As the economic recovery slogs on without a significant change in employment, some HR experts and recruiters are advocating a push in hiring as a way to reduce poverty and homelessness. Instead of awaiting the perfect candidate, businesses can hire the next best person and provide training to bring them up to speed. Companies with one full time opening could hire one-and-a-half workers. Extend and reach a little, and change a life—or two.

Why? As one former recruiter says, there is a value in simply employing people. To give them hope, while keeping families intact and off the street. Illustrating the reality of family life for a large number of Americans today, is a recent 60 Minutes piece, following up on a story done a year ago about the large number of homeless kids in central Florida. Having lost their homes through eviction or foreclosure, many were then living with their families in motels. One year later, some of these same families are now living in their cars.

The story featured parents who once enjoyed full-time jobs and were able to support their families. Now, they’ve been out of work for months or years. Friends and family can no longer offer their extra rooms and couches, and the families have nowhere to go. Kids get ready for school in the morning in gas station or convenience store bathrooms. School systems hire homeless child specialists to help kids deal with the many problems associated with sleeping and living in cars.

If you’re an employer, are you in a position to hire someone and lift him or her out of poverty? Could you make a lasting difference in a family’s life by giving them the means to put a real roof (not a car roof) over their heads?

If you don’t need any workers, you can still strengthen your community. Why not donate a scholarship in your business’s name to your local technical or community college? Giving a student in need the chance to obtain an education is a life-changing act. Programs offered at these schools typically teach the skills most needed by local industry.

Imagine what would happen if 25% of the businesses in America each hired one worker. With approximately 6 million firms with employees in this country, that’s 1.5 million new jobs. While it might be a nice idea that goes nowhere, it’s worth thinking about—especially at this time of year.

Most employee manuals are clear about using alcohol or drugs (other than prescribed medication) on the job: it’s a big no-no. That doesn’t mean employees don’t have problems with alcohol or drugs to the point that they use during working hours. If you’re an employer, you will likely run into this problem, if you haven’t already.

What can an Employer Do When an Employee is Using Drugs or Alcohol on the Job?

• Don’t ignore the problem. If it’s happening, other employees probably know about it. They are probably uncomfortable about it. At the very least, it is creating a negative environment; in any case, it is a potential safety issue and your customers, employees, and the public are at risk of harm. So if you smell beer or marijuana on an employee, see red eyes, notice they’re having trouble concentrating or walking in a straight line—that is the time to act.
• Have the conversation. As difficult as it may be, if you have reason to believe an employee is using drugs or alcohol on the job, or coming to work under the influence, by all means ask. Do it discreetly, in private. Make sure you have someone else in the room with you, besides the person you’re questioning.
• Use whatever disciplinary action you have available. If the employee manual states that drinking or using drugs on the job is grounds for termination, then you have a decision to make. Does the use directly affect others? Does it put others or the employee in danger? What about customers and the general public? What is the affect on the company if the employee’s actions have the worst outcome? Note: If the employee manual does not address employees who come to work under the influence of drugs or alcohol, you probably need to expand on that topic.
• Show you care, but don’t preach or give advice. Remember, it’s your responsibility as the employer to enforce the rules and keep everyone safe. It’s not your job to provide counseling. If your company has an employee assistance plan, refer the person to HR for more information.
• Beware: employees with chronic drinking or drug problems may be covered under the American with Disabilities Act. Be sure you have sound legal counsel when dealing with this situation. For example, you may not be able to terminate an employee for being an alcoholic; however, an employee’s inability to meet productivity standards is a different story.
• Similarly, drug testing is a sticky area for employers. You need to be keenly aware of the laws in your state to avoid any illegal testing or violating privacy laws. Seek legal advice before doing any drug testing.

Oregon’s Legislature is considering a bill that would prohibit pre-employment credit screening unless it is relevant to the job. Hawaii and Washington have enacted similar limits.

The proposed bill allows banks, credit unions, and public safety agencies to continue screening applicants’ credit histories; for the rest of the state’s employers, credit checks could be a thing of the past. Other pre-employment background checks, like criminal records, education verification, and reference checks would still be allowed.

Those speaking in favor of the bill’s passage cite the floundering US economy, saying it’s unfair to conduct credit screening during a recession. Proponents also claim no connection between bad credit and unethical workers.

While the recession has certainly increased the numbers of applicants with questionable credit histories, the Oregon bill seems to assume that employers do not consider anything but credit checks when deciding whether or not to hire an applicant. The employers we hear from use credit screening for cash-handling positions, to protect sensitive confidential data, and as an indicator of judgment and responsibility.

Smart employers take into consideration every aspect of an applicant’s skill, education, and character. In many cases, the credit check is the last step before hiring. Many employers use it as a guide and communication tool for applicants that have already passed several steps in the hiring process. A few blips on a credit report due to medical expenses and job loss would be excused by many employers—and a bad economy doesn’t mean the information should not be available to employers who need it.

Employers need all the tools available to them to make good hiring decisions. Credit checks help many thousands of employers protect their companies, their existing staff and the customers they serve by ensuring only properly screened employees handle cash and sensitive data. Banning credit checks will not lead to higher employment.

Human Resources pros and business owners are facing unprecedented numbers of applicants for limited—or zero—job openings. It’s nearly impossible to review every single resume, and it’s not efficient to even try.

Hiring has become more about recruiting than passive receiving of applications and resumes. Some employers are avoiding the resume onslaught by eliminating job postings altogether, preferring to use outreach strategies instead. Here are some tips to target your employee search and avoid the time-waste of reviewing hundreds of resumes:

1. Go online! LinkedIn.com is the go-to professional social networking site. If you’re unfamiliar with LinkedIn, do yourself a favor and join. It’s free (they do have a paid option), and it’s a great place to “meet” other professionals from across the country—or across the ocean. Start building connections, join appropriate groups, and let everyone know when you’re looking for new talent. LinkedIn even has a search-by-industry feature.
2. Check out your industry’s continuing education opportunities. Whether you’re looking for an accountant, a finance professional, support staff, or a marketing manager, you’ll find online and face-to-face training courses geared toward them. Find out where and when they are happening, and let the course or workshop leader know you have a hiring opportunity. People who are working on improving their skills could make great employees.
3. Ask around. Talk to your vendors: they probably know lots of companies in your industry. They may know a fantastic worker who just left one of them. Talk to your employees. Chances are very good their friends and family members know someone who’s looking for a job.
4. Be social. Attend local business events and networking opportunities. Hand out cards, make new contacts, and let folks know what you need. Your next recruit could be right in front of you. If not, you’ll make valuable contacts who might send someone your way in the future.
5. Be social online. Twitter is probably the fastest way to send word around to the largest group of people. You can’t set up your account and instantly have thousands of followers (unless you’re Bill Gates or Oprah), but it’s a great way to build connections over time. When you need those connections, they’ll be ready to help you find a good employee.

Next time you’re hiring employees, try a more targeted approach—and spare yourself the time you would have spent reading all those unacceptable resumes, hoping for the right one to jump out of the pile!

Catherine is a business owner we know who recently shared a concern that’s been on her mind; a fear that other employers probably share. Her staff of six has weathered the bad economy with her, through layoffs of a few of their friends, no raises for themselves, and increased job responsibilities. Catherine has expressed her appreciation for their sacrifices, but was also proud that she was able to keep six people employed through such a difficult time.

Catherine’s business looks like it will come through the recession in pretty good shape—and she will be relying on her seasoned staff to bring it back to its former level of profitability. Her main concern? That her staff will abandon her for other job opportunities, just when she needs them most.

Catherine’s story is not unique, and she’s smart to be thinking about this possible problem before it begins. Worrying about it, however, will not accomplish much. But what can Catherine and other employers do to keep good employees around after the economy recovers? How does an employer prevent a mass employee exodus?

First, recognize the reality: a survey last summer reported that nearly half of employees surveyed plan to seek a new job after the recession ends. 30% were already actively seeking new work. Generationally, the Xs are least likely to stay with their current employer, while the older Baby Boomers are most likely to stay.

Assure your staff of their job security. If your business is strong, let your workers know. Eliminating the unknown may be enough to keep your employees from bailing on you. Job security is the number one reason for employees to seek a new job. It’s not the increase in job responsibility or too much work for each staff member—employees do not see those as reasons to leave your company.

Find out what your staffers want. Now is a great time to sit down with your employees, either in a group brainstorming session, or one-on-one, and really understand what they want from their relationship with your company. Then, realign your procedures and retention strategy to match their most important wants and needs.

Employers don’t have to face the economic recovery by losing good employees. If retaining your best workers is important, find out what they need to stick around!

No matter what size company you own or lead, an employee handbook is always a good idea. Everyone benefits from fewer misunderstanding and clear expectations. With a handbook, employees know exactly what they can and cannot do, and management has clear guidelines to follow for managing staff. In addition, employee handbooks can help your company avoid lawsuits by clearly stating company procedures.

Here are a few tips for creating an employee handbook for your company:

• Include a Statement of Company Culture. An introduction of the company, its history, mission, and values can create a culture statement to help new employees begin to assimilate into the company
• Keep the language simple and direct. Using legal terms and twenty-five dollar words could be confusing to employees.
• Cover the basics. Include the company’s compliance with discrimination laws, what constitutes full- or part-time employment, how and when employees are paid, and where employees are to park. Include employee background screening policies. Consider including standards of conduct, any dress code requirements, where to address complaints, how disciplinary action is handled, and vacation, family leave, and sick leave policies.
• Beyond the basics: Be sure to cover your company’s cell phone policy. Are staff members allowed to accept personal calls during working hours? What about when driving company vehicles?
• What are the company’s policies on company vehicles? How will you cover military leave? Violence or sexual harassment? Drug and alcohol use? What about staff visitors during work hours? How should employees notify management when late for work or ill?
• Have an attorney review the handbook: An employment-law attorney is equipped to advise on legality of the employee handbook. The only thing worse than no handbook is one that is not enforceable—and the only thing worse than that is a handbook that could spark a lawsuit!

Employee handbooks vary in size, scope, and detail, depending on the size and culture of the company. The important thing to remember is that even a basic handbook is a must-have for every company with employees!

What type of supervisor are you? Do you rule with a firm hand, expect your employees to live up to your expectations, and discourage feedback? Or are you more like a mentor, molding and shaping your staff members to create the most effective team possible?

Sports analogies are used often in business: we work in teams, set goals, and hit home runs, whether we work at a baseball diamond or in a coffee shop. And today’s managers are more like team coaches than strict bosses who must be obeyed—or else.

Employees are an asset; their knowledge and talents are your company’s resources. It’s up to the coach to decide how to best use those resources, for the benefit of the team. Even in today’s economy, when staffers should be happy to be employed, there is a certain balance that must be maintained between the company’s needs and the employees’ needs. To keep that balance at an optimum level, good leaders find that nurturing talent and encouraging feedback and communication are among their best tools.

Asking open-ended questions is a good way to start. Instead of a “yes” or “no” question, like “Do you have what you need to do your job?” a coach would ask, “What are the specific tools I can provide so you are most successful at your job?” The first question is confusing; a worker is likely to say “yes” to avoid looking unprepared. The second choice is better—your employee has a wide range of possible answers, none of which can be considered incorrect.

Secondary questions, such as, “I never thought about it that way. Can you explain what you mean by that?” will help employees feel valued and confident in their opinions. Encourage staffers to open up in their communication by choosing questions wisely; help them think broadly about issues, and ask for their suggestions to improve procedures and policies.

Practice the art of active listening: make steady eye contact, engage fully with your staffers, and ask clarifying questions. Nothing does more to indicate to your employees that you are listening to them and care about what they think.

Employment numbers are lagging indicators of the economy. While Gross Domestic Product gained 3.5% in the third quarter of 2009, payrolls continued to fall. Job losses announced in November were 11,000. The number is the lowest monthly job loss since December 2007 and the eighth consecutive month where losses were fewer than the month before. As we close out 2009, what is the U.S. employment outlook for next year?

Unemployment is expected to peak sometime next year, and remain around 10% through 2010 and into 2011. However, the huge losses suffered at the beginning of 2009, when 700,000 jobs were lost per month appear to be behind us.

In addition, temp jobs increased in November, and unemployment fell by 0.2% to 10%. Economists had expected an unchanged rate, so the drop is a good sign. The Labor Department also revised job losses for September and October, form 190,000 to 111,000 in October, and from 219,000 to 139,000 in September.

Other indicators are strengthening as well. The stock market is up and business investment in equipment and software increased in the third quarter.  According to economists, meaningful job growth is expected by the end of 2010, spurred both by federal government investment and private employer hiring. Additional indicators: consumer spending was up in November by .5%, while personal incomes were up .4%.

The average number of hours worked each week has fallen throughout the recession. But in November, the average workweek increased by .2 hour to 33.2 hours. The manufacturing workweek increased .3 hour to 40.4 hours. Still, there are 15.4 million unemployed persons in the U.S. and the number of folks working part-time due to cut hours or inability to find full-time work was little changed at 9.2%.

Americans are working hard; productivity is growing. Output rose by 4% while number of hours fell by 5%. This indicates that employers are doing more with less—and may not need to add workers just yet.

But in the long run, increasing productivity is expected to increase demand for workers, as well. What is your company’s employment plan for 2010?

Here’s a twist on the usual employer advice. We’re going to tell you what NOT to do if you want to be a successful leader of teams or individual employees:

• Don’t hire indifferent applicants: You can’t teach passion. Limit your hires to people with passion. Whether it’s for a hobby, their accomplishments, previous jobs, or your company, product or customers, passion is the secret ingredient that makes good employees great.
• Don’t multi-task: Pay attention to one thing—or person—at a time. New studies show that multi-tasking is not an effective way to manage your to-do list. Encourage your employees to focus on what they’re good at, and to not try to solve every problem.
• Don’t ignore your gut: There may be a good reason you feel you can’t trust a particular worker. However, if you feel that way about the majority of your employees, the problem is probably you—learn to give up control and to trust people. Let go of the little things and manage from a higher place.
• Don’t be stingy: Generosity breeds loyalty. Make it part of your company’s culture to give time, energy, and presence, as well as fair pay and benefits, to the best of your physical and financial ability.
• Don’t shut out ideas: Listen to your staff’s ideas. Out of ten ideas, you might hear eight that are just bad, one that’s promising, and one that knocks your socks off. And when you hear that great idea, execute it—make it happen. It could be good for the company and will definitely be good for employee morale.
• Don’t be all business: If you’re not enjoying what you do, it’s not likely that the people who work for you will. Make a joke. Ask how people are. Bring in cookies. Take a half day off just to goof off. Have fun.

Any business that survived 2009 is positioned to improve in 2010. Hopefully, lending will loosen up, enabling businesses to invest in equipment or facilities. Hopefully, job losses will halt, employment will tick up, and consumers will again have cash to spend.

If your planning for next year includes adding employees, it’s a good time to reflect upon your most important asset—human capital—and plan on how you’ll inspire your people to perform at their best, while keeping them enthusiastic and productive about their work and your company.

Effective teams of workers are not happy accidents. In the leadership role, business owners and managers directly affect the performance of their teams. Hiring the right people and placing them in the right position on the right team is a delicate, but necessary practice. If it’s done well, your business will run better and more profitably.

Asking the right questions starts before the hiring process does. Ask your current staff what additional personnel they would hire, given the chance. Ask what they need. Ask what’s working and not working in their current team relationships. Listen well, and ask for input. Have a brainstorming session. While your employees may not have all the answers—or even many usable ideas—it’s important they feel included in the process. And usually, the workers on the ground are acutely aware of what’s lacking in their world.

During the hiring process, look for attributes that will fit in well with established teams. This doesn’t mean that your staff cannot work with someone who doesn’t share their musical taste or hobbies. It’s good to have a diverse group of people working toward a common goal, so everyone contributes his or her strengths. While skills can be learned, enthusiasm, a positive outlook, and passion to do well cannot. Debbie Downers will often bring everyone around them down, too.

Acknowledge and quickly deal with conflicts as they arise. It’s part of gluing a good team together. Certain rules, like fostering a sense of mutual respect, should be adhered to. Let your team know that open communication is always okay, and they’ll be more likely to put conflicts behind them.

Take the time to find the best people, thorough sound procedures, including pre-employment screening. Turnover is costly both in terms of dollars spent and goodwill lost when team members have to deal with new hires more than they should. Nurture your new hires, integrate them fully, and provide all your people the resources they need to succeed. Spend time and effort in 2010 to keep your most valuable asset—your people.