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1.    If you could give one piece of advice to bosses, what would it be?

Kathi: I think they should give every new hire the boss baggage assessment. I think they should not hire people who cannot fulfill their expectations and needs, or whose fears they know they’re going to trip. I just think it’s important.

Katherine: What I would also say is, to carefully state your expectations and find out what theirs are of you. Define the relationship from the beginning. Oftentimes, that never happens. The boss is the one who has to define the relationship, because you could be hired by HR or someone else–that doesn’t matter. What matters is once you’ve accepted the job and you’re in that office or whatever setting, and you’re working for that person, you need to know what the job really is—what’s expected of you and what you can expect from your boss.

Kathi: I also think I’d like bosses to own the fact that there is an unfairness in the power between an employee and a boss. And that that generates issues and fears for people. That they do have power over this person, and to be responsible with that. A lot of bosses misuse it. They put fear in people, and I would just like them to be more responsible with that power.

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2.    Anything else you’d like to tell employers?

Kathi: This is our second bosses on workplace interpersonal dynamics, and this is something we’ve been studying and working on for a long time, and I think it’s getting really, really critical for people to wake up, because the multicultural workplace and multi-generations, it’s so evident that we’re not going to get along if we don’t start paying attention to these things. It’s no longer just white men running companies anymore—it’s really, really changed tremendously, and continues to change. And I think younger generations want more of a work-life balance, they have different priorities. So I think the time has really come to start looking at your employees as people, and knowing if you want to grow a company, you have to understand how to grow your people. I think that was dropped out for quite some time. It’s not that we all need our hands held–I’m not talking about child care. But just to understand that people come to work but they have needs, expectations and fears and they have to be dealt with, not ignored.

Kathi: First of all, there’s no offices anymore, everybody’s sort of out in the open and you hear so much, and then the people who aren’t even in the office, the telecommuting, and then the diversity of freelance, part-time, that whole element–if we don’t start getting this whole communication thing under control, it’s going to be a big problem. As they say, people don’t quit jobs, or companies, they quit bosses. They usually like the company. Usually people like what the company stands for; that’s why they went to work there. But they leave because of the treatment. They don’t leave because they don’t like the work–that’s the easy part.

Kathi: And now, we don’t have that much loyalty to companies–people just jump from one job to another. And part of it is because there isn’t any kind of human loyalty, and we need people in companies to have corporate memory of how things are done, otherwise we’re constantly reinventing the same wheel. But when you have people there who say, no, we did that five years ago, or we can do that again but let’s remember this…  Without that, it’s just not as healthy for a company.

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3.    What is one thing bosses can do right now to start on the path to becoming better bosses?

Kathi: We get into that boss baggage, which is that everybody brings three things to the relationship: expectations, needs and fears.  I think understanding that, even if they don’t take that test, understanding that the employee has needs, they have expectations, and they have fears of authority. It is a set-up relationship, you’re not equals. The boss has the power. So I think if bosses were just to begin to think about that, if they put a little more time into understanding what each person needs and expects and fears…

Katherine: And I would say to give each employee some face time, and in that time to state your expectations. Back to what Kathi was saying before, when we don’t know what’s expected of us, we assume the worst. But even just that one-to-one face time can dispel a lot of the

Kathi: I just had a meeting with an employee, somebody at a pretty high level in the company, and told the employee her expectations, and then she asked the employee, “What are your expectations of me?” and the woman had an amazing answer. She said, “I need you to back me. I need you to stand up for me.” And then come find out what happened. And the boss said, I never would have known that. Thank you for telling me that. And I’ve checked in a couple of times, and she’s doing that, and the employee’s now in love with her–they get along so well now. That’s a simple thing that now she knows, and she can do.

Katherine: There are a lot of cases in which people have been working together for a long time, and those employees need to know that you’re watching out for them-–or that you’re just watching them. And noticing how they’re doing–whether they feel overwhelmed, or whether they need some help.

Missed the beginning of my interview with Katherine and Kathi? Catch up with Part I and Part II.

During Part II of my conversation with “Working for You Isn’t Working for Me: The Ultimate Guide to Managing Your Boss” authors Katherine Crowley and Kathi Elster, we covered everything from the failure of many bosses to recognize the non-business side of employee relationships, to bosses being terrorized, to what it means for employees to take back their personal power, to learning to accept one’s boss–and more. Read on for interview Part II (of three):

1.    The 8 phases of the distressing employee/boss cycle seems very similar to progression of a non-work toxic relationship. It seems that many bosses forget the interpersonal aspect of employee relationships and focus on the business side only–would you agree?

Kathi: I think we both agree with that, and that’s why we write these books, and why we do executive coaching. Because they don’t want to do this–the people part.

Katherine: And we understand that most people in management today have not received management training, and probably, in addition to being a manager, also have their own workload that they are attending to. That seems to be the way it’s structured right now. And the tendency is to focus on my workload and to wish that my employees will do what they need to do to get their work done.

Katherine: One thing that seems so interesting is when colleagues don’t get along. Again, arguing and conflict tend to mount in stressful times. So when two members of a staff don’t get along, they become furious that, I have to spend part of my day helping them resolve this conflict. Not avoiding those things and stepping in and finding out what’s going on is really the best remedy.

2.    Can the tables be turned? Is it possible for these same things to happen to bosses as a result of their employee behavior?

Kathi: Yes.

Katherine: Absolutely. A boss can be terrorized by an employee.

Kathi: And they also will hire somebody and there will be a honeymoon, thinking that person is what the resume said, and then they get disappointed that the person undersold and is under-delivering. It does happen in reverse.

Kathi: But you know, there’s a power thing-–the boss still has more control. The boss can let them go. We wrote this book with that in mind, that it went both ways.

3.    Is it much harder to deal with and fix a bad boss/employee relationship that’s in the 7th or 8th phase, rather than the 1st or 2nd? Is the process different?

Katherine: These are progressive stages, so by the time you get to 7 or 8, you’ve been in pain for quite some time, you’re caught in this relationship, you feel trapped and have tried all kinds of things to change it. It’s not a pretty picture. A boss, if they realize their employee is in the 7th or 8th phase, could have an a-ha moment and stage an intervention and say we have to change what’s going on between us, how can we do it? If both parties are willing, there’s a possibility of it changing.

4.    In Chapter 2, you talk about boss behaviors that drive employees crazy. We see these personalities and behaviors in our non-work lives too–but in the workplace, do these behaviors have potential to be more toxic?

Kathi: They are toxic in general. But what happens at work is that a boss has a power over you, so it may feel worse at work.

Katherine: I think it can feel more toxic at work. It would be as toxic as if you were having this problem with someone else with whom you depend on for your livelihood. So, in other words, the intensity of the difficult experience is especially great with bosses because you literally feel your survival depends upon this person. Whether it actually does or not, that’s the feeling state, so I think you can have just as toxic an experience in a really bad marriage or with a really horrible parent.

Kathi: In a way, a bad boss/employee relationship is like the parent/child relationship. We have a lot of different authority figures in our life, and sometimes when you get married, that person you also perceive to be the authority figure in your life, and you project, so, it’s very similar.

Katherine: What’s interesting is as adults, generally, we spend more time at work than anyplace else, unless you’re at home, and so one of the things we always notice is that you’re talking about the bosses inside and outside of the workplace, you talk to the grocery check person about it, you’re talking about it at parties—you’re talking about it all the time. I think because we spend so much time in the workplace, the amount of real estate a difficult boss takes up in your brain can be all-consuming, because not only all day are you thinking about it, but when you go home and are with your family or are with your friends, you’re thinking about it.

5.   Do you think a lot of bosses become complacent if employees have been with them for a long period of time, assuming everything is fine–and that’s when they hit a snag in the relationship?

Katherine: I do, only because if you just assume everything is fine–assuming is always just a dangerous activity. And what I’ve found, when I’m meeting with some of those employees, is that no one is checking on them and they’re not being given even some kind of feedback can lead them to look for opportunities elsewhere, or to feel like they’re not measuring up. Again, no information creates too-easy avoid for the employee to assume not pleasant things.

Kathi: I also think that as your career changes, every couple of years, every 5-10 years, we tend to have different needs and wants at work, so while at one point in our life you may have wanted a high-powered TV job, and then 10 years later, maybe you have children and maybe then you want to only work four days a week. So, anything could happen where the employee’s needs change, and therefore the work environment probably has to change. And nobody wants to talk about that.

Katherine: Right. When you have a good employee you don’t want them to change.

6.    Can you talk a bit about the importance of employees taking back their personal power?

Katherine: This idea, about taking back your personal power is our second step, about detaching. The aim of detaching is to get some emotional distance, and the reason why you have to take back your power is the tendency with a difficult boss, to give that person your power, to have their description of you, their reaction to you, define who you are. So taking back your personal power isn’t necessarily about changing the boss; in fact, it’s absolutely about taking care of yourself. So, there are these three areas of restoring your energy, repairing your emotional state, and rebuilding your confidence. And those activities don’t really involve “the boss.”

Kathi: When we coach people, this is what we have found–the boss is not coming in for coaching. They are not the ones losing their sense of  grounding–it’s the employee. So, it’s very difficult for them to look at the situation objectively when they’re not feeling well, and their confidence is below ground, and all of that. And people resort to all those bad habits. When they don’t like the boss, they start drinking, they start not taking care of themselves, isolating, getting depressed. So, it’s really critical that we do get people to understand that they do have control, that the boss only has control over your paycheck, or whether you’re going to keep that job, but you have control over yourself. And you can’t really make smart decisions, or capture this relationship and do well in this relationship, if you’re not taking care of yourself. And then you can build from there.

Katherine: It’s almost like we let difficult bosses hold us hostage emotionally. And so what we’re talking about is letting yourself out of that jail. Here are some actions you can take to reconnect with your physical health, with your emotional health and with your confidence, understanding that you do have skills, you do have value, and you do deserve good things.

Kathi: I mean, you rarely will somebody say, I hate my boss, so I’m going to take up tennis. You don’t think that way. You think, I hate my boss, so I’m going to go get a big bottle of wine and watch terrible TV. You feel like crap, so therefore you’re going to feel like crap. It’s the complete opposite.

7.    You talk about accepting who your boss is at some point, and then focusing on the things that you can do.

Kathi: Acceptance is a really important aspect of this, and no one likes to hear it–-no one wants to accept. But when we’re giving a workshop and we explain it this way, it sometimes helps. Everyone has a family member who they wish wasn’t in their family–-but eventually you grow to accept that person. You accept that they’re going to drink too much at Thanksgiving, that they’re going to do something stupid. Eventually you grow to accept it and it’s part of the family. So we’re all capable of accepting, but we don’t want to. But we’re capable of it, and it’s really important, if you can accept your boss they way they are, then you can build from there. But if you continue to fight it, you’re always in a battle.

Katherine: One of the things we always say to people is, you’re telling me I have to approve of this person, and that’s not true at all. What we’re saying is, acceptance is acknowledging the reality of who the person is. It’s a careful distinction, but it’s a really important one. I can’t work with a chronically late boss if I don’t come to terms with the fact that this person is chronically late.

Kathi: So once you accept that, then you start to build in the time buffers without resentment. You start to come up with strategies that actually make you both successful, without resentment. Because there’s something you have to accept about everybody; no boss is perfect. They may be great at supporting you and communicating but maybe they’re not good at getting you a raise.  There’s always something.

Stay tuned for the final part of our interview next week — and catch Part I here if you missed it.

During our conversation, we covered everything from boss attitudes in our current economy, to recognizing and understanding employee coping tactics, to the severe lack of communication in today’s workplace, to the one thing bosses need to do right now to become better employers–and more.  Read on for interview Part I (of three):

1.    What are the biggest complaints you hear about bosses from employees?

Katherine: I think the biggest general complaint is a lack of communication–-just in the sense of they not either communicating exactly what they want, or changing what they want, or not letting the employees know what’s coming down from above, or not even being clear about what their expectations are or what their priorities are.

Kathi: Yes, I think it’s that whole piece of, they may have an assignment but they don’t really know how they’re being judged on, they don’t know when it’s due, they don’t know when changes were made–-there’s a whole lack of communication.

Katherine: And a sort of a lack of a feedback loop–-here’s what I expect, here’s how you’re doing, here’s where you should put your efforts, and here, now I’m evaluating you. “Just do it.”

Kathi: And there’s a handful of people out there who don’t need much directive, and bosses are always looking for those people. But there’s very few, and those people are not that self-motivated. They need more input.

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2.    Have you noticed more feedback from employees since the economy has taken a turn for the worse?

Kathi: Yes, because now they’re really feeling more than ever that everything is secretive. So while they may not have known what the expectations of a certain project were, now they don’t know if the company’s going to exist. So that lack of communication is now really red hot.

Katherine: Also, the bosses themselves are under a great deal of stress, and  have to justify both themselves and their staff. And unfortunately, under stress we revert to our less constructive work habits. So if I’m a boss who has a hard time stating exactly what I want, as I get busier I probably communicate even less of what I need from my employees. Or if I have a hair-trigger temper, you’re going to see that temper more when I’m feeling pressured. Or if I give you mixed signals, if I constantly change my mind, I may trust that decision making even less in these conditions.

Kathi: I think employees are looking for all signs right now. If you close your door more often, that’s a worry sign, you look upset, that’s a bad sign, and without the communication, they’ll make it up. So if I see your door’s closed a lot and you’re not telling me why, you’re not saying, look I have problems with my medical insurance so I’m making a lot of personal calls–if you don’t tell me, I’m going to think you’re having discussions about who you’re going to let go. And then I may tell a co-worker, who’s going to tell another co-worker, and that’s how rumors begin. And fear.

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3.    Do you think bosses realize their employees are using coping tactics to deal with them, and are taking a look at themselves and what they may be doing to contribute to employee behavior?

Kathi: No, I don’t think they realize it’s a tactic, I think they just get a headache from it, and they rarely know how to address an employee who’s shutting them out or badmouthing them–-they don’t know how to address it. They just hope that person would go away. These coping tactics are very childish, but yet we all do them.

Katherine: Yeah, bosses really want their employees to be better behaved in tough times.

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4.    Do you think some employers are taking advantage more now because of the state of the economy?

Kathi: Absolutely. I think they’re using the power with, I can replace you with somebody younger–-you’re replaceable. We’ve spoken to some employees who are afraid of going on vacation, because if they’re missed, their boss is going to get rid of them. That’s a lot of fear.

Katherine: Right, and a boss can convey that without saying, “Don’t go on vacation,” subliminally, or expecting them to work on vacation.

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5.    Is there anything you would tell employers as far as treating employees and addressing their fear? Employers who might be taking advantage of that reality?

Kathi: Yes. That as soon as the economy comes back, they’re going to be looking at an empty office.

Katherine: Fear-based management does not create the best results—that’s all there is to it. Bigger problems arise–-even if that’s handy right now and you think it’s a clever way to keep people in tow, the fact is that if someone is afraid all the time of losing their job, they’re not going to give you their best work, they’re not going to give you their most creative ideas, they’re may not let you know when things go wrong, because they don’t want to get the ax. So, fear-based management, I don’t think, is the most effective tool.

And as Kathi said, with the mobile work force, it really behooves all of us to learn to appreciate differences. What I would say to bosses now is that as difficult as it may seem, your employees need to be seen and appreciated. And disciplined, when it’s required, but they mostly need to be seen. And get some recognition. I’ve met with plenty of employees who know they aren’t going to get a raise this year, but they are happy to work for their employer because they understand that they are valued members of the team. And that means their work is acknowledged, that their ideas are heard, and that the boss, even if that person can’t give them a promotion or a raise, is finding other ways to show their appreciation.

Kathi: In the book, we call managing business parenting. I think if you want to be a manager, you have to be willing to be somewhat like a parent. And you have to be willing to understand that you’re taking on a responsibility of caring for people, and helping them grow. Everybody wants to grow on the job. They don’t want to be stagnant, and that’s a job.

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6.    Is there any specific advice you would give to employers, in light of the recession, to help them improve?

Kathi: Yes, I would tell them to be more open about communication and about what’s going on. And if it’s daily, that’s not a terrible thing. But keep people posted, you know, have more meetings about what’s going on. And if you have to talk to them individually about things, don’t avoid those kinds of tough conversations. They know tough things are going to happen, but people are happier when they are prepared than when it comes as a shock. I just read in the Times that 60 percent of workers were let go with no notice; they were just let go on the spot. That’s a lot. And that’s quite upsetting, but if people know there’s something going on, it’s less shocking.

Katherine: And I would also say, help them prioritize. You know, chances are at many companies now there’s been downsizing, so your four staff members are now doing the job that eight people were before. If you want better work out of your staff, help them manage their workload. Help them look at what’s on their plate and make decisions about where to focus their efforts.

Stay tuned for next week’s Part Two of our interview with “Working for You Isn’t Working for Me” authors Kathi Elster and Katherine Crowley.

Companies expect candidates to continuously advance their skills, be cognizant of industry news, and surpass expectations. It should come as no surprise, then, that candidates expect the same of the companies with which they’re interviewing. When is the last time you thought about the questions you ask candidates in an interview? Or changed them to stay current or reflect the changing attitudes and needs of the job seekers in today’s market? We’ve rounded up some of the most cliché interview questions, courtesy of the experts: job seekers themselves. Underneath each cliché, we’ve added a new twist on the old standard.

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1. Cliché: Tell me about yourself.

Why it’s weak: With a question this vague, you’re opening yourself up to some potentially uncomfortable answers. And really, this question only serves to make job prospects squirm. Yes, you might hear something of value, but more than not, you’re going to get a rundown of a resume you can read yourself, or a blank stare and uncomfortable pause before a candidate blurts out, “Where should I start?” Why not just get to the point? What do you want to know, anyway? Ask.

New Twist: Think about what you want candidates to tell you about themselves.  Their volunteering habits? “You mention your affiliation with Habitat for Humanity. Can you tell me more about that experience?” The project written about in their cover letter that generated $500,000 in revenue? “What was one critical component in the creation of ABC project that  you had responsibility in bringing to fruition?” A candidate’s desire to switch from law to health care? “Can you describe the moment or point in time when you knew you wanted to become a hospital administrator?”

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2. Cliché: What is your biggest strength/weakness?

Why it’s weak: This question begs for fabrication. Often, candidates — and people in general — answer questions about themselves as they’d like to see themselves — not as they are (even if they don’t realize they’re doing it). Sally may say “I have superior attention to detail,” but her real strength may be more specifically attention to detail  in her ability to coordinate team strategy for marketing campaigns — or she may not even be aware of her flair for public speaking. Alternately, asking for a candidate’s biggest strength will likely result in an answer that’s twisted to make it appear as a strength, which doesn’t necessarily help you. Does “I’m a perfectionist” or “I’m sometimes too ambitious for my own good” ring a bell?

New Twist: Ask for a candidate’s strength/weakness, but also ask, “Can you give me an example of a situation in which you’ve displayed this strength/weakness? Biggest strength: How did it help you with this project? / Biggest weakness: What did you learn from this?

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3. Cliché: How would your last boss describe you in five words?

Why it’s weak: Any candidate worth his or her salt is probably not going to pick words like “lazy,” “unmotivated,” or “disappointing,” right? Think Facebook or online dating profile — when someone asks you to describe yourself, or to describe how others see you, the results are likely to be overwhelming positive — and inflated. Why waste a question? Ask a question that will give you a more genuine answer.

New Twist: This is a great question to ask a candidate’s references — you’ll be getting the essence of someone’s personality or work habits from an outside perspective. Alternately, ask a candidate a question that gives him or her opportunity to display growth. “If I asked you to describe yourself going into your last job, what would you say? How would that description be different now?”

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4. Cliché: Describe a situation in which you have overcome a challenge or seen a project to its conclusion.

Why it’s weak: This question gets the internal eye roll from prospective employees.  Again, it’s vague. You ask candidates to be specific in the achievements they describe on their resume, so why don’t you be more specific as well?

New Twist: What piqued your interest from the accomplishments listed on the candidate’s resume? Try rephrasing this question with “What are you most proud of from the X campaign, and why?” You could follow up with a question like, “What would you do differently next time to make the campaign more successful?” or “How did this success spark ideas for your next project?” This frames the question in a more positive light, and enables the candidate to talk in-depth about a project or accomplishment he or she is proud of and passionate about.

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5. Cliché: Where do you see yourself in five years?

Why it’s weak: Candidates barely know what they’re doing for tonight’s dinner these days, let alone five years. Many people move jobs often, and by pigeonholing them with this question, you could be missing out on a question that will really reveal their aspirations in the near-term future, which may be more valuable.

New Twist: Get a feel for where candidates’ heads are now, while still learning more about what they hope to achieve.  “What is the first thing you want to accomplish with this position?” Or  “What most excites you about this potential job role? How do you see this being different than your previous position?”

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6. Cliché: Why should we hire you?

Why it’s weak: The tables have turned, and Gen Y candidates in particular want different things from a job than in the past: flexibility, quality of life, and more. Yes, candidates must “sell” themselves and their qualifications for a position to you, but how can you sell yourself to them as well? Despite a tight job market, it’s not fair to assume candidates will take the first job that is offered to them. Rise above your competition and offer them something different.

New Twist: This is an excellent opportunity to tell candidates about you, or reiterate your company’s strengths (even though they’ve likely already researched your company), while giving the candidate a chance to talk about what’s most important to him or her. “We believe our flexible scheduling options, 401(k) matching, Diversity Awareness group, and casual dress code are a few things that set our company apart. What made you most interested in working for our company?” or “What is your ideal company environment?”

Cliché away

We know old habits die hard. If you love the “cliché” questions and want to continue using them, consider following up with a “new twist” question so you don’t miss out on any additional insight the interviewee might have to give. (Baby steps, right?)

And while we might have some ideas, you’re the ones in the trenches. What cliché are you willing to throw out — or have you heard that made you cringe? Any new twists on old questions you’ve come up with to reflect the changing job market? We’d love to hear ‘em.

Anyway, the list below aims to do for recruiters and hiring managers what these books do for conscientious eaters: Achieve the desired results by making better choices.  In order to achieve their goals of getting certain information out of candidates, recruiters and hiring managers need to be careful in the way they phrase certain interview questions; otherwise, they could face potential legal ramifications.   

Recruiters and hiring managers should already know that any question that asks a candidate to reveal information about his or her national origin, citizenship, age, marital status, disabilities, arrest record, military discharges, or personal information is a violation of Title VII of the Civil Rights Act of 1964. 

But while avoiding these subjects sounds easy enough, it’s not always glaringly obvious what questions might be construed as inappropriate – even when they seem harmless on the surface.  Below is a guideline to avoiding 10 potentially dangerous questions – while still getting the information you’re looking for.

1. Ask this: Are you legally authorized to work in the United States?  Not that: Are you a U.S. citizen? or Where were your parents born? Questions about national origin or ancestry are prohibited as they have no relevance to the job at hand or work status. The exception to this rule, of course, is if the position specifically requires one to be a U.S. citizen (and it should state so in the job posting).  
   
2. Ask this: What is your current address and phone number? or Do you have any alternative locations where you can be reached?  Not that: How long have you lived here? Like the question above, this one alludes to a candidate’s citizenship. Stay away.
   
3. Ask this: Are you able to perform the specific duties of this position?  Not that: Do you have any disabilities? or Have you had any recent or past illnesses and operations? You may want to know about a candidate’s ability to handle certain responsibilities or perform certain jobs, but asking about disabilities or illnesses of any sort is not the way find out (legally, at least).  
   
4. Ask this: Are you a member of any professional or trade groups that are relevant to our industry?  Not that: Do you belong to any clubs or social organizations? You might simply be trying to learn about a candidates interests and activities outside of work, but a general question about organizational membership could tap into a candidate’s political and religious affiliations or other personal matters.
   
5. Ask this: Have you ever been convicted of “x” [something that is substantially related to the job]?  Not that: Have you ever been arrested? Questions about arrests or pending charges for jobs that are NOT substantially related to the particular job are off-limits.
   
6. Ask this…What are your long-term career goals?  Not that… How much longer do you plan to work before you retire? While you may not want to hire an older worker who will retire in a few years, you can’t dismiss an applicant for this reason.
   
7. Ask this…Are you available to work overtime on occasion? Can you travel? Not that…Do you have children? or Can you get a babysitter on short notice for overtime or travel? You might be concerned that family obligations will get in the way of work, but you can’t ask or make assumptions about family situations. (You know what happens when you assume.) Cut to the chase by asking directly about the candidate’s availability.
   
8. Ask this…Are you available to work within our required schedule? Not that…What religion do you practice? or What religious holidays do you observe? Again, you might simply be trying to discern a candidate’s availability, but leave religion out of it.   
   
9. Ask this… Are you over the age of 18? Not that…How old are you? or When did you graduate from college? If you know a candidate’s age, you could find yourself facing discrimination charges at some point. Your only concern should be as to whether the candidate is legally old enough to work for your organization.
   
10. Ask this…Is additional information, such as a different name or nickname necessary in order to check job references? Not that…Is this your maiden name? or Do you prefer to be called “Ms.,” “Miss,” or “Mrs.?” Be sure to avoid any question that alludes to a woman’s marital status – as well as anything that could be construed as a question referring to national origin or ancestry (e.g. “Your name is interesting. What nationality is it?”).

When in doubt…keep it work-related.  According to the University of Wisconsin-Eau Claire, if employers can phrase questions so that they directly relate to specific occupational qualifications, then the questions may be legitimate ones.

This post has been updated to reflect the correction of a previous error. Thanks to everyone who caught – and helped to correct – the oversight.

Some of you think an objective is a necessary component of a resume, pointing out that it can provide an expanded view of a candidate’s experience as well as detail a candidate’s drive and vision — while others dismissed it as clutter or vague filler. Many of you were divided on whether candidates should send a resume to you in a Word document or in a PDF.

As evidenced by a CareerBuilder survey earlier this year, over a third (38 percent) of HR managers spend just one to two minutes reviewing a candidate’s resume before making some kind of decision about it. That’s not a lot of time for a candidate to put his or her best foot forward and make a strong impression. So how, exactly, should candidates make a (good) impression on you, employers?

In a recent CNN article, CareerBuilder’s vice president of corporate marketing, Jason Ferrara, offered five tips for job seekers to make their resume stand out:

1. Include a career summary at the top of a resume
2. Keep it up to date
3. Incorporate keywords
4. Use a functional resume
5. Include all relevant experience

And in an article on MSN careers, CareerBuilder writer Rachel Zupek, gives 10 resume tips for candidates to get a better response from employers. They include having a less-selfish objective, focusing on accomplishments rather than duties, and filling in any unemployment gaps.

Of course, resume information may also include things like social media info (a candidate’s Twitter handle or professional networking profile), volunteer work, awards, certification and training, work history, references (or stating “References available upon request.”

But the real question is, What information do you want to see in a candidate’s resume — and what are they better off leaving out like former Top Chef contestant Mattin’s undercooked ceviche?

As Vice Chairman of GM Tom Stephens wrote on the GM FastLane blog after the decision was made:

The Buick crossover we showed received consistent feedback from large parts of all the audiences that it didn’t fit the premium characteristics that customers have come to expect from Buick.

The negative buzz all started when Twitter users started calling the vehicle a “Vuick,” a reference to GM’s Saturn Vue that provided the basis for the Buick. Consumers’ complaints stemmed around the idea that the Buick was simply a retread of the Vue, rather than a new design. Add hashtag #vuick to a tweet, get others talking about it, and before you know it — Twitter’s all abuzz about it. And apparently, GM was watching — and listening. And the criticism didn’t end there.

We were all struck by the consistency of the criticism of the compact crossover. And what we decided to do in response is a good example of the essence of the new General Motors… acting quickly, and boldly, and listening to feedback from customers, employees, dealers, media and just about anyone else with an opinion, Stephens continued to say on the GM FastLane blog.

It appears that social media is taking companies to task in their business practices and behaviors. With customers, clients, and candidates reacting and sharing information and opinions on social media sites like Facebook and Twitter, businesses are forced to take a harder look at what they’re doing — or suffer the consequences of ignoring the chatter and damaging valuable relationships.

I believe that this is a positive movement. Business practices are becoming not only more transparent, but more interactive. As an employer, you have probably already noticed this interactiveness if you participate on social networks. Social networking Web sites are be valuable tools for companies to embrace in order to connect with candidates, establish a brand presence online, and build valuable relationships.

It’s important to remember that you have the power to build or destroy relationships with candidates. You can ignore them or answer questions defensively, or you can reach out, engage, help — and, as GM did, listen. Really listen to what candidates and employees want. After all, it’s the best free advice out there.

So I ask: Are you paying attention to what your candidates and employees are saying about you? How are you responding?

In CareerBuilder’s recent interview with Ben Roth, founder and chief executive officer of Roth Staffing Companies, L.P., Ben revealed his thoughts on the “three circles of the hedgehog,” his advice to other companies on how to create a values-driven company, the importance of his company’s “Ambassadors” in driving employee engagement, and more.

What was the mission you set out to accomplish when you created Roth Staffing?

Roth Staffing Companies opened its doors on August 15, 1994 with one office in Newport Beach, California. Anyone who has opened a business knows the excitement and trepidation that comes with those first days. From the start, I was faced with the challenge of operating within what some perceive as a mundane industry. “Aren’t all staffing companies the same?” I had already been in the industry for more than a decade and I knew that the best was yet to come. Our mission was to truly be different and better. We knew from the beginning that we were limited only by our own creativity, vision and ethics.

Many of the key philosophies of Roth were based on enhancing the lives of the people we serve, making our first priority our Ambassadors—the temporary employees who represent our company while on assignment. Don’t get me wrong, we love our customers and want to provide best-in-class solutions, but they don’t come first; our Ambassadors do. This initiative accomplished a broader social responsibility and provided our Ambassadors with greater respect and a more remarkable experience as a temporary employee. We raised the bar in the level of benefits offered to our Ambassadors. We offered benefits that equaled those provided to full-time employees. The bottom line is, we treat our Ambassadors like full-time employees, so they perform with the same passion and engagement in their work as full-time employees. The result is more fulfilled and committed talent and improved quality for our customers.

When we were starting out, our small team constantly discussed being uncompromising in our quality. We wanted to set a new, higher standard of quality and have people rave about the experience we created for them. We never wanted to be the biggest; we just wanted to be the best and to be recognized as a creative industry leader. Surprisingly, the better we became at fulfilling our mission, the faster we grew organically. After our first five years, we were ranked by Inc. magazine as the fastest-growing privately held company in America; we were the only staffing company to ever receive the #1 spot. We also won numerous awards associated with the Malcolm Baldrige criteria. Today, we operate in 22 states and out of 130 branch locations.

How have the mission and values of your company changed throughout the years?

In any business, there is a religion and science. The religion is vision and values, which define the soul of your company. The science is the systems and processes that help you fulfill your vision. As you evolve, you gain an understanding of who you are, why you exist, where you are going, and how to get there.

As Roth evolved, we brought definition to our mission, vision, and values, as well as to the purpose and promise of our company. Our company’s core philosophies are not just rhetoric, and do not simply reside in a statement on our Web site or on a poster in the lobby. Every co-worker at this company champions our philosophies. It all starts with fundamental principles such as our value statement: “Honesty, ethics and integrity guide our behavior and decisions” and “Respect the dignity and worth of every individual and act accordingly.” We work diligently to enliven these shared Values into our company and bring to life the experiences that have become a trademark of our company.

How did you go about formulating the purpose and promise of your company?

Most people reading this interview have read Good to Great by Jim Collins, so they’re familiar with the “three circles of the hedgehog” concept. This concept involves the intersection of three separate “circles” or questions: 1) What are you deeply passionate about? 2) What can you be the best in the world at? 3) What drives your economic engine? The goal is to answer these questions and use the results to guide your efforts.

At Roth, we surveyed our co-workers to determine what they were most passionate about. The resounding response throughout our company was that our co-workers were most passionate about listening to the needs of others, doing good things, always doing the right thing, and cherishing the moments of gratitude. That became the purpose and soul of our company, which is “to make life better for the people we serve®.” Staffing is a wonderful business. We have the opportunity to enhance the lives of all the people we serve – our Ambassadors, candidates for full-time placements, business customers, and our co-workers.

At Roth, we know we can be the very best in the world at creating remarkable experiences for the people we serve. This led to the creation of our brand promise, the Roth Promise, which is “We love to create remarkable experiences…every person, every time.®” We know that we either strengthen or weaken this promise each time we elicit emotions, as measured against our customer’s expectations, at each moment of contact.

Lastly, what drives our economic engine is net income. Without financial success, we cannot fund the impact we make on the lives of the people we serve.

Combine our core values with a company-wide understanding and commitment to our purpose and promise, and you get clarity of focus for our company direction and corresponding efforts that never come into question. The journey of fulfilling the values, purpose and promise is a quest to fill the gaps and create new staffing solutions, like our Ambassador Program™, that make our goals come to life. This is not esoteric, but very basic. When communicated with abundance, it allows an organization to come together and share common values, creating both a meaning behind our work and a consistency of experience for all we serve. For us, it ignites the passion which is the backbone of engagement.

Can you describe your system for measuring employee engagement?

I love this question. We created a full-time department that surveys and measures the engagement of our Ambassadors, co-workers, and customers. When I say engagement, I’m talking about people being passionate and fully-committed in all aspects of their role and responsibility. These engagement scores are leading indicators of how well our company is going to perform in the future. As a customer, you want the people who are rendering your service to be fully engaged, as opposed to not engaged or even disengaged. I am sure most leaders can attest to the difference. We are constantly working to optimize the level of engagement of our co-workers by engaging their hearts and minds, as well as those of the Ambassadors who are assigned to work at our customers’ sites.

How do you bring customers into this larger purpose of enhancing lives?

When a major airline recognized worldwide for its service selected Roth’s commercial staffing division, Ultimate Staffing, as their on-premise supplier of temporary labor, it was obvious why. Both companies shared similar values, contributed greatly to the community and spoke the same language regarding the importance of experiential management. Today, we successfully work together in sharing best practices and accomplishing corporate staffing objectives through a joint effort.

Recently, the CEO of a worldwide relief organization commented on the huge difference he observed following Ultimate Staffing’s replacement of their previous on-premise supplier of contingent labor. He noted that the most obvious difference is how we respect and treat our Ambassadors; it is the same way they treat their employees.

Most CEOs, human resource professionals and hiring managers want to do good things for people and love the fulfillment that comes with doing so. As we introduce our values, Roth Purpose, Promise, and Focus on Social Responsibility, we find that many companies are very similar in desire and intent. It makes it so much easier when both companies embrace similar values, treat people the same way and desire to create like experiences. This is especially important in a service industry as sensitive as staffing in which we assign people to work within another company’s environment and culture.

Most people change staffing providers because the current staffing company can’t provide the quality they desire on a consistent basis. All other concerns are a distant second to quality. The processes we design go beyond rhetoric, allowing the co-workers and Ambassadors of our operating divisions to gain a better understanding of quality and have a roadmap to successfully deliver remarkable experiences. It’s all about becoming one with the companies you serve.

What advice would you give to other companies on how to go about creating a values-based or visionary company?

The most successful companies understand the importance of vision, values, purpose, promise, engagement and what you can be the very best at. It’s a matter of formulating these concepts, communicating effectively, hiring people who share the same passions and aligning the process and technologies to support it. My advice to any business leader is to understand the essence of your company, realize all companies have a soul and define what you want that to be. [Then], cultivate it and nurture it. Business success flows when you create something unique and meaningful that you and all others associated with it are going to be proud of. The other parts always fall into place.

About Roth Staffing

Roth Staffing Companies is one of the nation’s leading staffing companies.  Roth Staffing Companies provides both temporary and temporary-to-hire placements, direct hire placements, and on-site staffing services for thousands of clients in a wide-range of industries. Recognized as a creative industry leader and celebrating 15 years this year, Roth is one of the largest privately-held staffing companies in the United States. For more information on this unique company and its specialized staffing divisions visit www.rothstaffing.com, www.ultimatestaffing.com, www.ledgent.com and www.adamsmartingroup.com.

The latest so-called evidence of this phenomenon is in this Wall Street Journal online article, which discusses how more companies today are enhancing their own Web sites in efforts to attract talent (a tactic I wholeheartedly agree with); but it also seems to imply that because of this, companies no longer have a need for job boards in their recruiting strategies.  That’s where I don’t so much agree, and here’s why…

• First there’s the fact that millions of job seekers are visiting some of these job boards every day, enabling companies the biggest opportunity to get in front of their largest audience at once. While having a comprehensive, informative careers page on your company Web site is an excellent recruiting tactic, that alone is not enough for most businesses to attract the volume of applicants they may need to fill their needs.  
• Then there’s the argument that advertising on large job boards generates too many applicants for employers to sort through, which is fair to say…but that’s also exactly why CareerBuilder, at least, gives clients access to several free extras like free custom screener questions and resume search agents: to free up time and move the process along. As well as offering full screening services.
• But most of all, it’s simply a misconception that job boards have failed to evolve with new technology and offer no services beyond job postings or resume searches.  What about services like careers site creation and hosting, SEO enhancement, employment branding and applicant flow management, to name a few? 

Just look at Sodexo, a company that is moving toward these new strategies the WSJ.com article mentions – such as using widgets on its Web site to reach job seekers – while still incorporating job board services into its overall recruiting strategy. In a recent e-mail to a CareerBuilder sales rep, a spokesperson for Sodexo wrote, “While we may seek to reduce the resources allocated to traditional job board postings, we are able to take advantage of other offerings from the CareerBuilder team, such as direct mail marketing, enhanced job branding and research regarding our talent pool.”  

(Oh, and even in regards to today’s golden child of recruiting strategies – social media – CareerBuilder too is offering services geared toward helping employers establish and manage their social media presence and further connect with job seekers and is the only authorized recruitment reseller of Facebook products. Snap!)

I’m not saying that employers should consider job boards as their one and only way to find and recruit new employees…I’m just saying that you still need to consider them. Companies that diversify their candidate attraction and talent management practices will always be more competitive. And don’t you want to be a winner in the war for top talent?

It’s true, some job boards might not make it in this new economy, but (spoiler alert!) CareerBuilder is here to stay. Though you may think of us as ‘just a job board,’ CareerBuilder is more than meets the eye (kind of like Transformers), and we’re constantly evolving to meet changing employer – and job seeker – needs.

A strong proponent of meaningful health care reform, Mr. Williams has championed specific solutions in op-ed articles featured in The Wall Street Journal, Washington Post and The Financial Times, and he lends his time and expertise to a number of organizations, including the Business Council as vice chairman and the Council for Affordable Quality Healthcare, which he currently chairs. Ron talks to CareerBuilder about the power of employee suggestions, how leaders play a critical role in employee engagement, how he focuses on driving home diversity in the organization, and more.

What is your philosophy as far as the role people play in your organization?

At Aetna, we have a set of values we call The Aetna Way. The values really start with putting the people who use our services at the center of what we do. We maintain an intense focus on employee engagement because it is so fundamental and critical to our success. As a service business, we are what our employees do. You cannot go into any store in America, and buy one Aetna off the shelf – it doesn’t exist. So our employees have to internalize the importance of their role in living our values and meeting our customers’ needs.  One way we measure how we’re doing in this area is through an annual employee survey. This year, 94 percent of our 36,000 employees completed the survey, which is an extraordinary response rate.  Through the survey they are able to tell us what they think is working well and where there is room for improvement.

Can you give an example of an instance where an employee suggested an improvement for the company that you implemented and some effects you saw from that?

One great example is that employees felt we should have company-wide recognition events. So we established The Aetna Way Excellence Awards to recognize employee excellence in living our values and meeting the needs of our customers.  The awards are especially meaningful, because winners are nominated by their peers. Last year we had nearly 4,000 employees nominated for silver awards, the first level of awards. From that group of winners, we selected about 35 to 40 gold award winners, who went onto the Platinum awards or highest level of award, where roughly 10 individuals were recognized as the very best examples of the values of the company. That whole program came about as a result of employees suggestions that came through the survey.

How do you ensure that employee engagement starts from day one and continues through the 10, 15, 20 years they might spend with your company?

Our leaders play a critical role in employee engagement. We have a set of leadership expectations that lays out core behaviors, including the expectation that leaders will communicate, communicate, communicate.  A big part of their regular communication is to help transmit the culture and the values of the company. For example, we put new leaders through a first impressions orientation program where a senior officer, like myself, the president of the company, the CFO or our head of human resources, will go in and talk with them to make certain that they understand the culture at Aetna, how seriously we take our values, and the expectations we have for them as leaders in fostering employee engagement.

What is your set of values composed of?

It has four values. The first is integrity, which is about both what you do and what you don’t do. And we talk a lot about how we honor our commitments, behave ethically and do the right thing for the right reasons.. The second value is employee engagement, which we describe as leading people to success, valuing diversity and building confidence and pride in our company. The third value is excellence and accountability.  It is doing what we say we are going to do when we say we are going to do it. The final value is really about quality service and value. Quality is so important in health care because most members presume that they are going to receive quality, but in reality, they may or may not. So we focus a lot on quality as one of the core values in our organization.

How do you engage different members of your organization?

One of the goals of an executive is to define reality for the organization, and to help the organization confront that reality quickly and effectively, and at the same time inspire managers and employees that these challenges can, in fact, be addressed. To give you an example, as I moved around the business community in the last half of 2008, it became clear that businesses were facing very substantial economic challenges. When our service team met with the benefit executives in our client organizations, they were not yet feeling a lot of that tension in their organization at that level. But when you talk to many executive leaders, they were clearly sharing their anxiety about how they saw the second half shaping up. So as the leader of the organization it is my job to define that reality, bring that reality back into the organization and say, “You may not yet be seeing what will be happening, but it is going to happen.  We have to prepare for it happening,” and develop the next set of products that will be responsive to where our customers are going as opposed to where they are today.

Who or what has made the biggest impact in how you lead or interact with people?

I’ve been fortunate because I’ve worked for a lot of great executives in my career. One of the things I’ve always done is learn from everyone. And you can learn from the people that you work for, you can learn from the people you work with, you can learn from the people who work for you, and you can learn from people who you run into in different walks of life. I think I have always been receptive to learning from others. And I’m fortunate in that I never believed that I had to make every mistake in order to learn. So I’ve been quite willing to take advice and counsel from others, and seek advice and counsel to help me solve important issues.

Do you have any sort of formal mechanism for exchanging dialogue with people of your organization?

I make it a point to send every person who reaches a certain milestone with the company a personal letter of appreciation. We also can find people who have done extraordinary things. Often, we will get letters from customers singling people out and expressing appreciation. Whenever possible, I pay them a visit at their desk and thank them for what they have done.

How do you convey your employment brand, and how attractive it is to be a member of your organization, to those people who aren’t yet members?

As a company, it is important to us to be viewed as a thought leader and organization that is both innovative as well as active in certain public policy debates. I think people want to join organizations they think are leaders, have good values, and value diversity. One of the things that we do as an organization is value diversity, both in the traditional sense of gender, ethnicity, religion, sexual preference, disability, et cetera, as well as diversity of ideas and approaches to solving problems. And I think that makes us an attractive destination for talent.

Aside from actively speaking about how you drive diversity home in all areas within your organization, how else are you getting that message out?

I think it starts with our own internal behavior. For example, we have a diversity committee within the company, and I chair that committee. And that [idea of] diversity is not only about the people who work here; it is about the business partnerships that we have, it’s about the health care delivery systems that we build, and it’s about the business professionals that we do business with, whether they are lawyers or other types of experts. Demonstrating, through the actions we take, that we are an organization that values diversity speaks infinitely louder than words.

Where do you think there is room to grow and improve your current diversity efforts or convey the benefits of your employment brand?

Like many companies, as we grow in different geographies, it is important that our recruitment is reflective of those communities. So as we grow in communities that perhaps have a larger Asian population, it’s important to make certain we are recruiting and developing talent from that community, and as we grow in communities that have more of a Hispanic presence, that we are reflective of those communities as well. Our goal is to be reflective of the communities that we serve at all levels of the organization. And to make certain that as we develop the next generation of leaders in the company, we continue to make progress on developing a very diverse group of executives.