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Howard Adamsky

Howard Adamsky has been recruiting since 1985 and is still alive to talk about it. A consultant, writer, public speaker, and educator, he works with organizations to support their efforts to build great companies and coaches others on how to do the same. He has over 20 years' experience in identifying, developing, and implementing effective solutions for organizations struggling to recruit and retain top talent. An internationally published author, he is a regular contributor to ERE Media, a member of the Human Capital Institute's Small and Mid-Sized business panel, a Certified Internet Recruiter, and rides one of the largest production motorcycles ever built. His book, Hiring and Retaining Top IT Professionals/The Guide for Savvy Hiring Managers and Job Hunters Alike (Osborne McGraw-Hill) is in local bookstores and available online. He is also working on his second book, The 25 New Rules for Today's Recruiting Professional. See if you are so inclined for the occasional tweet. Email him at

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Happy All The Time? (I Think Not…)

by Sep 17, 2008, 6:11 am ET

“Happiness is an emotion associated with feelings ranging from contentment and satisfaction to bliss and intense joy.”

Do you have problems keeping your internal clients happy? Do you arrive at work first thing in the morning dreading e-mails and phone messages from certain hiring managers? Do you ever have the urge to chase some of your internal clients around the office with a blunt instrument while screaming something like, “More candidates? I’ll give you more candidates you miserable &*%&*,” as they scatter in fear of their lives? Does any of this sound familiar?

If this charming reality is even a part of the story of your recruiting life, you can change that story by adopting a radically innovative mindset and you can do it today. I urge you to consider the following fact: it is not your job to make your internal clients happy. Never was and never will be. You might have thought it was because we were all trained to think that way, but that is not our goal from a business perspective. Our real objective is to present them with two or three qualified candidates who could be hired. End of story. If your internal clients are not happy after that, the problem is theirs, not yours, because you have done your job.

Let’s take a closer look at this concept of “happy.” Consider the following words: “profit, objective, performance, leadership.” The omission of the word “happy” in that group of words is not accidental. That is because those are business-oriented words, whereas “happy” is an emotional state of being. As recruiters, making people happy is not our job. Good, proactive, and effective recruiting is our job. Locating, attracting, and presenting candidates for the positions we are trying to fill is our business, and that is the only business with which we are involved.

Taking it one step further (Sorry I’m on a roll…) Keeping internal clients “happy” is a fool’s errand. Recruiting is difficult enough. Crazy expectations, poor response time, and un-communicated changes in requirements just scratch the surface of the recruiter’s typical day. We roam the halls with this creepy feeling that a good many of our internal clients are not happy. We struggle to do the best we can; we locate and present qualified candidates; yet, we still have this sinking feeling that they are not happy. Forget happy. Just do your job as a recruiter and that will have to be good enough.

With that in mind, let’s see how we can execute on this new way of doing business.

keep reading…

A War for Talent? As We Say in Brooklyn, Forgetaboutit!

by Jun 17, 2008, 1:15 am ET

Do you know my friend MJ? You should, because that will almost certainly be you someday. But more on that depressing reality later.

Let’s start with MJ’s reality first. He is 45, brilliant, accomplished, and well-spoken. He is politically savvy, knows the right things to say in all situations, and even looks the role of a corporate executive. (Truth be told, he is almost as strikingly handsome as I am.)

He is technically up to date, communicates well, and has all of the requisite educational credentials. There is only one small problem. He can’t get a job.

To quote Ron Jenkins, “Something is wrong here; something is terribly wrong.”

If there is a war for talent, why can’t a highly skilled, amazingly talented overachiever who lives in a major metropolitan area find a job after one year of searching?

What expectations, position profile, ATS, political ramifications, compensation structure, communication protocol, workforce planning initiative, talent acquisition strategy, or lord knows what else has broken down so miserably, so totally and completely that all of the companies that are warring for talent have not hired MJ?

If the war for talent is as portrayed, companies engaged in this war should be beating each other with sticks to hire MJ. So, why can’t MJ get a job and how does it relate to this war on talent? (Please don’t tell me he needs to do more social networking or I might just have to get on a plane and slay you.)

We have heard for endless time of the war for talent. I remember the war on poverty, but we lost that one. We have a war on drugs but that seems to be a losing proposition as well.

But a war for talent? I find that to be an interesting war because there seems to be no winners, no losers, and little set out to define specific battle plans or terms and conditions for victory.

keep reading…

The Sad Decline of the American Recruiter

by Mar 5, 2008

I believe that business processes of major importance should move toward excellence. Simply stated: from bad to good to better to best. I don’t think that is asking too much of something as important as recruiting.

However, I have concerns about whether this is actually happening. Allow me to illustrate three disturbing examples in this article.

keep reading…

Something on Your Mind?

by Jan 16, 2008

Please allow me to take a quick breather from my writing so I might ask you a question: Isn’t it time you wrote an article?

Surely you must be tired of my face by now, perhaps even what I have to say and how I say it. (Just wait until you see my new pic; Mac glasses and all…) Tell me, are you tired of any of the others as well? Truth be told, at times, I also get so weary of the same people writing variations on the same things (e.g., 8 Ways to Do This, 4 Things to Get That, and How to Supercharge Your Whatever).

keep reading…

Recruiting, Innovation, and Thinking Differently

by Jan 2, 2008

“You know what they say: ‘Innovation is the one thing that we have to focus on; it’s innovate or die.’ And I don’t believe that. I think there is something really wrong with this huge notion that everything is innovation.” – Alf Rehn, Ph.D., Professor of Innovation and Entrepreneurship, Royal Institute of Technology

keep reading…

10 Things Recruiters Should Know About Every Candidate They Interview

by Dec 26, 2007

Interviewing candidates and gauging their fit for a culture and position is one of the most indispensable tasks a recruiter performs. The more a recruiter knows about a candidate, the better equipped they are to add value to the hiring process. That’s why getting to know the candidate and understand what they are looking for, along with overall qualifications, is so critical. But there is more about candidates you should uncover if you want to do the best possible job of providing information (read: value) to hiring managers. Below are ten points in key areas that all recruiters should investigate for each candidate they interview ó before they present the candidate to the hiring manager.

  1. Complete compensation details. Understand exactly how the candidate’s current compensation program is structured. This means more than the candidate’s base salary; the base salary is just part of the overall package. Be sure that you ask about bonuses; if, how and when they are paid out, stock options or grants that have been awarded. Compile a complete list of benefits and how they are structured (e.g. PPO vs. HMO; there is a difference) and know when the candidate is up for his or her next review, because this can alter cash compensation.
  2. keep reading…

Recruiting, Misery, and the OFCCP

by Nov 20, 2007

The only power any government has is the power to crack down on criminals. Well, when there aren’t enough criminals one makes them. One declares so many things to be a crime that it becomes impossible for men to live without breaking laws…Just pass the kind of laws that can neither be observed nor enforced or objectively interpreted — and you create a nation of law-breakers — and then you cash in on guilt. Now that’s the system, Mr. Reardon, that’s the game, and once you understand it, you’ll be much easier to deal with. – Atlas Shrugged, by Ayn Rand (1957)

keep reading…

The Corporate Recruiter’s Guide to Competing with Agency Recruiters

by Jul 4, 2007

This article originally appeared January 17, 2007.

Agency folks tend to see the corporate world as bureaucratic and slow to make decisions; more specifically, they see most corporate recruiters as lacking the requisite skills and bare-knuckle tactics required to make things happen.

keep reading…

Who’s the Best Java Developer You Know?

by Jun 12, 2007

Studies have shown that many organizations target as much as 33% of all new hires to come from the organization’s employee referral program. Here are five of the reasons why:

    keep reading…

Two Essential Recruiting Skills to Master Today

by May 15, 2007

I have been involved in more conversations about the future of recruiting than I care to remember. At first, they seemed productive, but they soon became noisy and infused with bloated egos; hardly the thoughtful and introspective dialogue for which I had hoped. As of late, I have given up on those conversations and get most of my exercise running from those in the predicting-the-future business.

On the other hand, I believe that the future is now and perhaps the best way to predict the future is to invent it. With this in mind, I put on my man-of-the-future hat (mostly just tin foil, a proton wave atomizer, and some wires) because I have very strong thoughts about what type of recruiter will be met with great success.

keep reading…

What Has Changed Since Last We Spoke?

by Dec 7, 2006

I am sure that you have been there. You have a candidate you’ve been working with for a few weeks and you have built a solid relationship.

The candidate has been on a couple interviews with the hiring manager. Things are going well as the candidate and the client are each delighted with the thought of going forward.

keep reading…

Be a Control Freak and Close More Deals

by Oct 10, 2006

According to Wikipedia, “a control freak is a derogatory term for a person who has an obsessive need to control other people or situations.”

Seldom do I argue with Wikipedia on matters of definition or fact, but I will say that being a control freak can come in handy if you happen to be in the recruiting business and are being judged on the number of positions you fill.

keep reading…

The New Emergence of Greatness in Recruiting

by Aug 22, 2006

Recruiting is, within many organizations, slowly emerging as a more credible and well-informed force within the business community. As a result, many recruiters can have a more significant impact in hiring decisions, as organizations look not just for growth and the talent required to gain a competitive advantage, but for guidance and counsel on how to get there. Recruiting is closing in on making more of an impact organizationally then ever before. (See Recruiting Today: Good People in Difficult Times for a totally differently perspective.)

Recruiters who wish to seize this opportunity to make a difference, to be on the vanguard of great recruiting and noble contributions, can do so, but the price of admission is high. You must work hard and you must work smart. You must push forth initiatives that support organizational objectives and most of all, you must be willing to use technology, people skills, and critical thinking to reinvent not just the recruiting profession but yourself.

keep reading…

Recruiting and Leadership

by Apr 25, 2006

Lou Adler recently wrote an excellent article, and I sensed a bit of frustration in his tone. He even mentioned going off to Starbucks to write that novel he’s been thinking about. Believe me, I can relate. The tone of Lou’s article also left an impression in this writer’s mind that he is not always pleased with leaders for the less-than-inspired job they do in supporting recruiting. Actually, he was too kind. (Please see Take Me to Your Leader for some insight.)

Speaking frankly, the leadership of major organizations within the United States, for the most part, stinks. It is riddled with abuse of power, bureaucracy, endless process, politics, and outright theft by those wearing Baroni suits and talking through porcelain veneers &151; the same material with which toilets are made; think about it. For further reference, I call your attention to MSN/Money’s The Worst CEOs for some fascinating reading. Forget about why these people were CEOs; the question is how they ever got there in the first place. Think of the endless number of CEOs who breathed a sigh of relief because their kissers did not make it into print. How does this relate to recruiting, you ask? In just about every way possible. Recruiters build the businesses that leaders are supposed to run. Unfortunately, most leaders don’t understand the importance nor the challenges of what recruiters need to do to build those businesses, let alone what the daily battle to hire top talent is really all about.

So what are we, as recruiters, supposed to do in the face of uninspired leadership in order to be successful? The choice of answers is simple; go with the flow (wrong choice) or build your own little recruiting function right inside corporate America, and set the tone for real excellence and genuine leadership. Should you decide to accept this level of commitment and responsibility, you must understand that recruiting has evolved rapidly and will continue to do so. According to the AIRS Recruiting Competency Model, “Recruiting is moving from a practice to a profession…Recruiters are now seen as having an additive impact on the organization, advancing far beyond their own desktops.” I believe this is the case, and as a result, more is expected of recruiters than ever before.

Today’s recruiters must be successful on many different levels and in many different venues. We must be a coach, a mentor, a leader, and a driver to a host of different factions that are often at odds with each other. This requires a level of finesse, intelligence, sensitivity, relationship building skills, and sales ability that is unprecedented in the history of our profession. For those who are recruiting leaders or who wish to become such, I suggest considering the following ideas as you build your teams as well as your futures:

  1. Number of recruiters. Do whatever is necessary to have the right number of recruiters to support recruiting activities and service your internal customers. The exact number depends upon such variables as type of positions to be filled, experience level of current recruiters, organizational culture, and a host of other factors. I cannot tell you an exact number, but I suggest that you do not try to support a 2,500-person company with two recruiters; it probably will not work. (There’s an article about how recruiter workload affects productivity in the May Journal.)
  2. keep reading…

The Recruiter’s Guide to Being Totally Miserable

by Mar 23, 2006

Someone once said that in this life, suffering is mandatory but misery is optional. I concur; but so many of us live day to day with more frustration, anxiety, and stress than is really necessary. We try to never lose a resume, to get back to every candidate and to attempt to close each and every deal. Often we try this all in the same day, and we wonder why we are half nuts by the time Friday rolls around. As recruiters, we build great businesses, and that is an awesome responsibility. As such, there are times when things simply do not go the way we would like them to go. That’s just how life works.

As a result, it is best to remember that we will ultimately be judged by the greater part of what we have accomplished as opposed to the alternative fragment where we have fallen short. The objective of recruiting, as in life, is to do the best you can and move on. Despite what you or anyone else might think, the future of western civilization will not depend on a given metric, the fleeting approval of an otherwise hysterical hiring manager, or on closing one particular deal. You do the best you can and then it is history. This is the only sane and sensible way in which to live. (If you want unconditional love, might I suggest you get a dog?) For those of you who have yet to understand that you can’t win them all and that being a great recruiter is not the same as being a martyr, I have put together a brief but comprehensive guide to being miserable. If you want to continue being miserable in this profession, then I urge you to consider the following.

Keep Searching for the Perfect Candidate

This one is my personal favorite, so I put it first. If ever there was a fool’s errand, this one is a shining star. Honestly now, do you really think that there is a perfect candidate? (Are you a perfect employee? Be honest. Shoot me an email; it will be our little secret.) Business needs change, management changes, projects change, and people change. Looking for the perfect candidate is the holy grail of so many recruiters, but in the end, all candidates, like us, are human. H. Jackson Brown, Jr., author of the bestseller Life’s Little Instruction Book, says, “Strive for excellence, not perfection.” This is an excellent way to think. Can you even imagine if every candidate you found was excellent, and therefore turned into an excellent employee? If you’re tired of the chase for the perfect candidate, just find and present excellent candidates and call it a day. The perfect candidate, like the perfect mate (John Sullivan?) is just an illusion, so let it be someone else’s obsession, not yours.

Beat Yourself Up Over the Deals That Did Not Close

I like this almost as much as the first one. I once asked an audience I was speaking to if they wanted to close every single deal. They said, “No.” My next question was to ask, “Which deals do you want to lose?” No one had an answer and no one spoke. Let’s face it: We want to close every deal! This is okay ó I feel the same way ó but it’s just not going to happen. Losing a deal, putting it behind you, and moving forward takes guts, but sometimes it is all you can do. The famous philosopher, lawyer and orator Robert Ingersoll said, “The greatest test of courage on earth is to bear defeat without losing heart.” This is what we as recruiters must do. Simply stated, we must move on, close the next deal, and be glad for that.

Expect All Hiring Managers to Take Your Advice

Perhaps this happens in recruiter heaven, but to those of us anchored on Planet Earth, this is simply not one of life’s realities. Hiring managers come with all of the baggage and blemishes that you and I have (all right, sometimes more). The bottom line is there are some hiring managers who will take your advice, and others who seem to have the need to do it their way and hope for the best. This will never change with some of them, despite your great track record or their abysmal one. Have you ever noticed that hiring managers who tell you things like, “I have been hiring for 60 years,” are usually the worst at making things happen, and then when things fall apart, they tell you they didn’t really want the candidate in the first place? I suggest that you focus your time, expertise, and emotional energy on those who will make you a partner and let you do your job. For further information on dealing with hiring managers, see my articles 8 Secrets to Dealing with Non-Responsive Hiring Managers and 12 Ways Hiring Managers Can Get More from Their Recruiting Partners.

Assume That Recruiting Passive Candidates Will Be Easy

This is probably the godfather of all bad assumptions. We have learned how to find candidates on the Internet. We then call with a big smile in our voice, a song in our heart, and a great opportunity that we can present. We expect the candidate we found to say, “Would I be open to hearing about a better situation? Of course I would!” and to come right down and interview. Instead, the candidate never even calls back. You call again, and the candidate still does not call back. You finally get the candidate on the phone and they are not interested. Now what? Don’t get me wrong; recruiting passive candidates is not optional. It’s mandatory, and it’s a great thing to do because it presents your organization with a totally different pool of candidates. I am sure that you will even manage to hire some great employees by doing this. On the other hand, recruiting passive candidates it is not easy for a host of different reasons.

Never Try Anything New

Recruiting is both art and science; some days more art, some days more science. Given that, I urge you to consider the following:

  • Great artists are constantly reaching out for the new and the different in the hope of reinventing what they do and how they do it. If you always say the same things, use the same approaches, and employ the same solutions, you will never develop the edge that separates good recruiters from great ones.
  • keep reading…

Selling the Company

by Feb 21, 2006

Whether you realize it or not, we’re all in sales — that’s how we get what we need to make it through the day. We push, we pull, and we make things happen. Recruiters know this and have long ago come to the conclusion that the better we sell, the more successful we will become and the more hires we will put together. If you’re a recruiter who wants to build your organization by hiring more and better employees, you are going to have to remember the sales part of your job during the interview. (See How to Develop a Capture Strategy.)

The reason for this is because you are not just evaluating and buying talent but you are selling your company, the opportunity, and the vision of future success all at the same time. The logic for selling the company is simple: Most organizations are trying to hire the best possible employees, so when you get one in front of you, the time to make the candidate understand that this is both the position and the company they need to be hooked up with is now. Every candidate must walk out of your organization believing they just had the best interviewing experience of their entire careers. If this indeed happens, you are well on your way because if the hiring manager decides to move in the direction of an offer, you will have an easier time putting the deal together and making a great hire because there is no backpedaling required. Selling the company is a subtlety but is far easier than most people realize. If you’re enthusiastic about all of the things that make your company a great place in which to work, you are well on your way to making the sale happen. Let’s look at a few examples of how recruiters can make more hires by selling the company:

  1. Provide a world-class interviewing experience. First things first: The candidate’s interviewing experience must be world class. They will never think good things about your organization if their first impression is bad. It’s not all that hard to create a great interviewing experience. All you really need is to be prepared for the candidate; be polite; be respectful of their time; be on your best behavior; and always make the candidate feel welcome. By the way, this applies to hiring managers, big time! If you don’t coach your hiring managers, I suggest that you do so. (See Make Believe They’re Coming to Your House. It was written by a genius and deals with how people skills alone can set your organization apart from others and be first choice in the candidate’s mind.)
  2. keep reading…

How You Can Make Your Worst Recruiting Practices Go Away

by Jan 10, 2006

If you look at best practices as “us” and see worst practices as “them,” I can assure you there are more of them than there are of us. As a matter of fact, I suspect the numbers are not even close. Be that as it may, this New Yorker has always been short of patience as it relates to problems that can be fixed yet remain the same year after year. Here’s a list of my personal favorites — and some ideas on how you might make changes that others are either not bright enough or don’t care enough to make themselves.

Wanting a Lot for a Little

Nothing annoys me more than companies that want a candidate who has 1,127 key skills but is unwilling to pay the price it will take to hire this candidate. The bottom line for these sad organizations is that the candidates they like are too expensive and the ones they can afford are not good enough to hire. Honestly, aren’t you just a bit tired of this? You are almost never, ever going to get a Cadillac for the price of a Chevrolet, because the first rule of money is that you don’t get a lot for a little. If you run into this Neanderthal line of thinking, I suggest that you present candidates who can clearly do the job and are available to hire regardless of salary, because what a qualified candidate is earning at another organization is not your problem and not your responsibility. Beyond submitting qualified candidates, consider utilizing such sites as to provide data and support you efforts.

Having HR In Charge

Long ago, HR was probably a reasonable place to have recruiting report to because it was an ancillary function in a world that was very different than the one in which we live today. I have nothing against HR people, but that solution is no longer viable. Recruiting now plays a major role in building the organization and, if done well, providing a competitive advantage. The author Robert Anthony wrote, “If you find a good solution and become attached to it, the solution may become your next problem.” Clearly, having recruiting report into HR fits Mr. Anthony’s sentiment perfectly. The time has come for every organization to have a Chief Talent Officer, either in spirit or in title, because the job of recruiting, as with most other jobs, will get done most effectively if someone who can do the job is clearly in charge of getting it done in the first place. If you are a recruiter reporting into an HR person who does not get it, I suggest that you consider yourself the person in charge and learn how to manage your boss. See How to Manage Your Boss: Developing the Perfect Working Relationship, by Ros Jay. Even if you can’t change the structure, you can still get great results.

Bashing Job Boards

“Monster first” has become my mantra, and I seem to be in good company. Industry darlings such as Microsoft, Google, Starbucks, and Amazon all post positions on Monster. Thus, Monster, as well as those companies, must be doing something right. You can bash the boards all you like, but Monster is so pervasive, so visible, and so entrenched that not posting there makes it look like you are not really serious about hiring in the first place. I know that passive candidates are all the rage, and I go after them as well as the next person; however, I have found such amazing candidates on Monster, many whom have lead me to other candidates, that not shelling out the money to see who you will identify is just plain silly. By the way, to my corporate recruiting friends, how many passive candidates did you source, cold call, convince to interview, and successfully hire last year?

Seeing Poaching as Stealing

God bless John Sullivan. He might wear that funny-looking vest a lot, but he had the courage to take the social work out of recruiting and make so many people understand that business is business and you can’t steal a person because you can’t own one in the first place. You can steal clothing, computers, or Lou Adler’s iPod, but you can’t steal a person. All organizations that compete are competing for customers as well as the human capital to serve and add value to these customers. You can’t very well do that if the very best people are working for the competition; the best people need to be working for you! I suggest that you build your company and, not incidentally, your future as well, by sourcing the best people from anywhere you can find them. Hiring the best people is what you are paid to do and that is how you win big in this phenomenon we call business.

Not Managing Your Career

Recruiters are some of the most interesting and colorful people I have come to know. Unfortunately, many do not manage their careers very effectively, for reasons I do not fully understand. I personally know recruiters who are extraordinarily good at what they do but keep on working for companies who do such clever things as:

6 Ways Recruiters Can Support Building a Better Organization

by Dec 6, 2005

I love December for a lot of reasons, not the least of which being that it’s a great month for recruiters to do some really important things. For example, it is an excellent time to renew and solidify relationships with hiring managers. It is also a great opportunity to reach out to the candidates you have your sights on in the coming year by making a call to wish them a good holiday season (please don’t do it by e-mail; recruiting is about relationships and relationships are personal). It is also a good time to:

How To Lose a Candidate in 10 Ways

by Nov 15, 2005

Murphy’s Law states that anything that can go wrong will go wrong. Obviously, Murphy was a recruiter. If he did something else for a living, he would have been a bit more optimistic. Whether you believe in Murphy’s sad bromide or not, as a recruiter it is a good idea to do all that you can to avoid becoming one of its victims. But in the last month or so, I have seen it happen: recruiters who have been around long enough to know better saying or assuming things they shouldn’t be saying or assuming. Almost verbatim, they are stated below. If you ever find yourself saying any of these things or making any of these assumptions, think again!

  1. “This deal is a slam dunk.” I think not. Fast and easy deals are usually neither. If you think you are working on a slam dunk hire, go back to the drawing board and look at everything that can possibly go wrong. Look at the candidate’s commute, compensation, title, job stretch, and everything else that relates to the candidate, the job itself, and the fit between the two. If you still think it’s a slam dunk hire, have another recruiter grill you on the details. If there is something you are not seeing, it is better to find out before the deal falls apart than after.
  2. keep reading…

The Myth of the War for Talent

by Oct 13, 2005

Contrary to what many people believe, the war for talent is a myth. What is not a myth, however, is the frightening social/organizational/political situation that has been caused by downsizing in recent years, in the name of achieving higher and higher levels of productivity. This downsizing has decimated many organizations, creating the need for each new person hired to be a superstar — because where it used to take twenty employees to do the job, now there might only be room for seven.

I spoke with an IT Director recently who once had eighteen employees. Now he has four. He is living with goals he has no chance of ever achieving, bug-ridden code he can’t even dream of correcting, and four employees who can barely cope with the workload or the stress. This is what happens when you try doing more with less, not as an all-out effort to make a deadline or complete a special project, but as a day-in, day-out way of life. Those of us in recruiting and HR at all levels need to recognize this newly emerged reality, because it will clearly impact how we can drive genuine and meaningful change at our organizations.

Simply stated, the never-ending drive for higher levels of productivity is killing the American workforce. According to a recent three-part series in The New York Times entitled “Sick of Work,” 62% of American workers say their workload has increased over the last six months. Fifty-three percent say their work leaves them “overtired and overwhelmed.” One reason stated in the article is that white collar workers take their work home with them. Furthermore, the American Institute of Stress in New York states that “workplace stress costs the nation more than $300 billion each year in health care and missed work.” It should be obvious that we have wrung about as much juice out of our workforce as we are going to get. Today’s employees are being hard-pressed to achieve these high levels of production, not because of reasons that are intrinsic and prideful, but because of layoffs that have resulted in having employees compensate by doing the work of two or even three of their missing coworkers, all the while coping with the stress of wondering whose head is next on the chopping block. This is not a civilized way to live one’s life. When I write or speak, I generally try to provide answers. So permit me the luxury of asking a few questions instead today:

  • How productive should a person be? When is enough, enough?
  • keep reading…