still getting the job. It reminded me of a job I got once, after unknowingly interviewing with a bird turd drop on my suit. True Story!

- I think there is a lot more to it. I’ve seen people not perform well for numerous months (even more than a year) all because they just hated their job. People don’t want to do things well when they don’t like doing them.

- I’ve seen instances where employees fought with a boss, later bought part of the business and got rid of the boss because he was the real problem. That being said, even if the person is valuable, I don’t want people on my team that don’t gel with the rest of the company.

- Many former employers will not tell you information about a person other than that they worked there. It’s a policy. They don’t want to get sued over some situation that is unfounded because of bad blood from a manager that leads to a person not getting a job.

- It is illegal to not hire someone based on family situations, so you need to be careful intentionally digging for information of that sort.

- I was 90 minutes late for a job interview once (time mixup) and still got the job. Stuff happens. Don’t make a decision on one event because you could be missing out on a super employee. Call them in for another short interview or two to see what happens. Remember, you’re going to spend 8-10 hours a day with this person (more than your spouse) after only one or two meetings?

My two cents. Thanks for writing this post.

It has been becoming a common practice in organizations to produce high productive results through ensuring effective teamwork (Papers4you.com, 2006). Many experts have argued that teamwork is really an effective tool in organizations where work is hig…

The following article arose from discussions between Mindbench and its clients about where candidates go wrong in interviews….

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