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Organizations seek highly skilled individuals with a multitude of core competencies. We often witness hiring managers dive head-first into the competitive talent pool, determined to entice candidates with generous compensation packages and career growth. Although a competitive strategy, a key element in attracting and retaining top talent in today’s labour market is creating and committing to a “Connection”. How do you C.O.N.N.E.C.T with your future stars? We explore methods that will lead you to a competitive advantage with an engaged and connected team, and your feet planted solid on the ground!


CHALLENGE: Candidates are attracted to challenges that allow them to fully utilize their developed skills, experiences, and an opportunity to partake in the outcomes of their accomplishments. A well written job advertisement, accompanied with a detailed job profile that clearly outlines the key challenges in the role, will attract applicants who recognize your organization is dedicated to continuous learning and exploration.
OPPORTUNITY: Roles your organization is seeking to fill should be stamped with an “Opportunity Statement”. This statement is essential in the preparation of your job advertisement and job profile. Candidates will distinguish your organization as committed to employee growth and opportunity, as well as dedicated to supporting employees’ career goals.
NEGOTIATE: The decision to join your organization can trigger emotional responses from a candidate. Providing the candidate an opportunity to negotiate the contractual terms of agreement secures an immediate connection to the professional relationship, and dissolves any initial apprehension. An organization’s flexibility to employment negotiations paves the path for open communication, as well as an immediate appreciation and desire to succeed from the successful candidate.
INVEST: Recognize your employees are an important investment to the success of your organization. Leading a competitive advantage involves effective performance management and feedback systems, training programs, career planning and continuous learning opportunities. These tools are essential investments to the success of your employees and organization, and further solidify this important connection and commitment to your team.
EMPOWER: Employees often seek a cultural environment that encourages collective decision making opportunities and implementation of new ideas. Monotony in roles suppresses employees from realizing true potential. Empowering employees will encourage and strengthen their connection to your organization, their partnership and sense of ownership.
CHAMPION: Organizations should seek to “Champion” employees’ ideas, team efforts, and dedication to the organization. This Employee-of-the-Month type of incentive is very important in ensuring both individual and team successes are recognized. Coupled with an effective performance management process, an employee recognition program reiterates employee appreciation, retention is recognized as a key initiative, and connections are further strengthened.
TEAM: One of the strongest connections in an organization is that of an effective Team. A participative corporate culture recognizes and utilizes each employee’s unique skill sets and characteristics, resulting in an engaged workforce with a competitive lead in the market. Encouraging teamwork and team events builds on these important professional relationships, thus building the “home away from home” environment.

Strategic and determined efforts in attracting and retaining top talent will drive organizations to connect with all potential and current employees. Connections are key to creating an advantage in this highly competitive labour market. We can help in securing top talent, building connections and implementing these important competitive Human Resources programs! Call us today and “CONNECT” with us directly at MyHRPro!


For a complimentary 30 minute coaching session at your convenience, you can contact Holly Stengel, Senior HR Consultant at 1-888-574-3857 ext. 2 or by email at

10 Deadly Sins of a Poor Performance Review Discussion

The biggest single discussion that causes more fear and pain for supervisors and employees is the dreaded performance review. Employees report widespread dissatisfaction with their performance management programs. Managers often lack the confidence or knowledge required to deliver valuable feedback. If executed well, delivering a performance review and focusing on the right type of feedback can impact employee performance by more than 25% and have a positive benefit for both leader and employee.

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The purpose of a performance review is to:

Establish a clear link between organization and individual objectives.
Promote ongoing communication through coaching and meaningful feedback to employees.
Encourage discussion and development of skills and competencies.
Attract and retain staff.
Identify, recognize and reward high performers.
Identify, recognize and manage low performers.

Employees benefit from performance reviews by:

Having a clear understanding of how individual performance contributes to the company’s success.
Having a clear understanding of how to meet expectations.
Understanding how their performance is clearly linked to rewards.
Identifying their learning and development needs.
Having fair, accurate and regular feedback on strengths and areas for improvement.

Companies benefit from performance reviews by:

Increased productivity.
Link between individual performance and organizational objectives.
Accurate and consistent evaluation of employees’ overall performance.

Acknowledgment of employee contributions.


Whether the performance review is done in person, on paper, or with an online tool, your attitude as a manager will have the most profound effect on your employee. In any case, if you do any of the things listed below I guarantee your next performance review discussion will be a complete flop.


1. Not scheduling sufficient time in a private setting
Schedule enough time to discuss the formal review and answer your direct report’s questions. All performance feedback should be conducted in a private, one-on-one setting without any interruptions.

2. Not rehearsing the conversation prior to the meeting
Rehearse the conversation for a meaningful discussion, particularly when delivering difficult messages. In addition, rehearsing helps ensure that you are confident and professional throughout, and do not appear to be anxious.

3. Not providing the employee with performance review documentation
If they have not read it, offer a copy of your review and allow a few minutes to read the document before starting the conversation.

4. Beginning discussion with areas that need to be developed rather than areas of strengths.
Emphasis on strengths in formal reviews has the greatest potential impact (36%) on employee performance; consequently, managers should initiate the feedback with strengths, followed by development opportunities.

5. Focusing on personality traits
Focus on the employee’s behaviors, not his/her personality, while delivering development feedback. Emphasizing weaknesses can actually damage performance by 27%.

6. Not providing examples to substantiate the review
Validate your perspective with tangible and specific examples. Focus on consistent behaviors and frequent incidents, rather than one-off examples of good or bad behavior.

7. Not providing suggestions for performance improvement
Accompany negative feedback with specific suggestions for doing the job better. Constructive comments on development and specific suggestions for improvement are clearly very valuable and have a potential impact of approximately 7% on performance.

8. Using jargon and obscure words that the employee does not understand
Maintain a structured flow during the conversation and cover one topic at a time to ensure clarity. Include a short introduction, and avoid using jargon/obscure words to describe strengths and development areas.

9. Making the review process discussion a one-way discussion
Give the employee a few minutes to reflect on the feedback once you have delivered the review, and ask for questions or thoughts.

10. Not ending on a positive note and discussing next steps
End the discussion on a positive note with a summary of the performance review. Schedule follow-up meetings to build the individual development plan and monitor progress.

Bottom Line: Performance reviews are important because they help both sides gather thoughts and become more familiar with the areas that are working well and those that need improvement. If done right, reviews can be one of the best tools for developing an employees’ career within a company. If you want to know if you’re doing a good job as a manager when it comes to performance reviews, watch the faces and reactions of your direct reports. Employees shouldn’t be terrified of walking into their performance review meeting. Nothing you should be discussing with them should be a surprise. If you’ve been doing your job properly throughout the year, the performance review discussion should be one more discussion in an on-going dialog of how your employee is performing.

Paying Your Staff can be ‘um…well…Complicated’

Performance Review

If you believe that your staff are keeping their salaries confidential from each other, you would be wrong! If they believe their salaries are set unfairly or inequitably, you can plan for high turnover, loss of productivity and low employee morale. As companies grow and take on more staff, the questions about pay and benefits start to come fast and furious.


Some of the more commonly asked questions we hear about with our clients include:


  • How do you set my rate of pay?
  • Why is so and so paid more than me?
  • When can I expect to get a pay increase?
  • Do you give bonuses?
  • What do I have to do to earn one?
  • Will you give me an advance on my bonus for next quarter?
  • I want more employee benefits and paid leave time – what are you offering?
  • When do I qualify for shift differential pay, call out pay, and overtime pay?
  • Who do you compare our salaries to?
  • Why do you want me to keep my salary a secret?
  • What can I expect to be paid if I take a promotion?
  • What is the job rate for my job?


Some of these questions are fairly straight forward and easy to answer. Others are not. As we know from experience, paying your employees can be complicated.


Many of clients we work with have never heard of creating a company compensation strategy to direct and determine what they can afford to pay for their manpower costs and retain their employees, or implementing a comprehensive pay policy so all their employees know how their pay rates are set and when their pay will be changed or amended. These clients are now facing having to answer some of these difficult questions and they are very appreciative of our assistance and years of experience working with compensation issues.


If you are facing some of these questions from your employees and need answers fast, contact us at myHRpro for a free one hour consultation. We can help you.

Are You Ready for Coaching?

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Let me tell you about my job as an executive coach and why you need to hire me as your coach. As Your Coach, my job is to help you achieve that which you currently believe is only an unachievable business goal, a Big Hairy Audacious Goal (BHAG), a wishful business aspiration, and leadership challenges you are currently facing. Coaching can assist you to exceed and to make a positive difference in your business.


I believe everyone can choose to make a difference, pursue a dream, resolve old conflicts, learn the lessons they need to and move forward to make a difference in the world they live in. I firmly believe that adults are entirely accountable and capable. I coach by demonstrating intense curiosity, empathy, and positive support to my clients.


What is Coaching? Coaching is a systematic approach to assist leaders to achieve business and personal results. An executive coach helps you clarify what you want to achieve, helps you discover new perspectives and ideas, supports you to develop plans and tactics, and keeps you focused to realize your goals. Coaching is forward focused and supports you to become a better leader in your business. A coach uses a variety of assessment tools, strategies and feedback, as well as appreciative inquiry to help you move forward with your goals.


This may be very different than what you thought coaching was about – it is not remedial work, for leaders or about ‘fixing the struggling manager’. You would be surprised to learn just how many successful leaders of organizations of all sizes and sectors hire personal coaches so that they can achieve new business goals and higher levels of personal satisfaction in working with others in the workplace.


Now tell me about your leadership aspirations and challenges and let’s set up an appointment right now to talk about hiring me as your executive coach?

Leadership Know-How – By Elton Pride

Leadership concept in word tag cloud

Leadership is a particularly complex subject. Thousands of books and articles have been written about it. Countless blogs are dedicated to exploring and explaining the subject. There have even been movies made on the topic.


Despite all of the writing and formulas and carefully researched data on the subject, a good leader is relatively easy to identify. Exceptional leaders display three essential qualities and behaviors, and they know these qualities like they know their own names.


Know Yourself



Standout leaders have a keen and honest awareness of their strengths and weaknesses. They have a clear set of values and morals that inform their decisions. Clarity about oneself is the path to honest and effective self-expression. Under these circumstances acceptance and change is possible. Know yourself and lead from a position of self-knowledge, confidence and strength.


Know Your People



Standout leaders know, nourish, lead and help their people. To know is to understand, to nourish is to foster, support and watch grow, to lead is to show the way and to help is an expression of sincere care. If anyone on your team is disjointed, the entire team is disjointed. Exceptional leaders work to understand the individual needs of team members — their ability to handle stress, their learning styles, their weaknesses and strengths. Without knowing your team members as individuals, the true potential of each person and your organization cannot be realized. Know your people to get the best from your team.


Know Your Vision



You should be known for your vision. Your vision is a statement of purpose clearly indicating what you are building and where you are going. Your vision is the key to the lifeblood of your team and your organization. Vision brings clarity, purpose, focus, hope and passion – it is the means by which you team can act with confidence and purpose. A clear vision can inspire innovation and change and be the catalyst to significant achievement.

Know yourself, know your people, know your vision and
know true success for you and your people.