Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, April 30, 1995 TAG: 9504280012
SECTION: BUSINESS PAGE: F-4 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Rita Krasnow, professor of sociology at Virginia Western Community College, acknowledges that family needs and employer needs ``seem to be in conflict without resolution, but there are resolutions.''
According to Krasnow, many companies have found that attention to family needs ``brings higher productivity and greater profits.'' She believes that while smaller companies can't offer all services, they can offer accommodations which will generate loyalty. This need not be through formal policies.
Krasnow has witnessed organizations using the ``case-by-case basis to resolve family demands on an employee.'' Resolutions include flex-time, part-time employment, cross-training, temp services, and the understanding that employees have families with needs.
Determine the needs of your employees. No matter the staff's composition, individuals aren't ``likely to be at the same stage in the family life cycle.'' Initiate discussion to determine the full range of needs. Solicit solutions.
Employees understand staffing problems, but aren't certain that employers understand family needs. If you're open to helping with problems, they'll work to ensure your problems are also addressed.
``Bosses who are ready to hear the needs and offer solutions,'' Krasnow finds, ``are ones who had hands-on experience rearing their own children'' or caring for aging parents. If you have such experience, use it; if not, resolve to find out how significant problems are for others.
Krasnow notes that ``small businesses benefit from a work force that's loyal. Loyalty comes from feeling you don't have to worry about job security if you occasionally attend to family needs.''
Welcome the opportunity to initiate discussion, one that provides solutions for both you and family-connected employees. Loyalty, productivity and profits all may improve.
Q: Are there body cues I can look for in an interview to know if I'll be offered the job?
A: Understanding body language adds communication power; the more one reads body cues, the clearer the messages.
Arms folded across the chest indicates an individual may have closed you off. Rubbing the back of the neck suggests dislike for one's conversation partner. Fidgeting hints at disinterest.
While helpful, these signals can easily be misinterpreted. For example, the interviewer who rubs the back of the neck frequently may, in fact, just have a stiff neck.
Misinterpreting undermines confidence; the candidate tenses in response to reading ``unliked,'' stress increases, and the interview sours.
Additionally, skilled interviewers reveal little - their goal is to make the candidate feel comfortable. Inaccurate interpretation by the candidate may be the result.
Time is better spent evaluating your own presentation of self. Do you have excellent, but relaxed posture? Present a firm handshake? Make appropriate eye contact? For a solid background in understanding body language, try Julius Fast's ``Body Language in the Workplace'' (1994).
Improving body language could improve job interviews.
Q: One of my employees is so quiet I never know what's going on in her head. How can I draw her out?
A: Shy folks are uncomfortable talking with others. Introspective individuals need time to think through situations; they don't respond easily to off-the-cuff requests for their thoughts. And people who don't feel their opinions are valued are not likely to share their thoughts.
When you want an opinion from a shy or introspective employee, give the individual advance notice. Say you'd like to know his or her thoughts about the progress of XYZ. Be specific about the level of detail you want. Set a time for the two of you to meet.
When the time arrives, make sure you aren't interrupted. Restate your request for information and offer good listening behavior. Don't interrupt. Ask questions when necessary and allow time for answers to be formulated.
If someone is reluctant to speak because a past trust was violated - by you or by someone else - you'll have to rebuild that trust. Make your requests nonthreatening; ask only for a little information at a time. Most importantly, never violate a confidence. Damage can be repaired, but it's a slow process.
In all cases, patience is required - you're building a relationship of mutual trust, so the person will be more willing to come to you in the future. It takes time.
by CNB