Friday, January 18, 2013

Bitching at the Office--Sadly, if your boss is a liar, you can't trust him. Thermotron-- don't you what 2 go into management??

ok

Is your boss at THERMOTRON a liar?

(yes of course he is)

Does he give you false information about new accounts, fellow employees, job duties and office policies?

Are you constantly ciphering through his words in search of the truth? Well, don't fret. You are not alone.

According to sites like "Bad Bossology," a lot of people work for men and women who would rather lie than tell the truth. It's an epidemic sweeping the nation.

The best example of a lying boss can be seen through the company Enron. The financial lies of the leadership in Enron caused hundreds of people to lose out on their life savings. It was a catastrophic event broadcasted all over the news.

So what should you do if you work for a lying boss?

Dealing with a lying boss is a challenge.

However, the challenge doesn't lie with their behavior as much as it lies in how you respond to it. Most people fall into one of three categories. They act like a duck, a bird or an owl.

DUCKS
Employees who fall into this category refuse to the let the lies of their bosses get to them. So, they act like the lies don't exist and let them roll off their back like water on a duck's back. To outsiders, they appear perfectly content with their work conditions. Yet, secretly, they know what's going on around them is oh-so wrong.

BIRDS
Employees who fall into this category hate to be lied to and resent their lying bosses. As a result, birds talk behind their bosses back constantly and even warn newcomers. This behavior usually adds kindle to an already unfriendly/tense work-relationship between themselves and their bad bosses. Birds truly want to quit their jobs, but their financial circumstances won't let them. So, they do the next best thing, squawk about it.

OWLS

Employees who fall into this category accept the fact that their bosses are liars and act proactively in response to it. They take meticulous notes at meetings, save e-mails and keep up on office agenda. It's the only way to really deter their bosses lies and let their bad bosses know that they can't be taken advantage of. Owls usually are the go-to-people in the office, because of their job expertise and proactive behavior.

You've probably guessed by the descriptions that the balanced approach to a lying boss is to act like an owl

. Here's a few other tips I've found on works sites all over the internet. Just:
GET IT IN WRITING.

Sadly, if your boss is a liar, you can't trust him. So, for the important aspects of your job that can make or break you, get it in writing. You don't have to tell him that you want it in writing because he is a liar. All you have to say is that you want to be clear on protocol. (Wink) If your boss refuses to do this, shoot him a quick e-mail re-capping your important discussions. Of course, he won't like this, but it'll provide you with a paper trail that you may have to use in the future.
ENLIST AN OFFICE "SOURCE."
When you work for a lying boss, you will often get garbled information about office protocol, jobs and/or events. So maintain a relationship with an office go-to-person or source. This individual should be an old-timer who knows what's going on at all times or at least can find out. Your source will be able to provide you with the truth behind your bosses lies.
STAY ON TOP OF COMPANY POLICIES.
Every office has a manual that you can refer back to in order to understand that goals and aspirations of the company. Stay abreast of this information because your lying boss may distort it for a variety reasons. What am I saying? You be an expert on the rules, so you won't fall for a well-crafted fable.
Now that you've gotten a strategy for dealing with a lying boss, you will be able to wade relatively safely through their dishonesty. However, you do need to decide at one time or another if it's worth all of the extra effort. If the pros start to dwindle, it may be time to find another job.

Thermotron management-- "I'm an Offensive Person" Speech

ok

I really need help on this one. I live in holland michigan
Over the course of almost one year now I have been harrassed by a fellow employee.

She sent out an email that was a complete lie

(I have responses from the orginal source that counter everything she wrote).

The manager didn't meet her goals for a specific areas of work and tried to blaim it on me.

She told her manager (my 2nd level), who happens to be a personal friend of hers, that she "Was dead in the water" because of me.

I produced reports that showed she had a 5 week INCREASE in productivity in the area I was responsible for supporting.

I work in a secure area. My female counterpart was supplied with an access code to the area, I was not. In fact, the only people that have acess codes to the area are four females.

My 2nd level manager was well aware of the animousity that this fellow employee felt towards me and reorged me so that I am now her direct report.

When I mentioned that this was not a good idea given our past and I informed her that I saved all the emails that showed that my new manager misrepresents situations to paint me in a bad light (OK she lied). My 2nd level told me to delete them.

My new manager has continually tried to paint me in a bad light with my 2nd level. Anytime something is potentially negative surfaces or she can paint me in a bad light, she CCs my 2nd level on the email. Whenever I accomplish anything nothing is sent CCd to the 2nd level.

I have all the email this is something I can prove

Most recently, I was involved in an auto accident and was told by her to take all the time off I needed. Then I was told was all I needed was a doctors release, which I provided.

After I had already been back to work for a week, she found out she violated company policy by not opening a short term disability claim and
my manger opened a claim on my behalf on Friday of that week.

The following Monday she served me with a letter stating that "Due to the fact that [I] was absent from work and had not supplied the proper medical documentation to support my absence, [They] were concerned about my intentions toward my job" and I was forced to leave the premises until I retroactively completed all the proper paperwork

. I called HR and formally filed a comlaint about the situation.

I was told I can report back tomorrow. However, I don't know how to proceed from here. I'm not sure I completely trust our companies' HR department (see below).

In addition, she is forcing me to retroactively take a short term medical leave supposedly to "protect the company".

When I mentioned that to the HR rep she said I "chose" to work while on leave (again I was not formally on leave at the time),

however my manager had a fellow employee deliver a laptop out to me so that I could telecommute during the same time period that she is requiring that I file disability on. On the day I worked I was told that we could not push back the date of a project that we were working on.

Although she didn't say "you better work that day", my company is currently downsizing, so the threat of termination to me was insuated.

Is this legal?

Can a company retroactively force an emplyee to take short term disability?

If there is a continual pattern harrassment in general is that grounds for a lawsuit?

Also, if I have second hand knowledge that my 2nd level said she "tries to make it easier for woman,

because she doesn't want them to face the barriers that she did", is that permissible in court?

Your boss is a ruthless survivor-- has mastered the game of making herself look good at all costs -- stealing credit, inflating their unit's contributions,

Facing a lying boss? Time to work for a manager you can trust

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Staff Minneapolis / St. Paul Business Journal

Dear Joan:
I've got an intolerable situation that concerns me a great deal that you might have some thoughts on and that might be of interest to your readers.
For the past few years, I've worked with a large research institution in a unit that provides services to faculty at our institution. When I first came on board, I noticed things about the workplace that bugged me -- misunderstandings about projects, roles or other aspects of our work that seemed to crop up everywhere. Initially, I chalked it up to the fact that we were a new organization and settling into a routine or just the politics of academia. However, over time, I've learned that the manager of our unit is a habitual liar.
She misleads new hires about their job responsibilities and the nature of the work. She meets with us individually about faculty consulting, then contradicts what she told us in the private meeting when she talks later with the faculty members. She forms working groups and committees, telling each member something different about what she wants.
Most disturbing to me is that she has misrepresented our work in reports to our administration. The level of activity of consulting and other work in our unit is misstated, giving an impression that we're having a bigger impact on our campus than we really are. We give out grants to faculty and information that shows that the grant was ineffective or that the faculty member couldn't account for their spending.
She also tells groups of constituents -- faculty, administrators, and other units on campus -- different stories about what our responsibilities are or what our focus is on campus. She's even taken reports and proposals written by our staff and presented them as her own work at conferences.
The manager of my unit is a professional staff member; she isn't faculty and she doesn't have tenure. However, when individuals from our unit have expressed concern to human resources about aspects of her behavior, they've been ignored.
Many who have expressed confusion about the misleading information or pointed it out to her have been forced to leave. About a third to one half of our unit has constant turnover; despite this, she's been given additional responsibilities and absorbed other units in our division and was even given a position of responsibility on the board of our division.
My only reason for staying here is that I like the institution and the faculty that I work with. I've stayed quiet over the years, hoping that an administrator might start asking some questions. However, I'm finding it an impossible situation -- I can't believe anything my manager says and I have to be cautious when talking with faculty, administrators or co-workers, wondering what she may have told them about a project I'm working on.
I think the word is getting out, at least among some of our faculty and peer colleagues in similar units at other universities, that we're not all we're made out to be by our manager. I think my association with this unit may hurt me professionally in the long run.
Is there a way to work for someone you don't trust? Or should I just give up on the institution and move on? Is there an ethical responsibility I have here?
Answer:

Your boss is a ruthless survivor. Whether she is tenured or not, her behavior is unethical, dishonest and inexcusable.

She has mastered the game of making herself look good at all costs -- stealing credit, inflating her unit's contributions,

driving out those who question her, and even falsifying any results that don't paint her program in the best light. Do you really want to work for this snake?

Let's examine your examples:

YOUR manager is going to undercut any good work that you do,

because she is threatened, so any complaint (even an honest exit interview) will be attributed to a "disgruntled employee." Some of her faculty customers are starting to smell a rat, but you can bet the ones she's covering for will come to her defense.

Even if you blew the whistle on her, she has been putting on such a convincing show to senior management (she has even been given more responsibility), you would probably lose. I suggest that you either start applying for other jobs in the institution, or go find a more ethical manager somewhere else. And if you do leave the institution, send this column to the head of the organization.

Wednesday, January 16, 2013

Truth and Tradition - Part 1 of 2 - By Michael Rood-- thomas bannach thermotron liar

yes at thermotron
thomas bannach bragged that his lies were the "Truth"

When Roger cannady the former National Service manager-- was asked about this-- his response was "Well i'll accept you resignation" if you don't accept out lies.

After daniel j O'keefe fired him -- 4 not swallowing--- his lier and deceiver Dave Water Field said-- he believes thomas bannach's lies---

and "I heard -- about you"

as thomas bannach bragged that--
1.. if some one did a good job-- he would lie and say they did a bad job

2. if some one did a bad job--- He would lie and say they did a GOOD job

3. If some one needed help-- he would lie and say they didn't need help

4 if some one didn't need help he would lie and say that they needed help..

because at thermotron-- ever one would believe his lies

Thoman w Bannach for City Council- thermotron training-embezzlement tip #892

ok

yes hil sysbesma said this guy had thomas bannach "around his little finger" so he and thomas bannach

harassed and drummed out all the co-workers

robbery , thief and embezzlement -- lieing cheating and stealing leading astray and character assassination is the preferred way of a Holland michigan thermotron employee

embezzlement tip #892

If you really want to be good at supplamenting your income .. contact Gregory V Johnson..

Ask gregory v johnson about the embezzlement rate... he bragged that he was not as big of thief as hil sysybesma..

1. JOHNSON, GREGORY V Age: 49
Carmichael, CA
Citrus Heights, CA
San Jose, CA JOHNSON, MICHELLE L
JOHNSONWHEELER, CAROLYN V
JOHNSON, APRIL LYNNE

When you ck into a hotel in the morning.. 8 or so on the way to a job.. return to the hotel at 9am and cancel your stay.. and keep a copy of the receipt..

And file it with your service order as if you stayed there..

call it BONUS money..

Posted by chamberguy at 3:58 PM

"Corruption and greed" are prevalent in many companies across the country

Corruption part of corporate culture By KAJA WHITEHOUSE Last Updated: 1:03 AM, June 7, 2011 Posted: 12:14 AM, June 7, 2011 "Corruption and greed" are not only spreading across Wall Street but are prevalent in many companies across the country -- both large and small -- according to the federal government's top Manhattan crime fighter. Corporate culture as a whole has become "increasingly corrupt," US Attorney Preet Bharara said last night in a Midtown speech before a group of financial writers. Bharara, who is in the midst of an aggressive war against insider trading that has won the guilty pleas of more than two dozen executives and traders, said even more dangerous, perhaps, is that some "prominent and powerful publicly traded companies" seem "single-mindedly focused on staying an inch away from the line" of what is illegal. He equated this new way of doing business to a driver who curbs his drinking just enough to stay under the legal blood-alcohol limit. "Aspiring to the minimum is a recipe for disaster," he warned. In addition, Bharara sought to dispel the notion that some firms are too big to jail. "We should not be telling any institution that it is too big to be prosecuted," Bharara said late Monday at an event sponsored by the New York Financial Writers Association. No company will "get a get-out-of-jail-free card based on size." The remarks seemed directed at comments made last week by a Sanford C. Bernstein & Co. analyst who said investment bank Goldman Sachs won't face criminal prosecution on mortgage-linked securities because that might threaten the country's financial health. Bharara also sought to cool criticisms that his office's campaign to wipe out illegal trading is a distraction from finding and prosecuting the culprits of the financial crisis.

Tackling Corrupt Corporate Culture

Corruption and corporate failures negatively impact lives of businesses and individuals. A natural reaction to failure is to cry out for change. It is a call out for things to be done differently, and preferably better. Calls for change in how businesses are done, is growing louder, by the day. Massive scandals and corporate failures across countries have left people, both in leadership and ordinary citizens, screaming and demanding for transformation. Since the 1980s, after banking scandals such as at Bank of Credit and Commerce International (BCCI), we have heard strong and growing cries for change. We have seen targeted and piecemeal changes, addressing legal and regulatory frameworks, governance structures, and so forth. These are reactions which typically limit change to targeted and limited areas. Thus, in recent banking scandals involving lending rates among banks, in the United Kingdom and United States, stakeholders are calling for changes in the banking culture. Likewise in Zimbabwe, in the recent challenges faced at Interfin Banking Corporation, we have again heard calls for change in the banking culture. What does the banking culture change to? What is it that we want to see our banking systems do for us? How should the transformed banking systems and culture look like? This vision is missing from the various architectures of change, not just in the banking sector, but across all other economic and business sectors. It is true that the banking business has metamorphosed from simple retail banking, which encouraged savings, to complex systems, which only a few of the bankers understand, and encourages spending. Mervyn King, the Bank of England Governor, described this change in the banking industry, as having been, from excessive levels of compensation, to shoddy treatment of customers, to a deceitful manipulation of one of the most important interest rates. His reaction was that there was need for a real change in the banking industry culture.

Who’s YourDaddy?

The Myth of Cap and Trade Fair Use / Disclaimer RSS Subscribe: RSS feed YourDaddy's Politics Does Barack Obama represent the EndGame for America? YourDaddy Thinks So. Obama: “If you have no record to run on, then paint the other guy as someone to run from”. Posted on August 30, 2012 by @notalemming 2 Obama_lie_after_Lie 1 Vote Chicago Values Run Amuk Published on Aug 9, 2012 by wordsmatter2012 In 2008 Candidate Obama promised to end the “game-playing” by running a positive campaign without negative ads. Did he keep his promise? Hows that hope and change working for you now Barry?

Keeping It Positive?

thermotron Organisational culture manager training

Organisational culture

A popular definition of organisational culture is "the way things are done around here"

1 and a recent public inquiry described culture as an organisation's "personality – sometimes overt but often unstated – that guides the decision-making process at all levels of an organisation". 2 Underlying most definitions and descriptions of organisational culture is the idea that "Official policies specify what management wants to happen. Corporate culture determines what actually happens, and which rules are obeyed, bent or ignored." 3 An organisation might espouse particular stated values but its culture will show its true values.

How can organisational culture help to prevent corruption?

The importance of an organisation's culture to the prevention of workplace corruption lies in the effect it can have on the behaviour of employees. If an organisation has a strong culture employees can feel pressure to comply with the prevailing culture and behave in the same way as most other people in the organisation. If that culture – or "the way things are done around here" – allows, or even rewards, improper or corrupt behaviour then corrupt conduct is more likely to occur. Conversely, if the culture is one that encourages and rewards compliance with policies and the organisation's values then corruption will be less likely to occur. Senior management and line managers are in the best position to influence the ethical culture of an organisation by promoting and enforcing policies and accountability controls. Case studies

Tuesday, January 15, 2013

Pigeons - thermotron -- the more you do -- the more you have to do

yes at thermotron
the more you do the more you have to do

and you don't get any credit-- because --"That's why we Hired you to do"

thermotron the motto is -- hire -- burn them out-- and replace them--

as Mark Lamers will tell you-- good people?? not at thermotron

thermotron field service engineering training with fred plont

ok

get you start with tamera kennedy and former employee Fred Plont

yes fred Plont worked with ED FLOWERS -- in california-- and it was a game to keep the customers guessing on what thermotron corporate was going to do

Fred Plont said he dosen't help any of his co-workers because everone is only supposted to help them selves--

ED FLOWERS -- left thermotron and moved to california to to "Big Time" and started selling for Russles technical products--

thermotron management - Management Coordination and Utter Apathy

thomas w bannach - Management Coordination and Utter Apathy

thermotron manager training with Thomas W Bannach

Thomas Bannach said that every one was the manager when he got his opportunity on the west coast-- When the employee's asked him for a better understanding-- he said

"welll---that's the --Problem---!!! ou shoul know what i --am thinking---

Dean Tripp-- the last of thermotron's SENIOR field service engineer-- said--
thomas bannach always was trying to "BUILD A CASE AGAINST HIS CO-WORKERS--

and that -- he promoted Back-stabbing-- so that everyone was a SNITCH--

so he drummed out 90 % of the employee's -- and libles and slandered them --

and always said"" Welll we didn't lose much..

thermotron management - Holding Up the Wall, Drive By Management, an...

thermotron management - Holding Up the Wall,---Non-compete agreements are illegal in California. Drive By Management, an...evey-1- is the manager

yes you can be a manager at thermotron-- Hil sybesma demenstrated the concept of every 1 is a manager at thermotron--

hil sybesma worked was the only person in a branch office-- his main area ofcontrol was -

- the telephone -- answering machine--

but he did teach his co-workers how to embezzle a little bit every day-

- and darn if he was 't a skilled liar--

when he ws promoted to sales man-- he took a pay cut-- -- just to get a better "Title"

and when he QUIT the job at thermotron-- they were so -- sorry to see him leave--

that thermotron filed a 1 million dollar law suit-- against him -- just because of loyality--

and besides management had made him sign a non-compete - clause-- because you can's control what you don't own..
California Non-Compete Agreements

Quick Summary

Non-compete agreements are illegal in California.

Many companies are unaware of his fact, especially
since non-compete agreements are legal in virtually all other states.

However, there are two
exceptions in California.

Non-compete agreements
re enforceable for partnerships and when someone is selling their ownership nterest in a company. A
related topic is the protection of trade secrets.

A company
an prevent the use of its trade secrets, but it cannot prevent fair competition.

Non-Compete Agreements are Generally Illegal

Non Compete Agreement California

However, an over-broad CNC may prevent an employee from working elsewhere at all. English common law originally held any such constraint to be unenforceable as a matter of public policy.[1] Contemporary case law permits exceptions, but generally will only enforce CNCs to the extent necessary to protect the employer. Most jurisdictions in which such contracts have been examined by the courts have deemed CNCs to be legally binding so long as the clause contains reasonable limitations as to the geographical area and time period in which an employee of a company may not compete.

Non Compete Agreement California

Many companies seek to protect their business by requiring that employees sign agreements to not
compete with the company should they leave employment. However, unlike in many other states, non-
compete employment agreements are illegal in California. Business
and Professions Code § 16600 provides that "every contract by which anyone is restrained from
engaging in a lawful profession, trade,
or business of any kind is to that extent void." Section 16600 invalidates agreements to preclude
employment in a certain line of
work. The section has also been construed by California courts as invalidating agreements that seek
to prevent former employees from
accepting work from any of the former employer's clients. (Morris v. Harris (1954) 127 Cal.App.2d
476.) A former employee may also
solicit employees from his or her former employer if unlawful means or acts of unfair competition
are not used. (Diodes, Inc. v. Franzen
(1968) 260 Cal.App.2d 244.)

Sunday, January 13, 2013

The Capture of Corruption

The Capture of Corruption: Complexity and Corporate Culture “Corruption is often discussed in the kinds of language and symbolism reserved for life-threatening diseases’1. This is problematic as no-one seems to have found a definition which is universally agreed. Nor is there absolute consensus on what types of behaviour within a loose definition are harmful. Johnson, however, argues that in some respects there is “too much consensus. The new wave of concern has been driven primarily by business and by international aid and lending institutions. While there is nothing inherently wrong with that, their vision of corruption, like any other, is partial.”2 Johnson points out that the major anticorruption players (USAID, World Bank, OECD, UNDP and TI)3 rarely address differences in the societies whose corruption they seek to cure. Noting the way in which corruption and ant-corruption has emerged on to the international agenda, Samson notes; “In the last five or six years, anti-corruption practices have diffused transnationally and have become organised globally. We have seen the emergence of a world of anti-corruption with its own actors, strategies, resources and practices, with its heroes, victims and villains” 4 Samson moots two possible explanations for this powerful recent emergence of the anti-corruption movement “The fight against corruption is virtuous, and those who form part of the anti-corruption community’ are thus ‘integrity warriors’. The second explanation focuses on the need to increase system rationality; fighting corruption, it is “argued, will make market economies more efficient, state administration more effective, and development resources more accessible.” 5 Pointing out that when anti-corruption norms are applied to projects “’global morality’ [becomes] . . . a social process. It is a process by which virtue is transformed into a specific activity called a project- one which includes formulating a funding strategy, approaching donors, analysing stakeholders, hiring consultants, developing NGOs, conducting project appraisals, making evaluations . . . Anticorruptionism . . . is a stage in which moral projects are intertwined with money and power.”6 Because of this “Anti-corruption . . . is not innocent. It can be manipulated to serve the interest of even the most unscrupulous actors.”7 Further, the interdependence of world economies makes the condemnation of certain behaviours one-sided; that is, the behaviour of one set of actors is condemned while those on the other side of the transaction are regarded with complacence. This paper argues that such a system operates in certain tax havens, and will spotlight the British Virgin Islands to put detail on a complex moral phenomenon. 1 M. Johnson’ Political Corruption’, Colgate University 2003. 2 M. Johnson “Comparing Corruption” in Heffernan and Kleinig (Eds)Private and Public Corruption, p276. 3 United States Agency for International Development, Organisation for Economic Development and cooperation, united Nations Development Programme, Transparency International. 4 S. Samson “IntegrityWarriors: Global Morality and the Anti-Corruption Movement in the Balkans” in D. Haller and C. Shore (eds) Corruption, p106 Italics in original. 5 S. Samson “IntegrityWarriors: Global Morality and the Anti-Corruption Movement in the Balkans” in D. Haller and C. Shore (eds) Corruption, p107. 6 S. Samson “IntegrityWarriors: Global Morality and the Anti-Corruption Movement in the Balkans” in D. Haller and C. Shore (eds) Corruption, p109-10. 7 S. Samson “IntegrityWarriors: Global Morality and the Anti-Corruption Movement in the Balkans” in D. Haller and C. Shore (eds) Corruption, p129. Create

5 Ways to Find Candidates Who Fit Your Culture

Advice and How-To's 5 Ways to Find Candidates Who Fit Your Culture by Jim Roddy Aug 8, 2012, 5:06 am ET inShare1,095 A common mistake of managers is hiring based solely on the candidate’s résumé and skills. This is probably why you’ve crossed paths with so many highly skilled jerks during your career. Determining a cultural fit isn’t as simple as describing your work environment and then asking the candidate for a thumbs up. In fact, you don’t want to offer details about your culture until near the end of your interview process. Don’t tip your hand by giving information that will coach them on how to answer your initial questions. Here are my top five techniques to determine if a candidate fits your culture: Ask “What was the worst company culture you worked in?” I love hiring people who had a genuinely awful work experience. I know that might sound odd, but it gives the candidate the appropriate perspective of a truly difficult work environment. For example, Josh told me during an interview that the five brothers who owned the company he worked for frequently squabbled. I’m not sure if punches were ever thrown, but they swore and yelled at each other before storming out of meetings. One brother would give Josh direction, then another brother would stop by Josh’s desk and say, “Forget him. Do this instead.” How would you like to deal with that every day? Josh has been a strong employee of ours for 11 years now. His job isn’t easy, but he appreciates that our culture encourages cooperation. Candidates who haven’t experienced a poor work environment may feel the grass is greener at another employer when your job gets hard. Be skeptical of the candidate’s answer. Determine if the candidate’s past work culture was problematic or if the candidate is overreacting. One sales candidate I talked with said he was miserable at his current company, but when I pressed for details his main complaint was that his manager required him to complete monthly reports. An operations candidate was angry at her employer because she was required to make deadlines. My company requires sales reps to turn in paperwork weekly and hinges operations employees’ bonuses on deadlines. These candidates were clearly not a fit for our company, but I didn’t learn that until holding out for details of their “terrible” work environment. Ask “How did you cope in that culture?” This question will provide insight into several character traits of the candidate. Did they persevere through the tough times or quickly bail? Did they stay enthusiastic or did their attitude sour and harm their co-workers? When describing the experience, do they exhibit kindness? Are they overly bitter or are they mature enough to realize they learned something from the experience? Near the end of your interview process, detail your company culture. Put it in writing. Prior to the final interview (where we discuss our aversions of the candidate and they detail their aversions of my organization), we give candidates documents that detail our company’s culture plus an introductory letter from the company president. Here’s a passage from that letter: “If you ever feel we are not adhering to the concepts outlined here with you or anyone else, we would truly appreciate you making us aware of it. If you don’t understand the reason behind an action or policy, or you don’t believe appropriate changes are being made — and your supervisor is not able to adequately make changes that align with our principles or help you to understand why we are doing what we do — please let me know. We are striving to make this a fair and safe work environment where high-character, self-governing, independent-thinking people thrive — both at work and in life.” Set them up for future reference on your company culture. The communication technique of Set Them Up For Future Reference — I convert it to the fun acronym STUFFR — consists of identifying and understanding a potential problem and discussing it with the candidate in advance. You also need to note the candidate’s (and your own) exact words and commitment to not failing. My company doesn’t care if someone generates a zillion dollars in new revenue. If that person doesn’t treat co-workers right, we don’t want that person on our team. Here’s what I say to candidates: “You can take what I’m about to say to you two ways. You can take it as me wagging my finger in your face saying, ‘We have a bunch of good, honest, kind, hard-working people here. Don’t screw it up. I’ll throw you out of here because I don’t want one person ruining it for us.’ Or you can take what I’m saying as our company making a commitment to you that you don’t have to tolerate anyone screaming, yelling, swearing, or belittling you. If someone breaks the Golden Rule, let me know and we’ll put a stop to it. Are you OK with that?” Finding candidates who fit your company doesn’t have to be a mystery or guessing game. If you execute the above questions and conversations during your interview process, you’ll hire employees who will enhance your organization’s culture.

Candidates by Jim Roddy Aug 29, 2012, 5:06 am ET inShare801 photo of Dukiet from Boston College, during his time as a player Bob Dukiet, my hard-driving college basketball coach, would frequently (and loudly) explain why we needed to give a genuine, 100% effort at all times. “You might be able to get away with faking it here in practice,” he’d holler. “But in a game, the other guy will smell you out!” In kinder words, unprepared players and inferior teams get exposed quickly. That principle applies to your interview process. A sales candidate at my company recently explained that he was pursuing us instead of another local employer because our culture was far superior. When he shadowed members of our team, he found every sales rep to be cheerful, hard working, friendly, and cooperative. Employees at the other potential employer were essentially the opposite. They openly discussed the disharmony at their company, chiding other cliques inside the organization. If candidates are left alone with your team, what culture will they experience? If several candidates haven’t raved about your organization, stop over-inflating the reality of your culture in your marketing materials and social media campaigns. Get to work on establishing company principles and genuinely integrate them into your business. Candidates could notice these six aspects of your company culture during your interview process. If you can’t place a check mark next to each item, you have some work to do. Candidates are greeted with a smile by your receptionist. And by name, too. If a big customer was visiting your office, you’d give them VIP treatment. Well, shouldn’t that apply to any guest, especially a potential new team member? When we schedule interviews with candidates, we alert our receptionist of the day and time they’re scheduled so she can welcome them appropriately. Professionalism is required. The candidate will judge your organization on many criteria, including: The appearance of the interviewers and your facility. The interviewer’s handshake, eye contact, posture, facial expressions, and attentiveness during the interview. Your word being good. If you say you’ll meet with a candidate at 1 p.m., be ready at that time. Candidates see employee photos prominently displayed. What does a proud parent do when you meet them? They show you pictures of their kids. If you’re proud of your employees, show ’em off. Snap casual photos around the office or at company events, and then feature them in your lobby on a monitor or TV screen. See some of the photos we showcase in the Jameson Publishing lobby. (The Viking award photos are the best!) All employees are friendly and eager to help. The lobby at my company is also a thoroughfare for employees walking to another department or to the restrooms. Candidates marvel that while they’re waiting for their interview, everybody – I mean everybody – who walks by asks if they’re being taken care of. We’ve never issued a decree that folks are required to do that. But in our interview process, we hold out to hire candidates who are predisposed to helping others. Candidates perceive energy among your employees. Though I hear about this from candidates frequently, it’s still hard for me to articulate this aspect of a company’s culture. The most common example candidates point out is people walking with a purpose. Also, candidates note they don’t see employees hanging out at the coffee machine, leaning on cube walls, or waltzing slowly down the hallways. I recall one person telling us, “I’ve never seen anything like this. In every corner, people are working. Everybody is pulling their own weight.” Your organization embraces candor. Interviewers should integrate managing expectations, establishing responsibilities, and your company’s principles throughout the interview process. During every interview, let candidates know exactly what they are signing up for and what remaining employed with your company will require. Talk about difficult parts of the job in no uncertain terms. You are not selling the candidates on the job; you are giving and getting data. Hire, retain, and promote those who meet or exceed your company’s principles. If you have team members who don’t currently fit your culture, work with them on their areas to improve. But let them know it’s a limited time offer. If they can’t meet your company’s standards in a reasonable time-frame, they will be asked to seek employment elsewhere. For more advice on how to build a genuinely positive culture at your company, see my ERE article “5 Ways To Find Candidates Who Fit Your Culture” or read my book Hire Like You Just Beat Cancer.

ompany Culture – how to create your organisational values What is company culture and why does it matter? Google the word ‘culture’ and it returns 429 million results in 0.07 seconds (EDIT, as of 2012: 1,500+). Still a hot topic 15 years on from when Lloyds and TSB conducted one of their first ‘company culture audits’ to see how the merger would really work, creating an ‘enviable culture’ will probably be on the list of priorities, if performance and success is a desired outcome for your organisation.

Why You Should Care about Thermotron Company Culture

Why You Should Care about Your Company Culture by Derek Irvine on 10/18/2010 09:53 0 comments , 1510 views Categories: Social HR, Leadership, Management & Policy, Talent Management, Employee Benefits What role do you think the culture of your company plays in the company’s success? Wait. Let’s back up. What do you think your company culture is? Intimidation? Get it done at any cost? Supportive? Innovative? How does that culture influence people’s attitudes and actions? Towers Watson recently published a report that removes all doubt about the importance of culture in high-performing organizations: In a high-performance organization, workplace practices must actively influence the employee behaviors needed to execute its strategy and reinforce its market focus. … When the culture and strategy align, both people and functions work toward a common purpose. … Culture, and all the systems that support it, must reinforce and reward these actions, behaviors and attitudes. I think we can all easily agree that employee behaviors and actions are what ultimately execute company strategy. But the challenge is company culture often does not encourage the needed behaviors and actions or doesn’t tie them directly to company strategy. Again from the Towers Watson report: Many companies’ cultures are not aligned with their business objectives, because their leaders, who by and large focus on the financial and operational aspects of the business, simply allow corporate culture to evolve. In some cases, the responsibilities of day-to-day management intrude, or leaders do not have the tools necessary to identify and close the gaps between culture and strategy.

culture of a company is connected to the characteristics found in the surrounding society,

Corporate culture is a set of characteristics that define a business. It involves employee attitudes, standards (policies and procedures), and rites and rituals. The culture of a company is connected to the characteristics found in the surrounding society, but it also has some traits, such as a hierarchy system, that are unique. It can be negative, neutral, or positive, and although some businesses like to portray corporate culture as static, in most cases, it changes over time. Major Components and Development The attitude of those within a company is perhaps the most fundamental element of corporate culture. When executives, managers, and rank and file employees are all on the same page as far as basic corporate values, it becomes possible to have general agreement on the relationships that must be in place to accurately reflect the desired set of characteristics for the business. For example, when employees are provided with ways to make suggestions that could improve the productivity or the general working environment of the company, it can be said that the environment is inclusive, as it allows for free communication between everyone employed by the business.

thermotron Corporate Culture

: This includes how different departments or functions relate to one another in the production process, the line of communication established between management and departmental employees, and rules governing acceptable employee conduct. Other elements develop based on the policies and procedures adopted. Corporate culture usually includes some rites or rituals. Examples are an annual holiday bonus, a week in the summer when the entire company shuts down, or even the naming of an employee of the month. For example, adding morals to an ethical code of conduct is possible under certain scenarios. A significant reason to link corporate culture and ethics is to ensure the same definition and understanding of ethics among a group of people.