Here are six of the most common — and how you can avoid them:

1. Assume shyness equals inability. Some people just don’t interview well. They’re nervous or shy and don’t make a great impression. An awkward interview does not mean a candidate can’t do the job, though. Great communication skills in no way signal broader expertise.

Do this: Be patient when candidates seem uncomfortable. Try to help them relax. You’re a leader: Your job is to get the best from people — even people you haven’t hired yet.

And if you find yourself holding a lot of interviews where the candidates are uncomfortable, take a step back and consider your approach. You might be the reason.

2. Expand on possibilities. Candidates sell themselves. Interviewers also often try to sell the candidate on the job. That’s understandable, especially when you love your company and without thinking describe things like potential new projects, enhanced employee benefit programs, or opportunities for promotion based on an anticipated expansion.

It’s great to be excited about your company, but a job candidate can easily translate “maybe” or “possibly” or “someday” into “guaranteed”…later resulting in a disgruntled employee who feels promises weren’t kept.

Do this: If you describe typical career paths, do so only in a general sense. Only share details on approved projects or efforts currently underway. You might be hiring with what you hope to need in mind, but make sure the candidate understands what the job currently entails.

And as a general rule, if you can’t promise… don’t bring it up.

3. Decide five or six “okays” equal “awesome!” It’s easy to automatically check off mental boxes during an interview: “Experience, OK; qualifications, OK; attention to detail, OK …” and before you know it decide an average candidate with no real negatives — and no outstanding qualifications, either — seems like a great candidate.

Do this: Remember that an absence of negatives does not equal a superlative. Look for excellent, not acceptable. Never settle for “good enough.” If good enough is all you can find in the candidates you have interviewed, keep looking.

4. Conduct a surprise group interview. Group interviews are an easy way for a number of interviewers to meet one candidate. That makes group interviews efficient for you, but for the candidate it’s stressful and intimidating — meaning you rarely will see the candidate at his or her best.

Plus it’s easy for interviewers to fall into the consensus trap where, during the group debriefing, everyone tends to drift towards having the same opinion.

Do this: Use group interviews only if the position requires working predominately within a team. In that case a group interview may provide a solid feel for the candidate’s suitability.

When you do conduct group interviews, tell the candidates ahead of time so they can prepare. It’s only fair — to them and to you. Otherwise stick to individual sessions.

5. Stick too closely to a script. You should ask a reasonably standard set of questions (at least for a particular job), but don’t get so focused asking your questions that you don’t listen to the answers. The best questions (here are four outstanding interview questions) naturally lead to follow-up questions. Since most candidates are prepared for an initial question, questions that drill deeper tend to reveal a lot more — both positive and negative.

Do this: Ask a question and listen closely. Take a moment to think about the answer, then follow up: Ask why. Ask when. Ask how a project turned out. Ask what made a position hard or made a working relationship difficult. Don’t be afraid to explore.

Not only will you get past the canned answers, you may also uncover great information the candidate would not have shared.

6. Take over. Some interviewers turn the session into a monologue. When you do that, most candidates are unlikely to interrupt or try to restore some sense of balance to the interview — after all, they want you to like them. If you get on your soapbox and fail to step off, thirty minutes later the interviewee walks away dazed and your hiring decision is based on whether the candidate was a good listener.

Do this: Make sure the candidate has a good feel for the position before the interview. Briefly discuss the company and the position in person. Then start asking questions and start listening.

The conversation should be 90 percent candidate and 10 percent you.

7. Fail to check with others. Everyone has had a great first date that was followed by a so-so second date and a terrible third date… only then to have a friend say, “What did you see in him in the first place? I could have told you about that guy…” Job candidates also give you their best: They’re up, they’re engaged, they’re on. But how do they act when they are not trying to impress you?

Do this: I call this the receptionist test. How candidates act when they’re not with you can indicate a lot. So ask: Find out how they treated the receptionist, what they did while they waited, how they interacted with other employees during the process… occasionally you will identify a disconnect between what the candidate presents and the real person inside.

A great lobby manner never outweighs poor qualifications, but a jerk in the lobby will almost always be a jerk on the job.

But does this attention-grabbing mean that those who prefer a more reserved, internally-focused way of working are not adding as much value? Absolutely not!

Susan Cain has done some great work exposing the power of introverts and the creative contributions that they make. You can read the article and watch the animated clip here.

We got a lot done last quarter and some accomplishments include:

• Touring Agencies and holding listening sessions with Administrators and HR Liaisons to understand their needs and priorities;
• Conducting a thorough review of all existing HR policies, procedures, and related administrative structure and identifying short and long-term areas for improvement;
• Completing the job description, compensation study, and performance evaluation re-design project;
• Finalizing and launching the “Wilshire Bucks” informal incentive program; and
• Establishing the new “Center for Employee Engagement & Professional Development.”

We’re hoping to keep the momentum going throughout the fall, with commitments to:

Q2 Goals (October – December 2012):

• Finalize process, paperwork, and procedures for WLOD-based recruitment and selection;
• Increase consistency of Wilshire @ Work posting, including a minimum of one per week;
• Increase consistency of All-Staff update emails, including one every three weeks;
• Implement mentoring/training efforts for HR Liaisons, including first on-site summit in October;
• Hire Director of Clinical Education and launch series of internal, professional development activities for clinicians;
• Complete tracking tool for WHCS managers and launch individualized leadership development company-wide;
• Complete 2013 updates to Policies/Procedures and Employee Handbook; and
• Finalize WHCS’ benefits facelift and prepare for open enrollment.

There were some bright spots in the survey results, including our highest ranked areas:

The top areas for improvement include the lowest statement rankings:

The bottom line: we had 167 survey responses and overall 63% said that they “Often” or “Almost Always” believe Wilshire is a great place to work. Compared to the Benchmark Top 50 Best Places to Work in 2011, were are -32 points of the average of 95%. If you would like to know more about the survey results, contact Jesse at the Center.

This morning, like every morning, I sat cross-legged on a cushion on the floor, rested my hands on my knees, closed my eyes, and did nothing but breathe for 20 minutes.

People say the hardest part about meditating is finding the time to meditate. This makes sense: who these days has time to do nothing? It’s hard to justify.

Meditation brings many benefits: It refreshes us, helps us settle into what’s happening now, makes us wiser and gentler, helps us cope in a world that overloads us with information and communication, and more. But if you’re still looking for a business case to justify spending time meditating, try this one: Meditation makes you more productive.

How? By increasing your capacity to resist distracting urges.

Check out the complete article here on the HBR site.

Time Magazine did a piece on the world’s happiest workplaces and it is an interesting “Top-10 List.” Surprisingly, the feature of the article is Iceland, including several of the factors that they say leads to happiness at work.

Here is the number one factor…

1. Create a Community

In U.S. businesses, success is frequently seen as a purely individual achievement, often at the expense of others. In Iceland, however, conditions are so challenging that there’s no surviving (much less thriving) without the help of those around you.

In Iceland, sure, you can achieve success, but only if you’re part of something greater than your little selfish self. Communities, and goals that are mutual rather than individual, make people feel more connected and therefore more happy.

If you want to see the rest, here is the link to the whole list.

Join us on August 29^th from 8:00 am – 5:30 pm for an open house-style event to recognize the official opening of the new Center. If morning works best for you, drop by to grab a pastry and take a quick tour…If the lunch hour works best for you, stop over to grab a hot dog at our parking lot BBQ…If the late afternoon works for you, swing by for a sweet treat and get to know more about how the Center can make your experience at Wilshire great!

Get your invitation to the Grand Opening Invitation here!

Mission:

Priorities: Attract and retain great performers; Provide a benefit-rich environment where team members can grow roots; Increase our leadership’s capacity to meet their personnel/team challenges; and Create a great place to work culture that improves our bottom line and extends our mission in the communities we serve.

Q1 Goals:

• Tour Agencies and hold listening sessions with Administrators and HR Liaisons to understand their needs and priorities;
• Conduct a thorough review of all existing HR policies, procedures, and related administrative structure and identify short and long-term areas for improvement and establish a one-year plan for improving the performance of all HR functions;
• Complete the job description, compensation study, and performance evaluation re-design project;
• Finalize and launch the “Wilshire Bucks” informal incentive program; and
• Establish the new “Center for Employee Engagement & Professional Development” and begin service by August 15^th.

Values & Commitments:

• Use official company policies to ensure employee safety and consistent, high-quality workplace practices.
• Use our programs and initiatives to go beyond our policies, and to reinforce our company values so that each team members’ experience at Wilshire is distinct.
• Be proactive in everything.
• Use our physical space – the WHCS Center for Employee Engagement and Professional Development – to bring people together, share valuable resources for professional development and career advancement, and sustain participation in “One Wilshire” events.
• Equip all managers to recognize great performance and to develop the skill and practice of keeping team members accountable for delivering it.
• Meet current leadership needs by developing processes, procedures, and related forms to train supervisors in the full cycle of effective management and supervision.
• Meet future leadership needs by identifying high-potential leaders early and invest in their development.
• Help our leaders and team members identify and solve everyday workplace problems quickly and effectively.

Communication & Customer Service Action Steps:

• Increase our presence at remote locations to ensure visibility and balanced commitment.
• Launch an internal information campaign to brand “The Center” and generate early involvement.
• Increase the volume and frequency of All-staff communication via email and Wilshire @ Work posts to ensure consistent awareness of new programs and offerings.
• Encourage greater cross-Agency communication regarding Wilshire Moments, best practices, etc.
• Begin the process of automating several HR functions/processes while creating feedback loops for feedback from team members at all levels.

Jesse Sostrin, PhD

Vice President – Workforce, Leadership & Organization Development

Jesse’s Role: Jesse oversees all Human Resources, Leadership, and Organization Development policies, programs, and services including staff recruitment, selection, management, retention, and success planning, as well as on-going employee relations, company-wide strategic planning, leadership training and development, and culture change management. With the goal of cultivating a workforce that is mission-aligned, fully engaged, and ready for change, Jesse develops company-wide strategies and provides senior-level consultation and resources to foster a great place to work at Wilshire.                                                        

Connect with Jesse when you need:  Clarification about an HR program or service; Information about company culture strategies and practices; Support identifying and resolving strategic, operational, or personnel challenges; Management training, career development, and one-to-one coaching; and Any other service provided by Wilshire’s Center for Employee Engagement & Professional Development.

P. 805-547-7025 x16      F. 805-547-7029      Email: jsostrin@wilshirehcs.org

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Nicole Batlowski

Human Resources Manager – Workforce, Leadership & Organization Development

Nicole’s Role: Nicole is responsible for providing direction, support, and counsel to managers and Agency Human Resources Liaisons on a wide range of topics and concerns related to the recruitment, selection, and retention of employees, on-going employee relations, performance management and improvement systems, and overall human resources policies/practices. In addition, Nicole oversees the company benefits programs, which includes employee safety, welfare, wellness, and health programs. As Human Resources Manager, Nicole leads the implementation of internal communications and supports on-going culture change efforts within Wilshire. The development and maintenance of strong relationships is a priority for Nicole, the foundation of which includes, delivering accurate answers to your questions, providing clear and timely responses, and promoting an environment that encourages professional growth and personal development.

Connect with Nicole when you need:  Assistance related to Human Resources policies & procedures, employee relations, learning and performance initiatives, job descriptions, performance evaluations, and the tracking of employee compliance.  Nicole can also provide information regarding the full range of workforce, leadership, and organization development programs and services WHCS offers. Please feel free to contact Nicole with questions and inquiries related to Wilshire’s Center for Employee Engagement & Professional Development.

P. 805.547.7025 x 12      F. 805-547-7029      Email: nbatlowski@wilshirehcs.org

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Michelle Radecki

Benefits Coordinator

Michelle’s Role:  Michelle is responsible for tracking eligibility and processing enrollments, terminations and employee premium requirements for company sponsored plans, processes Family and Medical (F&M) leave requests/attributions, maintains and updates all human resource files, processes benefits related invoices, processes human resources payroll/benefit information in the Company payroll system and answers all benefit-related questions from staff at all locations.

Connect with Michelle when you have: Benefits questions regarding Medical/Dental/Vision coverage,  changes to  your 403(b) retirement plan, HSA contribution and address changes, questions regarding Family and Medical (F&M) leave requests and attributions.

P. 805.547.7025 x 24      F. 805-547-7029      Email: mradecki@wilshirehcs.org

Take a look at our plan and please share your input or let us know if you have any needs that are not addressed in the plan.

Workforce Leadership and Organization Development: Q1 Action Plan