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Section 7

Creating or Reinforcing Productivity in the Workplace

Decision making guide

Make a list of pro’s and cons for all possible choices that you are aware of.  Ask others (mentors) if other possibilities exist that you are not aware of, do some research.  Select the most favorable choices to yourself and those impacted by your decision.  Some choices can be revisited once results are reviewed and future choices can be improved through trial and error. 

Goal setting checklist

o       The goals are practical and realistic.

o       The goals are in good interest.

o       The goals are really necessary and there is enough motivation or drives to help you attain them.

o       You have identified some rewards you can use along the way.

o       You have identified strategies and precise steps and contingency steps to take in your plan to reach your goals.

o       You are aware of where you might need to ask for help in reaching the goals.

o       There are spaces in the plan devoted to evaluating progress and redesigning.

o       You have identified some obstacles or behaviors you will need to alter or acquire and have made plans on how to adapt.

o       There are tangible dates you’re aiming for and you have identified reasonable ways to assess progress in reaching your goals.

Providing References as an Employer

     Many employers are worried they might be sued if they speak poorly about a former employee, but the law in most states protect people from slander provided what is said is truthful and without malice.  You might get better cooperation if you fax a position argument concerning your State’s law. Then try to ask the questions you want answered by prior employers.  Another way to gain cooperation is having the perspective employee sign a waiver, giving you permission to ask the questions or review prior work personnel files the applicant may request and then share with you or sign releases allowing you access perhaps.  Rules surrounding what may be asked may vary from State to State and according to the type of industry or position a candidate is interviewing for.  An approach reported to be very effective is to tell the person you’re interviewing that you will ask rating questions on a scale of 1 to 10 or yes or no questions. For example, would you hire the person again?  How would you rate them on being on time, working well independently and so on?  If people offer opinions during character references, what you’re looking for are trends from different sources.  (Mullich, J. 2006. Cracking the Ex-Files.)

Investigating Backgrounds

     Another way to gain information on individuals is searching for them on the internet and seeing if you can learn about them in chat rooms or in social or private business environments.  For example, if they sell things on e-bay what do they sell and what are buyers saying about them.  Myspace comments, chat or blog entries may be sitting in public domain and are easily accessible.  Just be sure if you use information as a basis of a decision that the information you’re using is reliable and that you’re not infringing on a candidates rights, or being overly discriminating in a way that violates any applicable laws.  If for example, a position is open and you require a clean background and are legally allowed to do so for that position, then determine if you are required to cover the fees of the background check and which law enforcement agency offers the most comprehensive check.  Some positions might require a more extensive background check and under the Power of Attorney, some public records could be accessible directly from government offices through a Freedom of Information Act or by searching public records. 

Resources for verifying your line of questioning is consistent with the law:

     In California, The Department of Fair Employment and Housing (DFEH) brochure Pre-Employment Inquiry Guidelines OSP 98 7621 lists some acceptable areas to probe and areas that are not appropriate to ask potential employees about.  That agency helps address allegations and incidents of discrimination and harassment for employment and housing matters based on; Race, Ancestry, National Origin, Color, Sex, Religion, Disability, Marital Status, Age, Medical Condition, Refusal of Family Care Leave, Refusal of Leave for an Employee’s own serious Health Condition, Denial of Pregnancy Disability Leave, Retaliation for reporting patient abuse in tax supported institutions and or violence in the workplace for persons among the protected classes or otherwise. DFEH may be reached by calling (916)227-0551 1-800-884-1684.

Helpful Resources:

     The California 24 hr Crisis line for counseling, information and referrals for youth and families is 1-800-843-5200.

Mentors are people you can get helpful advice or guidance from to make plans and advance your goals. Mentors 1-800-444-3066

Knowing when to ask for help can save your life or the life of someone else! Youth Crisis line 1-800-843-5200

Employment Development Department Youth Employment Opportunity Program in Hayward, CA (510)563-5200

caljobs.ca.gov (Labor exchange)

References

Dahlstrom & Co. (1995)

Employment Development Department’s Strategic Plan 2007-2011 http://www.edd.ca.gov/

Gordon, R. (1969) Interviewing- Strategy, Techniques, and Tactics. Illinois, Dorsey Press.

Jackson, R. (2003) Single Subject Studies Conclusions. SF, EIA Curriculum and Training Press http://www.specialagenttraining.cfsites.org/

Maag, J. (1999). Behavior Management, London, Singular Publishing,

Mullich, J. (2006). Cracking the Ex-Files.

Schultz on Maslow, (1996), pg. 438,439. NY, Harcourt Brace College Publishers

Sue, Sue, Sue (2000 pg 15).  NY, Houghton Mifflin Company.

Swanson and Fouad on Holland (1999, pg 45) London, Sage Publications.

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