Here are the key reasons why your onboarding process should extend throughout your employees’ first quarter and how you can ensure that you best meet your new hires where they are, and partner with them so they get to where you need them to be.

Habits Are Created Through Daily, Intentional Practice. If you want your new employees to be peak performers, make yourself a partner in their learning and development. Give them the knowledge they need to successfully perform their work and make yourself accessible to support their growth, ideally through weekly check-in meetings. Encourage them to book time with you whenever they need it—regardless of what the issue is. If you make it easy for your new employees to come to you with questions and concerns, you can nip any issue in the bud before it becomes a real problem.

It Takes Time to Create a Culture Fit. As Zappos founder and CEO, Tony Hsieh says, “If you get the culture right then most of the other stuff will happen naturally.” Unfortunately, for a lot of new employees, the first 90 days at a new job can feel more like a dress rehearsal than a final performance. New hires don’t yet feel like they are a part of their company culture, and yet they must before they can make positive contributions to it. There are a few key tactics managers can put into practice to expedite the process:

• Connect new hires with all the right people: Immediately introduce new employees to the colleagues, clients, and other stakeholders they will be working closely with. By facilitating these connections, you ensure that your employees have the people resources they need to be successful, and you give them a supportive community which will help them feel strong and supported.
• Demystify company and field jargon: There is nothing worse for a new employee than to hear other people using abbreviations or industry terms that they don’t understand.  Help them become a part of your tribe by giving them the inside scoop on words and phrases they can expect to hear.
• Hook young professionals into your company’s unique cultural features: Get your new hires excited about your team and company traditions and rituals. One of the easiest ways to get your young professionals involved in your culture is to have them share their experiences with it. Whether it’s writing testimonials for your Facebook fan page or employee blog, documenting colleagues at work (and hopefully sometimes at play!) for company events, or having them share their candid experiences with prospective new hires, when employees have the opportunity to reflect on the culture they will take more of an active role in it.

A successful onboarding process requires the support of everyone who has a stake in new hire success, e.g., hiring managers, HR, training, and a direct supervisor. It takes time and should be ongoing. In order to inspire the performance you want from your new employees, you have to invest time and energy in bringing them on board and welcoming them into your workplace family.

Alexia Vernon is an author, speaker, International Coach Federation (ICF) certified coach, trainer, and media personality who specializes in helping organizations recruit, retain, educate, and grow their young professional workforce. In her book 90 Days 90 Ways: Onboard Young Professionals to Peak Performance, Alexia demonstrates how to achieve the goal of getting new employees oriented, integrated and trained within 90 days of their employment. As a member of Gen Y and with her unique approach to talent development, Alexia has been featured in hundreds of media outlets including CNN, NBC, Wall Street Journal, CBS MoneyWatch, FOX Business News, Forbes.com, ABCNews.com, TheGlassDoor.com, and Mint.com.  To learn more visit www.AlexiaVernon.com and connect with Alexia on Twitter @AlexiaVernon.

Perhaps in an effort to attract candidates, some organizations are only saying what they think candidates want to hear. They might be surprised, then, to see new research from CareerBuilder indicating that diversity isn’t the number one (or even two or three or…) factor diverse candidates want from their employers.

According to a recent survey of 4,000 workers nationwide:

• African Americans rank diversity seventh their list of most important employer attributes. Diversity follows compensation and benefits; advancement; training; work-life balance; interesting assignments; and appreciation by management, in order of importance.
• For Hispanics and Asians, diversity falls even lower on the list. It ranks below (in order) compensation; benefits; training; advancement opportunities; work-life balance; interesting assignments; good reputation; financially strong; high quality; good culture; and personal impact.

Given these findings, is it even worth it for employers to invest in diversity initiatives? Absolutely, says Andrea Briggs, Project Manager of Talent Intelligence and Consulting for Personified. Because while diversity might not rank as highly as one might expect among diverse candidates, it ranks much higher among diverse candidates than white candidates: It’s among the top 10 for 37.5 percent of diverse candidates overall, compared to only 29.5 percent of white candidates. This disparity, Briggs says, is significant.

“For organizations trying to recruit more diverse candidates and diversify their workforces, this should definitely be a part of their message in their employment brand,” she says. “Diversity resonates much more with diverse candidates, and even though they consider other factors more important, when an organization wants to differentiate themselves in the minds of diverse candidates, diversity in an organization is one way to do that.”

If these results surprise you, you may need to re-evaluate what you know about the candidates you hope to attract to your organization. These findings further underscore the need for employers to research their target talent – whoever they are – to ensure they’re sending the right message to the right candidates.

What are your thoughts? Do these findings surprise you? How do you ensure you’re sending the right message to the candidates you want for your organization?

Just how much? Well, 31 percent of employers expect to hire for executive-level positions over the next six months, up from 23 percent in October 2011′s executive forecast.

Despite this boost in hiring, we’re still facing a deficit of diverse workers and women when it comes to taking on executive roles. Let’s take a closer look.

What’s ahead for executive hiring

Employers are recruiting senior leadership for a range of business functions, but some areas are more in demand than others:

• Nearly a quarter of employers (24 percent) will hire in business development
• 23 percent will hire in information technology
• 22 percent will hire in sales
• 19 percent will hire in marketing and 19 percent in accounting/finance 

As Brent Rasmussen, president of CareerBuilder  North America, observes, the need for diverse talent is paramount:

“Hiring trends for executive-level management mirror what we’re seeing in the labor market for all workers. As companies look to expand their sales force, develop new products and improve their tech infrastructure, the need for diverse, experienced leadership grows along with these initiatives.”

Demographics: Where’s the diversity?

Many hiring managers revealed they are still lacking diverse leadership at their organizations. Twenty-two percent of companies still don’t have female executives — not a surprise given that a mere 14.1 percent of women reportedly hold executive officer positions at Fortune 500 companies. In addition, 41 percent of companies do not have even one executive-level employee in any of the following demographics: African American, Hispanic, Asian, LGBT, and Disabled.

One in five companies have Millennial-level executives

One demographic that is seeing a rise in executives is Millenials; with the emergence of digital, mobile and IT as high-growth sectors, more Millennials are climbing their way to the top. Twenty percent of employers say they have executives under the age of 30.

What do employers (really) want in executive talent?

Often, employers will more heavily weigh prior accomplishments and demonstrated leadership ability than expertise in a particular industry. Though most hiring managers say prior experience in the industry for which a candidate is applying is a crucial requisite for landing a top job, 35 percent say they’ll consider candidates who don’t have a background in the industry.

The top qualities employers say they seek in executive-level candidates:

• Proven ability in addressing problems with effective solutions (62 percent)
• Adept at motivating others (54 percent)
• Can act with speed and agility in a changing market (47 percent)
• Is creative (43 percent)
• Has emotional intelligence (38 percent)
• Experience in different areas (37 percent)

It may come as a surprise to learn that only 20 percent say they look for an MBA or comparable higher-level degree when evaluating executive candidates.

Does anything surprise you from the latest executive hiring forecast in relation to your own hiring?

ABOUT HEADHUNTER.COM: HeadHunter.com is a recruitment site for management and executive-level talent. Founded in partnership with CareerBuilder.com, HeadHunter.com is a targeted approach for connecting high-level, experienced professionals with their ideal career opportunity. For more information, visit www.HeadHunter.com.

We erroneously have a habit of viewing underperformance or shattered expectations as the fault of one person. Once we understand that we are as responsible for the success of a new hire as the new hire is, we can develop, apply, and refine strategies and corresponding techniques to ensure our new hires, particularly those who are new to the workforce and in their first one or two positions, get to where they need to be.

For sustainable workplace success, transparency is key. New employees can easily become lost and unsure of themselves when employer expectations are not communicated clearly. As a direct supervisor or manager, you should touch base with the new hire by the end of the first week about their chief responsibilities and how you will hold them accountable. During this conversation, you also want to clarify exactly what you expect from your new hire in each of what I call, the 4 P’s:

Professionalism

While some of these you may have addressed prior to the first day, it’s never a bad idea to revisit these important questions.

• What is the appropriate use of technology, particularly social media?
• Can employees take personal calls in the workplace?
• What kind of relationship can employees enjoy with managers outside of the workplace?
• Can colleagues date? If so, must they be in different departments? Have lateral positions? Report it to HR?

Performance

• What are three to five key indicators of outstanding performance in this position?
• What skills and behaviors do you want to see evidence of?
• What are key benchmarks in performance that must be met in the first 90 days?
• What are key project deadlines that must be hit in the first 90 days?
• How are promotions and raises decided?

Problem Solving

• What are proven best practices for handling the “typical” problems that someone in this role will encounter?
• How should a worker navigate a problem? At what point should a supervisor be brought in?
• What are company practices for handling internal conflict or conflict with a customer/stakeholder, should it emerge?

Passion

• What’s an appropriate workplace attitude?
• What values do successful employees carry into their work?
• How can professionals demonstrate creativity and innovation?
• How can new hires best incorporate themselves within (while actively shaping) company culture?

By asking and answering these questions for yourself, you’ll be able to effectively communicate your expectations to your employees so that you and they are on the same page.

ABOUT THE AUTHOR: Alexia Vernon is an author, speaker, International Coach Federation (ICF) certified coach, trainer, and media personality who specializes in helping organizations recruit, retain, educate, and grow their young professional workforce. In her book 90 Days 90 Ways: Onboard Young Professionals to Peak Performance, Alexia demonstrates how to achieve the goal of getting new employees oriented, integrated and trained within 90 days of their employment. As a member of Gen Y and with her unique approach to talent development, Alexia has been featured in hundreds of media outlets including CNN, NBC, Wall Street Journal, CBS MoneyWatch, FOX Business News, Forbes.com, ABCNews.com, TheGlassDoor.com, and Mint.com.  To learn more visit www.AlexiaVernon.com and connect with Alexia on Twitter @AlexiaVernon.

…which is perhaps why so many managers are so poor at giving feedback: rather than have a potentially uncomfortable conversation about what their employee needs to improve upon, they avoid it completely. But giving feedback is a crucial skill that every manager needs to practice (in order to get better at giving it). After all, the only way you can expect your employees to get better at what they do is to give them constructive, candid and timely feedback. But, again, giving feedback is a skill that requires practice…and carefully chosen words.

Five Tips for What to Say (and What Not to Say) When Giving Feedback:

1. Say This: “I noticed that you’ve missed a few deadlines lately.” Not That: “You seem disinterested in your work lately.” When giving feedback, it’s important to focus on an employee’s specific behavior, not the impression you had of it. Telling an employee that he or she “seems disinterested”  or “appears disengaged” is actually a comment about your perception or impression of the employee – which comes across as a judgment - when in reality, the employee’s perceived disinterest could be the result of something completely unrelated to work. Focusing on the specific behavior that led to that impression opens up the door to have a clear discussion about the reasons why, rather than making the employee feel judged, alienated or confused.
2. Say This: “You were effective when you…” or “You could’ve been more effective when you…” Not That: “Good job.”  In other words, feedback that is generic and vague is also useless. Focusing on specific actions has two major benefits: It prevents employees from taking the feedback personally, and it also helps them understand what they should do (or not do) in the future.
3. Say This: “I’d like to offer you some feedback on this report, is that okay with you?” Not That: “Your report was…” Whenever possible, request to give feedback. Not only will your employees appreciate the gesture, but they’ll be more likely to take the feedback into consideration and apply it to try to improve.
4. Say This: “Your presentation was extremely well-researched. Here’s where it could’ve been stronger…”  Not That: “The research you used in your presentation was a little weak in some areas.” Preface with the positive.  Point out what the employee is doing well before delving into areas for improvement. When employees feel like their work is appreciated, they are much more likely to implement the constructive criticism – and to come to you for feedback in the future.
5. Say This: “Tell me, what was your understanding of what I asked you to do?” Not That: “You seem to have misunderstood what I asked you to do.” There’s that assumption creeping back in again, which does little to open up an honest, productive conversation.  Try to really look at your employees’ work through their eyes – and make the effort to understand their approach to their work. It will help you analyze the situation in a way that helps them reach their goals….And, perhaps most importantly, this approach will help you see how you can communicate with your employees more effectively.  

Thoughts? Feedback? Anything you would add?

In an exclusive Q&A, the co-founders of the American Freedom Foundation discuss the mutual benefits of veteran hiring initiatives.

If Robin himself – Chris O’Donnell – can’t convince you of the benefits of hiring military veterans, take it from those who’ve experienced it firsthand: CareerBuilder’s Director of Federal Civilian Solutions, Jen Fritz, recently sat down with SMA Jack Tilly (far right in the above photo from the 2011 American Freedom Festival) and Ted Hacker, co-founders of the American Freedom Foundation, to discuss everything from the unique value in hiring veterans to helping veterans make an easier transition to the civilian workforce.

Listen to the recorded interview with AFF’s co-founders here or read highlights in the Q&A below.

Jen Fritz: What inspired you to start the American Freedom Foundation?
Ted Hacker: When sergeant major Tilley was on active duty, he conducted what we call ‘The Hope and Freedom Tours’ of Iraq and Afghanistan, taking entertainers from all genres of music to perform for our troops. I was fortunate enough to go along once, and it changed my life. When we came back, sergeant major Tilley was looking for something to do to carry on the work he’d been doing in the army, so together we came up with an idea to continue to do concerts and shows for our military to support them, their families, our veterans and our wounded warriors.
SMA Tilley: Yes, I remember the conversation. I called Ted up on the phone and said, “I want to help our veterans,” and Ted jumped right in. We’ve been doing it now for eight years.

What do you hope people in the Foundation take away?
Tilley: I hope they take away the fact that veterans bring so much to the job market. I hope they understand the loyalty of veterans, and the commitment they have for our country. Right now, more than probably at any other time in our country’s history, our veterans and their families need help.

I think that’s a really good point. Could you talk more about the benefits organizations get from hiring veterans?
Tilley: Just think about it: people spend so much money training someone on leadership, but when you get a veteran, [you already get] the leadership they have, the commitment, the loyalty they have to the organization, the work ethic. And they’re all team players. You don’t have to train them as far as taking responsibility or completing the task. They’ve already been trained well in the military. Those are the kind of skills that are going to make your organization that much better.
Hacker: There are so many qualities and traits veterans have from their service in the military that are very attractive to a potential employer.

Yes, they’ve got focus, discipline and leadership, and they’re clearly capable of making quick decisions, all of which help organizations move quickly.
Hacker: Exactly.
Tilley: One of the neatest things I’ve ever observed was once when a unit in Iraq was having a riot, and there was a unit of infantry men in front of them, and the sergeant in charge there had the presence of mind to tell them to sling their weapons and kneel on one leg, and they stopped the rioting. They probably saved a lot of people from getting hurt. This sergeant was only 22 years old, and yet he had the presence of mind to take control of the situation and do the right thing.  When you look at the army and all the services combined, the number of techniques and tactics they can bring into the civilian workforce are just unbelievable.

That’s along the lines of what you were saying earlier about the amount of money corporations put into employee training and development. Think about the amount of money that has already been invested in these veterans before they even show up at the company’s door.
Tilley: The other thing to think about is how veterans can help you develop other employees within your organization. I’ve had employers ask veterans to come in and give leadership, communication or counseling classes. It’s really a win-win situation for any employer.
Hacker: I want to emphasize the earlier point about acting cool under pressure and being able to handle crisis management. These are very strong characteristics veterans can offer potential employers. Veterans are ready to go: They’re ready to act under pressure, and they’re ready to lead. I’ve witnessed it over my years of working here with veterans on multiple levels.

I agree 100 percent. The veterans in this office certainly make everyone take it up a notch. Switching gears, what are some of the challenges veterans face upon re-entering the civilian workforce?
Tilley: One of the biggest problems veterans have is just trying to fit in – that transition. There’ve been 6,000 veterans killed in this war, 41,000 wounded, 1200 amputees, and one in five have some form of PTSD or PTI, so the problem normally is, how do they adjust into the civilian sector? The other problem is that sometimes they wait just a little too long to make that transition into that civilian sector. So we need to educate corporate America on how they help veterans adjust to the civilian sector as well as what they should be aware of. One thing we point out is they have to adjust their workplaces to accommodate veterans who are wounded or have special needs. If they can do that, they’ll see the value of hiring a vet even more.

What are some other ways private employers can make that transition easier?
Tilley: Private employers should take it upon themselves to introduce themselves to the local military installation and educate themselves and find out what goes on at that military installation. They could also contact the Department of Defense or the National Guard and ask how they can assist in helping people make that transition.

A lot of companies have voiced an interest in hiring veterans, but they’re not quite sure how to get off the ground. Are there particular areas or industries that speak better to veterans’ skills?
Tilley: I think veterans who move into smaller businesses have a little bit of an easier transition. Also, I think the IT industry is good, as well as health care and operational things like management engineering.
Hacker: Here’s something else to keep in mind: 86 percent of the force is enlisted for all services, and 14 percent is comprised of officers and warrant officers. Sometimes the focus is more on officers’ employment, but the enlisted force has changed a lot over the years as far as education and development. Many of our non-commissioned officers and soldiers have bachelor’s and master’s degrees and, in some cases, doctorates. Education-wise, there’s a lot of opportunity for enlisted soldiers as far as any position you need filled in your organization.

That’s a good point. It’s important for employers to understand that “enlisted” has a different connotation now than it had in the past.
Tilley: Exactly. For the last 10 or 15 years, there’s been a tremendous focus on education in all services.

Any final thoughts?
Tilley: If you haven’t talked to a veteran, it’s so important to reach out and find out how veterans can make your organization that much better and that much more efficient.
Hacker: Veteran hiring has become such a big issue. I think the more it comes out how much hiring veterans benefits the company, the more we’re going to see companies taking action. Corporate America is stepping up. I think we’re in a groundswell of activity right now that we can take advantage of to really vet out veterans and help them find jobs.

Listen to the complete CareerBuilder interview with AFF’s Tilley and Hacker here.

Do you have an experience with hiring veterans that you’d like to share? Tell us how military veterans benefit your organization in the comments below.

What is #HFChat, and why should you participate?

#HFChat, for those of you who don’t know, is a weekly chat focusing on helping job seekers through topics ranging from resumes, to cover letters, to networking — and much more. It’s also a way for employers and recruiters to connect with these job seekers and give them live answers based on their own expertise, in 140-character bursts.

As hosts of the 3/30 chat, we chose to talk about “The next step – how you plan your long-term career goals.” We not only enjoyed discussing long-term career goals with everyone on the chat, but also received really interesting questions and feedback from job seekers and excellent advice from employers and recruiters who participated.

The questions “officially” discussed (aside from the great side discussions mixed in):

Q1: How and when do you identify long-term career goals?
Q2: In a job search, how can you ensure a job or industry isn’t a dead-end?
Q3: How do you supplement lack of experience if switching careers?
Q4: What are ways you can position yourself to move up in a career?
Q5: How do you adapt your current skills to new or other industries?

A few favorites from the chat:

@ChrisFleek Visibility within org is YOUR responsibility. Hard to learn, but subtly sell yourself around org at all times.

@FordCareers Show up early, stay late and never, ever say “its not my job”.#workethic

@TheResumeSmith To move up, dont just do the job you have, do the job you WANT. Show competency.

@WorkResults when in career transition, focus on transferable skills, expanding networks, working hard – it worked for me!

@Victoria_mpc The job you love today, may not fit tomorrow. Keep aware as your goals and aspirations develop.

@ChrisFleek People who focus on tasks have trouble changing careers – those who focus on skills & processes more easily transition.

@RobinResumes Before switching, make sure you are unhappy with the career rather than the company environment.

If you’re interested in seeing how Friday’s discussion unfolded, check out the transcript of #HFChat.

Eric and Hope discussed everything from the latest sources in the market to help you find the top IT talent, to ways to make sure your IT department growth is up to speed with your overall company, to building an IT team with a reputation for excellence and keeping your current IT employees engaged and motivated.

A few highlights of how to attract and keep your best IT employees:

•  Companies hiring IT employees today can’t afford to be in the dark about what candidates are expected to get paid & what their competitors are offering.
• As an employer, you must know the top IT employers in various geographical markets in order to be competitive in your strategy.
• Give your IT employees disciplined freedom — don’t box them in. Give them goals to achieve & let them formulate the solution.
• Let your IT employees see the value in their work by tying projects to overall business goals.
• Your IT recruiter can gain an advantage by truly getting to know your IT team and experiencing a “day in the life.”

In the world of workforce management, the same rules apply. Cross-training employees means teaching them the skills required to perform job functions outside of their main roles and responsibilities. As a result, companies reap the benefits of enhanced employee performance, better teamwork and a stronger organization overall.

Consider the following benefits of cross-training your employees:

• Reduce the risk of injury: Cross-training employees helps ensure business runs smoothly even when there’s a shortage of staff due to illness or vacation. Giving employees the skills needed to fill in for absent employees not only helps maintain productivity throughout the organization, but it also sets the groundwork for a faster, smoother transition should the opportunity arise to be promoted or transfer to another role within the company.
• Avoid burnout: Doing the same thing over and over isn’t only boring, it’s a recipe for worker burnout. Teaching employees new skills re-engages their interest in their jobs by giving them a break from their normal routine and enticing them new and interesting challenges.
• Enhance teamwork: Cross-training enables your employees see the work that goes into other roles within the organization, As a result, they will have a better appreciation and understanding of the work their colleagues do and ultimately be able to collaborate better across teams and departments.
• Promote loyalty: Research indicates that what today’s workers want most are recognition and career advancement opportunities from their employers. With cross-training, they get both. Giving your employees the resources to learn new skills and take on bigger responsibilities demonstrates your faith in their abilities and your concern for their professional success and career development.

Tips for implementing a cross-training program

• Do it early, and do it often. Don’t wait until there’s a need to cross-train employees. Start cross-training now so you have the flexibility to move staff around and cover extra duties at a moment’s notice.
• Set a goal. For any business initiative to be successful, you have to start with a goal. Ask yourself, “What do I want to accomplish with cross-training?” and be specific. Make sure everyone involved in the program understands the goals of the program and how you plan to measure success.
• Find what works for you. When it comes to how you administer the training, there’s no one way to do it. Consider what will work best for your organization and your employees. Training can take place through an on-the-job buddy system, a mentoring program or, if employees are comfortable with it, from supervisors. Another option is having employees take classes through a pre-existing internal training and development program.
• Provide balance. Your employees will get the most benefit from cross-training if they aren’t distracted with the notion that they’re neglecting their primary responsibilities. You may need to scale back some of your employees’ projects during training so they don’t get burned out trying to take on training in addition to their full-time workload.

Do practice cross-training at your organization? What methods have worked for you?

Talk of brackets, predictions, and major upsets will soon have offices around the country buzzing (including, most likely, yours): 20 percent of workers say they’ve taken part in March Madness pools at work, and nearly one in ten watch March Madness games at the office. How many games? Well, 17 percent spend, on average, more than an hour checking scores while on the clock, according to CareerBuilder’s annual March Madness survey conducted by Harris Interactive© among more than 7,000 workers.

Ladies like basketball, too

While men are more likely to participate in March Madness in the office, with 27 percent joining in office pools, 13 percent of women are sporting their favorite team’s hoodie and checking up on their brackets just as often as their male counterparts.

Regional pride

When it comes to regional involvement, workers in the Midwest were found to be the most likely to place bets at work: 23 percent of Midwest workers took part in March Madness pools, compared to 20 percent in the West, 19 percent in the South and 18 percent in the Northeast. Among larger markets, Washington D.C., Minneapolis and Chicago were the highest-ranking cities.

Productivity and legality

Many employers are likely tensing up right now at the mention of March Madness, and with good reason — for a designated length of time, many employees will either be mentally or physically checked out at certain points during the tournament, either by not paying full attention to their work because they’re checking on games, or by not coming into work at all. Furthermore, many companies struggle with company NCAA pools, which are technically illegal. So what can employers do to fight the onset of worker distraction?

Well, one thing they can do is encourage it — in the right ways. If employees are going to find ways to watch a game no matter what, don’t force them to do it in the bathroom or hidden under the desk (with company hours quickly ticking away). Make the game available in the break room, or invest in a TV if you don’t have one at the office. Post a game sign-up sheet, where employees can request to watch games at certain times. Let employees know they can take time to partake in their pastime, whether at lunch or on work breaks.

Help employees by being a little more flexible in when they can take a lunch or take a break — but make it clear they are still accountable for their work. Work on creating an open culture in which employees understand you respect their interests outside of work, but that they must also respect your time as well as your trust in them to make the right decisions.

Betting on the best beard — and more

OK, so there are those for whom bets are less about advancing teams and more about breaking them up; less about fouls on the court and more about party fouls. Workers shared with us the most memorable office bets they’ve been a part of, and the bets below definitely topped the list. While some are funny, others offer a somewhat disturbing look at what worker morale is like in many workplaces:

• “Who will be the first person to drink too much at the company party?”
• “When will someone punch out the supervisor?”
• “How long will the CEO’s fourth marriage last?
• “Who in the office will be the last to get their power back after the big snow storm?”
• “How many accidents will occur at the intersection outside of the office building?”
• What fake illness will a co-worker call in sick with?”
• “How long will it take someone to quit?”
• “When will impending litigation be filed against the company?”
• “What’s the amount of news coverage a particular celebrity will receive in a week?”
• “Who will grow the best beard in one month’s time?”

So, tell us — as an employer, do you embrace March Madness at the workplace, or dread the onset of March every year for this very reason?