The Bagg Group Blog

New Ipsos Reid data that shows 27% of working Canadians plan to job-hunt mirrors The Bagg Group findings

A new study by Ipsos Reid confirms what we have long known at The Bagg Group—that employees who feel they are being stretched too thin on the job are eager to jump ship.

Ipsos Reid’s Build A Better Workplace poll, conducted last month, revealed the following:

More than a quarter of employees (27%) said they are likely to seek a new position in the next six months. Among employees who work for organizations where there has been a wage freeze, this figure jumped to 34%.

• At 31%, managers were even more likely than rank-and-file employees to indicate they plan to look elsewhere.
• Sales people and IT professionals also registered levels of discontent higher than the average.

An astounding 31% of managers reported their number one reason for wanting to leave their company was life/work balance. Among other respondents, 26% cited work /life balance as their leading cause of dissatisfaction, and 29% cited compensation.

Greg Leach, senior VP at Ipsos Reid and author of the study, echoes The Bagg Group’s observations that the economic crisis took its toll, not only on those who lost their jobs, but also on those who stayed.  In reviewing the data, Mr. Leach notes, “Amid cutbacks, layoffs and the search for greater efficiencies, employees are feeling that they are being asked to work far too hard for the compensation they are getting.”

Compensation isn’t only measured in dollars.  The poll also showed that 22 % of employees, or just over one in five, stated they are feeling less optimistic about their own future within their organization.  Only 7% stated their optimism is increasing.

From The Bagg Group’s hundreds of interviews over the years with managers and employees, we know there is a direct correlation between the way a company supports its employees, and employee commitment and productivity.

It’s not news that losing good talent costs a company in numerous ways.  It’s also documented that companies increase employee retention when they help people prioritize and make it possible for them to delegate projects and tasks.  That’s why the most competitive organizations in the GTA hire contract workers and temporary placements to lessen the load on those who have too much on their plate. 

These organizations know that overloading top performers with additional tasks that compromise their focus and don’t require their skill level is counter-productive.  It’s far more economical to hire additional support than it is to lose the people who are good for your business.

The popular TV series Lie to Me is inspired by the scientific discoveries that the face, body and voice provides clues to hidden feelings. 

As recruiters who are experts in the art and science of in-depth interviewing, at The Bagg Group we know that people send non-verbal cues.  But as many behaviour experts warn, the show Lie to Me oversells the point.  Making snapshot judgments can be unfair to candidates.

For example, psychologist Kevin Ochsner noted in an ABC TV interview on the subject that a person who is concentrating can be mistaken as angry. In both cases, people tend to narrow their eyes and furrow their brow.

That said, we can’t help but pick up signals from each other.  And certain signals can instantly put people at ease which is useful for the interview process.   

In his book Louder Than Words, Joe Navarro, a former special agent with the FBI and leading expert on nonverbal communications, talks about the power of what he calls “movement to action.” This includes the simple gesture of getting up to greet someone which sends a message to the person that they matter. 

Mr. Navarro writes that when bank managers or account managers get up to greet new or old customers, the customers rate the encounter as more satisfying.

He adds that his study shows that clients enjoyed a positive effect for a day, and even longer, when they were welcomed by a receptionist who stood to greet them, rather than by one who remained sitting behind a desk.

“It makes sense, we feel special when people move to action on our behalf and it makes us feel appreciated,” says Mr. Navarro.  He notes that parents instinctively use “movement to action” when they run to greet a child with open arms, which causes delight in the child.  

Writing in Psychology Today, Mr. Navarro notes, “We even find that jurors tend to look upon attorneys with greater empathy when those same attorneys stand as the jurors come into the room. This rise to action, which demonstrates respect, can and does influence individuals and not just in business or the courtroom.”

Conversely, failure to move to action can send a message that you are indifferent to the person coming to see you.  Such a signal can skew an interview. Interviewees may feel immediately defensive or nervous, believing that they have to turn cartwheels to make an impression.

That’s why after forty years of listening and “reading” candidates to ensure successful placements,  all of us at The Bagg Group urge hiring authorities across the GTA to pay less attention to the oversimplified claims of Lie to Me, and more attention to those small gestures that set the stage for an open conversation.

For more on nonverbal communications, Joe Navarro’s newest book is Louder than words: take your career from average to exceptional with the hidden power of nonverbal intelligence. He also co-wrote the 2008 book, What Every Body Is Saying: An Ex FBI’s Guide to Speed Reading People.

Every now and then, we hear stories of employees who have made dramatic exits from their job. Of course, none are in the league of the Steven Slater’s public departure from JetBlue this summer.  After being berated by a passenger while still on the tarmac in New York City, the long-time flight attendant quit, using choice words, over the plane’s PA system and slid out the emergency chute.  

Now the term “Slaterize” has made it into the urban dictionary, the web-based dictionary of popular slang words and phrases.  The definition: “When you are so fed up with your job, the people you work with, the people you work for that you instinctively and temporarily go bezerk and quit.”

There are those who secretly harbor fantasies, not of going bezerk, but of delivering their version of the famous rant, “I’m mad as hell and I’m not going to take it anymore.”  (From the movie Network.)  That explains why a young broker became an internet sensation this summer for quitting her job by posting captioned pictures, many criticizing her boss.  It didn’t matter that it was later proven to be a hoax, thousands applauded her for doing what they dreamed of.

While any kind of dramatic departure may make for an interesting story at parties, it’s bad news for both employees and employers. Those who leave in this way burn their bridges on the way out.  Those who stay are distressed that the organization didn’t resolve a situation before it blew up.

There is only one way to deal with the aftershocks of a high-profile exit.  Talk about it.   

Join in the discussion with employees. Acknowledge that sometimes stresses at work can build up, and identify people in the organization to whom people can talk if they are feeling overwhelmed.

• Remind employees that there are alternatives to “slaterizing.” Those who are successful in their careers leave a job on good terms, even if that involves taking a few deep breaths before handing in a resignation. 
• Note that storming off decreases the chance for a good reference, and can damage reputation.  
• Avoid speaking ill of the person who left in a huff. Instead, show good will. Also, remind the team that it is much more effective, not to mention professional, to use the exit interview to officially inform the company of concerns. 

It doesn’t matter whether people are in permanent positions,  doing contract work, or in temporary placements, employees can get overwhelmed by demands and pressures at times.

After 40 years as staffing solution experts to companies of all sizes across the GTA, we’ve heard it all at The Bagg Group. And we know the most in-demand workplaces are those that champion employee well-being, and that includes encouraging employees to share their challenges and concerns, as well as their successes, in good times and in tough times.

Recently, an A-level candidate met with a staffing solutions expert at The Bagg Group and said he was seeking a change because his boss’s negativity brought down the entire team. That’s certainly not the first time that a toxic workplace has prompted the departure of an excellent employee.

Candidates who have much to offer choose upbeat work environments.

With four decades of successfully placing people in full-time jobs, contract work and temporary positions, recruiters at The Bagg Group know that the saying, “birds of a feather flock together” holds true when it comes to attitude. Hiring authorities who think positively attract and retain positive thinking employees.  

Similarly, there’s truth in another cliché…misery loves company.  An employee who is easily defeated by problems will align quickly and comfortably with a boss who sees only doom and gloom.

But in an interview, everyone tends to be on their best behavior.  With that in mind, hiring authorities at  top companies in the GTA have asked how The Bagg Group staffing solution experts discern between negative thinkers and positive ones when meeting with candidates.  We do it by listening closely to what people tell themselves, and others.    

Negative thinkers complain and judge; positive thinkers assess, consider and explore possibilities with curiousity.     

The following chart from the Mayo Clinic offers some examples of the differences between negative and positive talk.

Negative self-talk                              Positive self-talk

As experts in interviewing, we know that a funny thing happens to you when you listen intently to determine if someone approaches work from a positive or negative perspective.   You start to notice your own communication patterns. 

Are you being upbeat or unenthusiastic? Our staffing experts say the minute they feel they are being negative, they change their  tone because every good interviewer knows the golden rule, established by Confuscius, “Do not impose on others what you yourself do not desire.”

Sometimes the best thing you can do to boost daily productivity and morale is take a short break from work.  But new research shows that the very best breaks are not those spent watching funny videos on Youtube, or chatting around the water cooler.  Instead, the most effective way to recharge is to do what you did in kindergarten –  enjoy a 20-minute outdoor recess.

However, you don’t have to climb monkey bars or jog, according to a recently released study reported in the British newspaper The Telegraph.  The research by psychology professor Richard Ryan at the University of Rochester concludes that all you need to do is just be outdoors to get a jolt of energy that is equivalent to a strong cup of coffee.

Working with 537 volunteers, Professor Ryan found those who spent just 20 minutes in the open air experienced a significant increase in vitality that had a positive effect on their work day. 

Even desk-bound volunteers who were encouraged to imagine being outside and were shown pictures of  the outsides recorded better mood and energy levels throughout the day than those who didn’t let their minds stray out of doors.

Professor Ryan says his study shows that “people feel more alive” when they can feel the sun and the breeze.  It’s logical, he adds, given the natural bond between humans and nature.

At The Bagg Group, we know from decades of interviewing candidates that employees truly value organizations which recognize life-work balance.  Now, science has come onside to confirm that staying glued to the desk from nine to five is counter-productive.

A 20- minute recess is good for the spirit and for decreasing absenteeism. Going outside increases wellbeing.  “People with a greater sense of vitality don’t just have more energy for things they want to do, they are also more resilient to physical illnesses,” said Professor Ryan.

This summer, spread the word to colleagues that they’ll be doing themselves and the organization a favour by not lunching at the desks, but picnicking instead.

Change is an inevitable part of life … and the workplace.  And yet, at The Bagg Group, we know from more than three decades of interviewing candidates that the notion of change frequently provokes anxiety among employees.   

In his book, Management Challenges for the 21^st Century, Peter Drucker captures the sense of disquiet that is typically experienced by staff. He writes, “Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.”

As experts in staffing, we can confirm that employees take change personally.  The question that people ask themselves first when any new initiative is introduced is, “How will it affect me?” 

Our clients, the best employers in the GTA, often address this question directly with their employees.  That’s important for employee morale and retention. 

The Bagg Group staffing solution experts suggest asking the following additional questions to help people manage change, fearlessly.

·         What problem do you think the change is intended to address?

·         What might work better for you as a result of the change?

·         What do you think might affect you negatively?

·         What obstacles do we need to overcome and what support do we need to offer to resolve your concerns?

·         What is in it for you to adopt the change?

These questions are adaptations of standard queries companies usually consider when building a case for organizational change.  

In a recent Financial Post article entitled Change can be managed, Mark Smith of KPMG writes that organizations must tackle such questions as, “How will things be better if we do change? And how will they be worse if we don’t?” to ensure that its new plans are the right ones for moving forward.

By personalizing these questions for the individual, the organization and the employee can recognize change as a way to move forward in synch.  As a result, resistance to change gives way to a willingness to let go of the old and bring on the new.  

And that’s a necessity for all of us in today’s competitive workplace.  As John F. Kennedy so famously said, “Change is the law of life and those who look only to the past or present are certain to miss the future.”

After 40 years of interviewing candidates to ensure they are the right fit for our clients, The Bagg Group has a well-known reputation for conducting insightful interviews. That’s why hiring authorities across the GTA often consult us on the subject.

One key piece of advice is to use of your limited time effectively. We know you have busy days and can’t afford to spend hours with each candidate.   A good rule of thumb is to ensure the candidate does 75% of the talking.  At a first meeting, it’s critical for you to spend most of your time together listening so you can assess the person’s potential.

If you find you’re doing more than 25% of the talking, you may be falling prey to one of three common pitfalls. 

1. Recounting the history of your organization:  Telling the history of anything takes time, more than you likely have to spare.  Moreover, it’s not essential information that you need to impart.  This is research that the candidate can do on their own time, and should have done before the meeting

2. Detailing your own career path:  It’s not unusual for a candidate to ask how long you’ve been with the company.  One anecdote leads to another, and soon you may find you’ve talked more about your experience and less about the candidate’s than you’d like.

3. Swapping industry gossip:  It’s hard for people in the same industry not to talk shop, especially if they have people and places in common.  

A little chit-chat is great, and recommended to put the candidate at ease. But it’s easy to lose track of time and have little left for the nitty gritty of the interview.

Also, keep in mind that what is said in the interview room doesn’t necessarily stay in the interview room.  When you trade war stories, it’s easy to make off-the-cuff comments that you may not want the candidate to repeat later. 

Two other common pitfalls to watch out for:

Letting first impressions rule:  We all make snap judgments.  Before a person says two words, we can be wowed or unimpressed by their personal style.  

However, as staffing solution experts who have successfully placed hundreds of people in full-time positions, temporary jobs and contract jobs, we know that first impressions can be wrong. 

The candidate who wears an eccentric tie can prove to be a fantastic team-player.  The one with tattoos may not look likes the sales rep you had in mind, but could have the best people skills you’ll ever come across.

Allowing the candidate to have an easy ride: At The Bagg Group, we ask our candidates hard questions, and only recommend those whose answers satisfy us. But we know that a candidate can be nervous in meeting with a hiring authority.

You may be feeling so sensitive to a person’s case of the nerves that you don’t want to add to their stress by throwing them a curve ball.  Sometimes, being too nice doesn’t do anyone a favour. Ask challenging questions as you need and allow the candidate to rise to the occasion.

Often hiring authorities and department managers ask The Bagg Group whether they should friend employees on Facebook.

They wonder if there’s a benefit to social networking with staff. Is it a way to show interest and build a collegial relationship, while also ensuring employees aren’t posting anything that could hurt their company’s reputation?

Or is it the virtual equivalent of gate-crashing your employee’s party?

Since Facebook launched in 2004, there hasn’t been corporate consensus on the answer. At The Bagg Group, our staffing solution experts hear mixed opinions from clients across the GTA and from candidates, whether they are looking for full-time employment, contract work or temporary placements. The feedback we receive mirrors the range of survey findings.

Not surprisingly, for the most part, employees prefer that employers keep out of their social networks. A recent report in the Globe and Mail showed that 69 out of 100 employees don’t want to socialize with their bosses, online or off. Moreover, 56 out of 100 employees don’t want to friend their co-workers either.

The majority of managers responding to that survey said they also would prefer not to mix work with online networking. The study said 72 out of 100 senior executives are uncomfortable about being friended on Facebook by those they manage.

However, there are many who are of another opinion. A different survey, carried out by Deloitte, showed that 60 % of managers believe that people make their private lives public on Facebook and Twitter. These managers speculate that employees are spilling the beans about their work situation, and so their postings should be monitored to make sure they aren’t broadcasting information they shouldn’t.

This same survey showed that, overall, 53% of employees believe that what they say on social networking sites such as Facebook and Twitter is simply none of their boss’ business. That’s the view of 63% of those in the 18- to 34-years-old bracket.

Yet, one-third of employees admit that they never consider how their employer will be affected when they post material online. Interestingly, almost 75% of employees admit that social networking sites make employers more vulnerable to damaged reputations.

Simply put, there’s no definitive right or wrong answer that applies to every organization. For companies that are unsure which direction to follow, the best step is to open the question up to a candid, respectful internal debate. As always, we urge our clients to talk to employees about issues that affect them so as to foster strong, positive, workplace relationships.

Once you have a policy, make sure everyone understands your rationale for it. It’s counter-productive to have employees make assumptions about why they’re expected to friend, or not friend, their managers on social network sites. We know from experience that when you don’t tell people why you are introducing a particular policy, they’ll invent their own reasons – and these are rarely accurate or flattering.

At The Bagg Group, we practice retail therapy, on company time. And we urge our clients to consider undertaking a similar practice. Our recruiters shop for toys, books, and clothes, and split the bill with me.  When our budget is spent, we hand over our purchases to The Scott Mission, and return to the office, energized by the experience.

For us, philanthropy is part of a day’s work.  We are honoured to be recognized for our dedication to empowering others by the Association of Canadian Search, Employment and Staffing Services (ACSESS) which awarded us the 2010 Community Service Award. We first received the award in 2004, and it feels great every time.

The Award champions commitment to charitable, educational and community initiatives. We couldn’t agree more on the importance of this. In turn, we want to champion Hayley Rosenbaum, recipient of the HRPA Scholarship which The Bagg Group sponsors annually to enable a student to complete studies in human resources.

At The Bagg Group, giving back isn’t just corporate goodwill, it’s part of our corporate DNA.  This agency was founded on the belief that you succeed when you help others succeed.  And it is because we live this principle every day that we continue to sustain strong, positive relationship with our clients. 

We have successfully placed people in full-time positions, contract positions and temporary opportunities for decades.  Over the years, we have interviewed thousands of job-seekers. The result is that  we know what people need to feel engaged and productive on the job. And it’s not just money.

The most loyal employees are those who work for organizations which support their efforts to make a difference to their company, and to their community.

We can verify this first-hand.  Our staffing solution experts continuously launch and support various charitable initiatives, and their enthusiasm, optimism and actions invigorate their colleagues, clients and candidates.  Most recently, our recruiters got together to help send myself and my teen son to Honduras to do volunteer work and donate a house to one of the poorest families in a region ravished by poverty and neglect.  

As for the company’s annual shopping spree for the Adopt-A-Family program organized by the Toronto-based Scott Mission every year at Christmas, it is proof of how community service is a tremendous workplace practice.   We have a great time, and are motivated to think of different and more ways we can help others.  This fuels our creativity as a group, and ends up boosting our own productivity.

Geoff Bagg

Sometimes it’s not what you say, but the words you use to say it that can work for you or against you. 

When working with hiring authorities at companies across the GTA, our staffing solution experts at The Bagg Group often help our clients find the right words for everything from a job performance review to a job description. 

That is because we know from more three decades of interviewing candidates that words have the power to either inspire and motivate, or overwhelm and defeat.  

It’s often surprising to bosses, but not to us, how employees can remember word-for-word line that a boss said to them, even years after it was spoken.  Many top talent have picked up the phone to call The Bagg Group after a manager said something to them that left them feeling dispirited. Sometimes, when our expert recruiters probe further, we find that the manager simply used the wrong words to convey a message.

For example, telling employees they have a problem can trigger defensiveness and concern.  But if you use the word challenge instead, people are likely be intrigued and open to tackling the issue.

In the same vein, if you tell someone that they are working for you on a project, they may feel as if they are meant to just fulfill orders, and their initiative and ideas aren’t necessary.  But when you tell someone that they are working with you, they feel as if they are a contributing team member, whose input is valuable.

Richard Gallagher, author of How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work, says the key to good communication in the workplace is to speak to your employees as if they are part of the solution, not the problem.  He mentions, as an example, the internal employee slogan at WestJet, “We succeed because I care.”  In other words, the employees view themselves, and are viewed, as key to the company’s success.

In his book, he cautions managers who want to seek improvement, or need to deliver bad news, from using standard workplace phrases that set a negative tone from the get-go.   Telling people, “I hate to tell you this,” prompts them to put up a mental shield to prepare for bad news.  But if you say, “There’s something you need to know,” the listeners will pay attention to discover the benefit to them in what is to follow. 

Likewise, “I have no idea” suggests the conversation isn’t worth time or effort.  Conversely, “I wish I knew”  makes the listener feel like the speaker would help, if they could.  

The simplest way to choose the best words is to put yourself in the place of the employee who will hear them.  Do the words suggest possibility or make you feel defensive?

Finally, just ask yourself the question that almost always opens the door to improved communication, “Is there a more positive way for me to say this?”  It’s amazing the difference a good word can make.