I heard on the radio today a story about some sort of an annual award given to the world's worst bosses. Top prize this year went to a boss who threw his employees' paychecks into a trash bin, forcing them to dig for their pay.
While there is nothing I can think of to be learned from that horrid leader, my mind started to mentally run through every one I had ever worked for and as I reflected I was once again reminded that some of the best lessons I ever learned came from the shortcomings of those who led me.

Segregation of duties is one of my favorite subjects and an area where I have done extensive work during my parking career, so I was thrilled when IPI asked me to deliver a CAPP point course on this subject at the conference May 17^th in Nashville. After interviewing several parking industry leaders from around the country, I wanted to share two themes that have emerged to help ensure you have your bases covered when it comes to segregation of duties.

So! HR has screened multiple applicants and now it’s time for you to interview the finalists and evaluate who you will bring on board. As more and more parking organizations recognize that today’s hiring process is truly centered around acquiring talent, as opposed to the yesteryears view of just getting a position filled, they have altered the staffing strategies to follow suit. Does your process as the hiring manager reflect this important shift?
They Can Wait. The Marlyn Group has worked with a few folks over the years who still believe it’s a good practice to make candidates wait, whether it is in the receptionist area or days between communications, to “test” how strongly the candidate really wants the job. These are the same people who are surprised when that candidate accepts another offer. Like so much in the workplace, hiring talent is largely dependent on speed. If you have a finalist who is determined to be a strong fit – don’t delay with the offer; you’re likely not the only potential employer who finds that same individual attractive.

“When you’re finished changing, you’re finished.” These wise words shared by Benjamin Franklin still hold true today, especially in business. Companies invest billions of dollars each year in new technology solutions, reengineered processes and modified business models. If an organization is unable to manage change, the ROI on these endeavors can fall far short of expectations.

So! You’ve just finished an interview, the candidate answered most of the questions the “right way” and yet there’s something in the back of your mind that leaves you a bit ambivalent as far as what to do with him next – move him forward, schedule another interview or let him go? Hmph.
When evaluating candidates post-interview, reviewing what their responses were in the literal sense is as important as evaluating their approach toward the questions, the level of detail given, tone taken, etc. Use the below three typical indicators to help evaluate candidates from a holistic perspective the next time you have them sitting opposite of you.

Recently I had a CEO complain to me loudly that he’s tired of his employees moving on to competitors after his company spent time and money training and developing talent. This perspective always strikes me; what hiring managers seem to miss in this logic is the employee exit is actually the last chapter to this particular story, not the first.
Study after study for decades confirms that employees leave for three reasons: loss of interest in the job, loss of respect for their boss and disagreement over the company’s direction. Note money is not a top three, it’s typically toward the bottom of the top ten list.