In the world of classical music, orchestra musicians are notoriously unhappy – with a job satisfaction lower than that of a prison guard.  While at the same time, the people at the top of the job satisfaction ladder are chamber orchestra musicians.

It is this dichotomy that has important lessons for everyone on how to lead and learn in business and in life, according to Benjamin Zander, conductor of the Boston Philharmonic Orchestra.  For him, the difference in outlook between the two comes down to leadership.

In the large orchestra, the management is top down.  It is for the most part a very autocratic arrangement, with the conductor having all of the power.  In the chamber orchestra, however, each player is pretty much autonomous, and the players cooperate to perform.

Taking his cue from the chamber orchestra, Zander sees his job as a conductor to help the musicians he is conducting achieve their best performance.  They need to look at possibilities, not limitations.  The same is true for businesses, which are taking note of Zander’s approach.

To look at things in terms of possibilities, we must realize that all of our actions are the result of a choice.  We can do things as we have always done them, or we can make the choice to question the assumptions we have always had.  Zander uses a piece of music as an example.  We can play the music as it has always been played, or, by questioning our assumptions about it, and reinterpreting it, we can change it into something altogether new.

As part of his leadership style, Zander now focuses on what he can offer to society, not just what he can accomplish for himself.  Looking at things this way takes the image of success and failure out of the picture.

When it comes to managing and solving problems, we all have choices, Zander says.  We can take on a problem with a range of different attitudes – fear, anger, boredom.  But we also can see the possibility inherent in each situation.  And looking at the possibilities in each problem will lead us to take a hard look at our assumptions because it is these assumptions which are often obstacles to making real innovation.  In every organization, we all need to look at the assumptions we make and make those assumptions explicit so that we can examine them and adjust as needed.

If you’re looking for a great new position in the engineering, architecture or construction sectors in the Washington, DC area, conduct yourself on over to RealStreet Staffing. We’re waiting to hear from you!

While mechanization is certainly an integral part of how businesses operate today, the human factor is still vital in countless areas of manufacturing, sales and transportation. Keeping workers engaged in their jobs is vital to maintaining a high level of production.

There is much a company can do to create an environment where workers feel they are vital to the outcome of a company’s mission whether it be in manufacturing or customer service.

One suggestion to keeping employees productive, engaged, and giving 100 percent of their effort is to create the right work environment. Let them have a say in everyday operations. Give them ample control over how things are done. When possible, supervisors should keep a low profile as long as employees are getting the job done. This instills a sense of trust with employees.

Management should do all it can to see that members of a company’s workforce are fully equipped to do their assigned jobs. That means providing all the necessary training and information. Set goals for workers, and provide positive feedback when it is deserved.
Supervisors should provide clear expectations and specific deadlines when assigning projects. This way both parties are aware of what is expected. Workers also should know who they can go to when problems arise.

Giving workers decision-making authority is another way to empower them. As an example, one businessman gave his customer service staff permission to spend up to $400 when resolving customer service issues without having to seek permission from upper management.

Remember, though, there is a flip side to every coin. Management practices that ignore the positive results mentioned above can have negative ramifications that ultimately harm a business.

Paying less than competitive wages sends a clear message that the company cares little for its workers and much more about profits. When workers feel unappreciated they are likely to be less productive and are more likely to look for work elsewhere. Remember to pay workers fairly and competitively.

Secondly, let employees know they are appreciated. Praise and recognition for a job well done goes a long way. Hard working employees who get no positive feedback are likely to respond by slowing down and doing just enough to get by.

While empowering workers can be a good thing, a company shouldn’t overdo it. Giving someone too many responsibilities beyond what his or her position calls for can have negative results. A business doesn’t want to leave workers with the feeling they are being “dumped” on. When that happens and nothing is given in return, such as a raise, time off or another type of perk, supervisors shouldn’t surprised when the grumbling begins and workers begin knocking on the doors of a firm’s competitors.

When a company doesn’t take people for granted and shows its appreciation for its employees hard work, the firm likely will have a contented workforce willing to go the extra mile.

When you need help finding a dedicated and skilled staff for your Washington, DC-based company, call upon RealStreet Staffing. We can help you find “the good guys.” Contact us today!

According to a recent survey on employee health, workers could do more at work to eat better and be more active, while employers could improve workers’ health by doing more to encourage healthy lifestyles.

The issue has become important because about three-fourths of Americans will be overweight by 2015, according to healthcare experts. And the rate of absenteeism of obese employees is almost two times the amount of other employees, causing more than $4 billion a year in lost productivity.

Surveys have shown that about one-fifth of all businesses sponsor weight loss programs, mostly in the healthcare and hospitality areas. Because obesity increases the risk of various health problems, these weight loss programs can help prevent disease and keep down healthcare costs. Diseases connected to obesity include heart disease, diabetes, high blood pressure, and cancer.

The survey showed a number of unhealthy practices at work. Many of those employees responding in the survey said they ate junk food snacks at work. Less than half of those responding said there were healthy foods available to eat. The survey also showed that more than one-third of workers had jobs that kept them at their desks. Almost half of those responding also said that stress at work contributed to less than healthy eating habits.

About two-thirds said they would use a gym, nutrition and weight loss programs if they were available.

Researchers said that businesses can offer their employees programs that will help them eat better and be active, programs that will not only reduce healthcare costs for the company but also help to increase productivity.

Surveys showed that more than two-thirds of the organizations had some type of wellness
program, which was about six percent more than during the previous four years. Also, more than 70 percent of organizations that have more than 500 employees also offer some kind of wellness program. Of these organizations, governmental entities had the highest participation with 82 percent, and service industries the lowest, with 62 percent.

Most of the wellness programs also offered flu shots. Others offered health risk assessments and stop smoking programs, along with annual physicals.

RealStreet Staffing helps match architectural, construction and engineering talent with some of the Washington, DC area’s best companies. Contact us today so that we may learn more about your needs.

In today’s culture, it seems, our work life — if we’re fortunate to even have a job — is our life. It’s as if we eat, sleep and otherwise do the day-to-day activities of living just so we can go to work.

That said, it naturally follows that what we think about our work and our employer has a great affect on our mood in and out of work, as well as our health.

A recent study has found that how employees perceive their employer and their jobs has a huge influence on how efficient and even profitable a company is. Research conducted by Gallup, Inc. and published in Perspectives on Psychological Science, found that how employees perceive a firm can predict its very performance.

The research, which was based on more than 2,000 business units within a total of 10 companies (which included businesses such as retailers, factories and sales offices), analyzed employee retention and satisfaction surveys, as well as customer loyalty and a firm’s financial performance in order to ascertain any correlation between how satisfied employees were with their company and how well the firms performed.

The findings? The more favorably employees look at their jobs, the more companies tend to retain workers, have loyal customers and perform better financially.

What can you take away from this study? The importance of working to ensure your employees think well of you. The more you put into practice management strategies that improve your employees’ perception of their workplace, the more successful your company will be.

Some tips on how to do this:

• Be clear about work expectations right from the start. Let your employees know what goals and results your company is hoping to meet and tell workers how their efforts contribute to them. Doing so allows employees to see how their efforts relate to an overall and bigger picture. They feel they are part of something more than just the work they do day in and day out — they are working toward a common goal with like-minded colleagues.
• You also should work to ensure your employees toil in a pleasant working environment. This can go a long way to growing productivity.

An important and interesting finding of the study: Employees’ perception of a firm is more important than what actually is being done. Perception is, once again, reality. To help your staff perceive your firm positively, solicit their input and ideas.

When you’re in need of highly skilled construction, engineering and architecture professionals for your Washington Metro firm, contact RealStreet Staffing. We can source and place temporary or permanent professionals who will your firm be more productive and profitable. Contact us today!

Many companies in the United States are not taking advantage of a key resource – their employees.  A recent survey has shown that companies are not taking the time to listen to feedback or ideas from their workers.

Nearly half of the companies contacted in a recent study did not use employee surveys.  Moreover, almost half of the companies that did use surveys did nothing with the responses.  The area of the country where employee surveys were most prevalent was the South, where 57 percent of the companies contacted reported using the surveys.  However, companies in the north central region of the country, which includes Ohio, Illinois, Michigan, Wisconsin, Minnesota, Iowa, Missouri, North Dakota, South Dakota, Nebraska, and Kansas, were the least likely to do anything with employee surveys.  A little more than half reported taking any action connected to the surveys.  The West had the lowest rate of employee surveys, at 42 percent.

Human resource specialists highlighted the importance of conducting such surveys.  These instruments allow workers’ voices to be heard, and to enable them to become part of a company’s strategic vision.  The surveys can be especially important during a period of change, which naturally heightens uncertainty.  Offering employees a chance to give feedback prior to a change increases their engagement in the change and the success of the company.

Studies have shown a close connection between a favorable perception that employees have of their jobs and a company’s use of responses to employee surveys.  Many employees felt that the actions taken by the company in response to employee feedback created better working conditions.

A number of the same issues continually surfaced in employee responses to surveys at different companies.  Salaries ranked as the number one issue connected to employee dissatisfaction.  Workers are especially concerned about the compression in pay between new and more senior employees.  Employees also felt that there should be more recognition of performance in making pay increases.  Workers also felt that the cost of health insurance was too high, especially for prescription drug programs.  Another concern was a top-heavy organizational structure, where there were too many people giving orders and not enough people to carry them out.

They also felt that there needs to be better communication between workers and management, and that management needs to be more readily available.  Other feedback centered on the human resource department, which was perceived as being unresponsive to employee questions or problems.  Employees also felt that workloads were too heavy or departments were not staffed at proper levels.  Favoritism was cited as another issue, as was the cleanliness of the work environment.

When you need reliable professionals skilled in the construction, engineering and architecture industries for your Washington, DC-area company, contact RealStreet Staffing. We can source, vet and place workers in temporary, temp-to-hire and direct hire assignments. We look forward to hearing from you.

Many companies in the United States are not taking advantage of a key resource – their employees.  A recent survey has shown that companies are not taking the time to listen to feedback or ideas from their workers.

Nearly half of the companies contacted in a recent study did not use employee surveys.  Moreover, almost half of the companies that did use surveys did nothing with the responses.  The area of the country where employee surveys were most prevalent was the South, where 57 percent of the companies contacted reported using the surveys.  However, companies in the north central region of the country, which includes Ohio, Illinois, Michigan, Wisconsin, Minnesota, Iowa, Missouri, North Dakota, South Dakota, Nebraska, and Kansas, were the least likely to do anything with employee surveys.  A little more than half reported taking any action connected to the surveys.  The West had the lowest rate of employee surveys, at 42 percent.

Human resource specialists highlighted the importance of conducting such surveys.  These instruments allow workers’ voices to be heard, and to enable them to become part of a company’s strategic vision.  The surveys can be especially important during a period of change, which naturally heightens uncertainty.  Offering employees a chance to give feedback prior to a change increases their engagement in the change and the success of the company.

Studies have shown a close connection between a favorable perception that employees have of their jobs and a company’s use of responses to employee surveys.  Many employees felt that the actions taken by the company in response to employee feedback created better working conditions.

A number of the same issues continually surfaced in employee responses to surveys at different companies.  Salaries ranked as the number one issue connected to employee dissatisfaction.  Workers are especially concerned about the compression in pay between new and more senior employees.  Employees also felt that there should be more recognition of performance in making pay increases.  Workers also felt that the cost of health insurance was too high, especially for prescription drug programs.  Another concern was a top-heavy organizational structure, where there were too many people giving orders and not enough people to carry them out.

They also felt that there needs to be better communication between workers and management, and that management needs to be more readily available.  Other feedback centered on the human resource department, which was perceived as being unresponsive to employee questions or problems.  Employees also felt that workloads were too heavy or departments were not staffed at proper levels.  Favoritism was cited as another issue, as was the cleanliness of the work environment.

When you need reliable professionals skilled in the construction, engineering and architecture industries for your Washington, DC-area company, contact RealStreet Staffing. We can source, vet and place workers in temporary, temp-to-hire and direct hire assignments. We look forward to hearing from you.

Companies that have recovered from major failures have learned more from the experience and have become more successful as a result, according to research from the University of Colorado Denver School of Business.

The knowledge that came from success didn’t seem to carry as much weight as the knowledge that came from failure, which was retained much, much longer, according to one researcher.  Organizations are misguided when they attempt to not recognize failure, or to push it aside, and move past it as quickly and unobtrusively as possible.  When failure occurs, those responsible often get fired, when it would be of more benefit to the organization if they treated failure as a learning opportunity, the researcher said.

Researchers compared the response of NASA to the space shuttle Atlantis in 2002 and the space shuttle Columbia.  On the first shuttle flight, a piece of insulation came off, which damaged the solid rocket booster, but did not affect the overall mission.  After the mission, NASA did little to look into the incident, according to the researchers.  However, during Columbia’s mission, another piece of insulation came off, in this case destroying the shuttle and killing the seven people on board.  After that catastrophe, NASA stopped all of the shuttle flights and conducted an intense study of the disaster that led to 29 recommendations to prevent a recurrence.  The difference in the response, according to the researchers, hinged on the fact that the first mission was seen as a success, while the second was a failure.

Whenever there was a failure, the response of NASA was to search for solutions to the failure, according to the researchers.  This response puts the organization into a more open and flexible attitude, where there is a willingness to take a hard look at current practices and routines, what the weaknesses of those practices may be, and how to improve them.  The researchers pointed to the airline industry as an example of companies that learned important safety lessons from failures.  Even though there are thousands of flights a day, the number of problems is tiny.  This is because airlines have learned from their mistakes and the older airlines, which have more experience, have a lower degree of accidents, the researchers said.

They recommend that companies should reevaluate how they look at their practices and should learn to analyze even smaller incidents of failure, rather than ignoring them, and apply the lessons they learn from them, rather than risk those smaller incidents resulting in a major failure down the line.

The insight gained from the study, according to the researchers, is that failures should not be ignored, nor should employees be branded by failure. Instead, failures should be seen as important opportunities for learning and the sharing of information about them.

When you’re facing critical deadlines and fluctuating workloads, having the right people at the right time becomes all the more important. When you need talented engineering, construction, and architecture professionals for your Washington Metro firm, contact RealStreet Staffing. We’ll help ensure your success.

Performance objectives are the hallmarks of an employee’s position, giving him the blueprint to follow in order to achieve a certain level of success in the workplace. These objectives are generally provided and discussed at the annual performance review meeting and offer the employee a clear vision of where you both see his position going.

Setting performance objectives not only involves determining the career path of the employee in a particular position, but also how that lines up with the overall goal of the department and company in general.

To start, you have to figure out what you need from a certain position. For example, if the position in question is sales-based, then the performance objectives would be around increases in sales throughout the year as well as on a year-over-year basis. The idea is to take the position and maximize its full potential, as well as that of the employee. So, to start, determine what you need from the position both in the short and long term.

Then, set small goals leading up to the larger objective. For example, if the overall performance objective is to increase sales 40 percent over last year, then break that down incrementally and give the employee four, 10 percent goal increases over the course of the year to meet the larger objective.

Draft everything in writing so the employee has a clear path of what the performance objectives are. Provide a copy of all objectives with their annual review and be clear about both the rewards and consequences (if there are any) for meeting or not meeting objectives. Because performance objectives are based on the needs of individual companies, there have to be parameters in place to guide the process so the employee also understands and adheres to plans to reach said objectives.

Provide help along the way, maintaining an open door policy for your employee. Give him the resources to meet each objective and, if he gets stuck, offer to help him through any roadblocks.

Stress the importance of performance objectives to your employees, but not in a way that puts an exorbitant amount of pressure on them. Provide the resources and all of the assistance they need to make meeting these objectives a successful endeavor.
When you’re looking for your next superstars, contact RealStreet Staffing. Let us help your company find terrific employees for Washington DC-area construction, engineering or architecture firm. Contact us today.

If you’re working for a difficult boss, our heartfelt sympathy goes out to you.

Still, sympathy doesn’t make the bad boss go away. So here are some tips on how to work with a difficult boss.

First of all, if your boss is making your life miserable, here are a few things you should not do:

Don’t stoop to his or her behavior, especially if there’s shouting, derision and rudeness.
Don’t be meek and “just take it.”
Don’t avoid interacting with your boss.
Don’t start missing work just because you want to avoid your boss.

You should sit down and figure out what you believe to be the source of your conflict with your boss. Is it truly a personality clash, or is it because you and your boss have a different way of looking at the world of work?

If you feel you and your boss clash because you look at the world differently, try these tips:

• Remember that the two of you are different and you don’t have to see or feel things in the same way in order to get along at work.
• Work to solve your disagreement; don’t try to win the argument. Compromise should become your middle name.
• Go to your boss in a conciliatory manner. Ask for his or her thoughts, ideas, and reasons about an issue and really listen to what your boss has to say.
• Compliment your boss on any suggestions or ideas you like, then suggest your own ideas. Explain how these will benefit your company. You also may want to bring up the drawbacks to your ideas and how you could go about fixing these “problems.” It’s always a good idea to highlight both pros and cons — it makes it appear you’ve given balanced thought to your ideas.

If you and your boss have a personality clash, consider these points:

• Does your boss tread everyone poorly, or is it just you?
• If it’s just you, do the two of you have some unresolved beef going on between you?
• Be honest – is there really something your boss legitimately can dislike about you, such as poor performance, lackadaisical attitude or some other on-the-job issue?
• Do you have issues with other people? If so, maybe it’s not your boss; maybe it’s you.

Once you’ve figured out the “why,” it’s time to see “how” you can fix the relationship with your boss.

• Keep calm. Your boss may have bad people skills. Don’t take the bad behavior personally.
• When you approach your boss, do so calmly and reasonably. If your boss starts yelling, don’t yell back. Instead, calmly state that you don’t appreciate being spoken to in such a manner.
• If your boss says something with which you can agree, say so. People often rant because they feel they’re aren’t being heard or validated. Agreeing with your boss, even if it’s on something minor, can go a long way to opening the lines of communication.
• Discuss your needs calmly and clearly.
• If your boss shows aggressive or abusive behavior, contact your boss’ supervisor or your human resources department.

If, no matter how hard you try, your relationship with your boss still is fraught with stress and difficulty, it may be time to begin looking for your next opportunity. If so, bring your resume to RealStreet Staffing. We can help you find your next great opportunity at some of Washington DC’s best construction, engineering and architecture firms. Contact us today.

When budgets are tight and employee morale is low, what can a cash-strapped business do to motivate its hard working workers without crying “raises for all!”?

Plenty.

Money is a major factor in employee motivation — people need to feel they’re being compensated for their skills, effort, and time. But it’s not the only motivator.

Human beings are motivated by many things. Important things such as:

• Appreciation
• A sense of purpose
• A sense of belonging
• Being a part of something important and/or “bigger” than themselves
• Opportunity (to learn, for advancement, for new experiences
• Explicit goals with the chance to reach tangible outcomes
• Feeling that what they do matters
• New challenges

And none of these need cost a company much, if anything.

As you work to motivate your employees, be sure you’re not doing the following:

• taking away current benefits;
• fostering a culture of unfairness and petty politics;
• pitting employees against each other in a sad game of “if you lose than I win;” and
• a culture of “you’re lucky to have a job in this economy, so put up and shut up.”

Instead, try these motivators:

• Show appreciation. If you can’t raise salaries, what about taking your department’s team members out to a nice dinner when they get a major project done early?
• Get employee input. Ask for their advice on how to do their jobs better, how to create better process or even create new services.
• Make sure your employees are challenged. Give them opportunities to go to conferences and seminars to learn new skills.
• Create a culture of service, hard work and trust. Reward those who exemplify these values with a small trophy, certificate or lunch on the department.
• Praise often and keep praising. Don’t hold back. Find something praiseworthy each day and acknowledge it.

If your company is located in the Washington Metro and you’ve a need for highly skilled construction, engineering, architecture and technical personnel, contact RealStreet Staffing. We can find skilled workers for you quickly and easily. Contact us today.

Employee accountability and empowerment are all the rage in human resources circles today. And they are good ideas. Yet how does one really get employees to set personal work goals?

Here are some tips to help your employees set personal goals:

Make surethe  goals your employees set are obtainable, can be measured and challenge the employee. Set a timetable for accomplishing the goal — deadlines focus the mind beautifully.

Understand that there will be some employees who balk at setting a challenging-but-doable goal. They prefer an easy goal for several reasons: they feel they don’t have what it takes to reach a challenging goal, they prefer the “easy win” of an all-too-easy goal, and so on. Employees who have never really been challenged in the workplace naturally could balk. Still, you should gently but firmly insist on setting goals that, while not easy-peasey, are doable. Your employees will grow and blossom when they find they can reach “hard” goals.

Other employees love a challenge and may set goals that will be very difficult to reach. Encourage them to rethink their goals and set those that are definitely obtainable.

Let your employees set their own goals. Employees are more likely to work hard to reach a goal when they have some say in the process. Obviously, their goals must be in alignment with your company’s or department’s goals, but you shouldn’t set arbitrary goals and leave it at that. Let your workers set the goals; you can review and tweak as needed.

Written goals have a much better chance of being met. Have your employees personally write their goals. This helps them visualize what it is they have pledged to accomplish and it helps them forge a strong personal commitment to actually meeting their goals.

The goals should be measurable. That is, you and your employee should know she’s met the goal by looking at quantifiable data. There’s no going with a “gut feeling” here. If it’s unclear what data could be used to tell if a goal has been met, ask the employee for her ideas. Setting concrete, measurable goals lets you both know when a goal has been reached and eliminates disputes as to whether a goals was reached or not.

Schedule regular meetings to discuss progress. Don’t micro-manage. Instead, look at these meetings as a chance for you to support your employees on their journey. You also can use these meetings to make sure employees aren’t focusing on just one goal at the expense of others.

Speaking of multiple goals, limit the number of goals employees must meet.

Once employees meet their goals, make sure they’re rewarded for it. Make this clear while employees are setting goals. Rewards can be a raise, more paid time off, a bonus, a new title, and so on. Work with employees to set the reward(s) for accomplishing goals.

Winston Resources can help Washington Metro construction, engineering and architecture firms meet and exceed their strategic staffing goals. Contact us today so that we may work with you to craft a staffing plan that will help your business grow and prosper.