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01 Nov 2018

Human Resources (HR) Resources Caribbean HR Solutions 0 comment

Can Psychometric Assessments help me find the right person for the job?

Choosing the right person for the job has long been a problem that many employers have struggled to address. Poor selection may have disastrous consequences for both the employee and the organisation. From the organisation’s perspective, the cost of hiring and training an inappropriate candidate can be very high in terms of lost productivity and revenue, reduced efficiency, increased absenteeism, reduced morale, the cost of the selection process itself and the cost of retraining new personnel. From the employee’s perspective, being selected for the “wrong” job may have consequences ranging from loss of motivation, reduced job satisfaction, increased work stress, failure to progress in their career, to more clinical manifestations such as depression and anxiety.

Employers have attempted to resolve the selection problem by using a variety of methods to aid selection accuracy. However, over the years many of these have been “faddish” and lacking in predictive validity. Today, methods such as hand writing analysis, astrology and reliance upon written references (that inevitably praise the candidate) have given way to more valid methods.

Numerous studies have shown that modern psychometric assessment is one of the most valid predictors of future job performance. With increasing frequency, employers are now turning to psychometric testing to aid in selection decisions as well as evaluation of personnel.

Why use psychometric assessments?

Objectivity – good psychometric assessments are standardised on a large sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident.
Validity – psychometric assessments are a more valid method than interviews, academic achievement & reference checks, and when utilised in combination (for example in an assessment centre) are highly predictive of future job performance.
Cost – the cost of selection errors is large for both the employer and the employee. Psychometric assessments help to minimise costs while maximising potential fit between the candidate and the job.

So what exactly is psychometric assessment?

A tool to aid in the candidate selection and decision making process.

Psychometric tests do not and should not stand alone as the only selection method.

Psychometric tests are carefully developed for specific purposes and need to be utilised for the purpose for which they were intended. The tests used in the selection setting are purpose designed to help fit your talents, personality and attributes to a job that suits you. They are not designed to reveal your innermost secrets or uncover confidential information about you.

Reputable tests have undergone rigorous research before being released, and published technical manuals provide research evidence of their reliability and validity for specific purposes.

Caribbean HR Solutions are proud to be a provide support with Psychometric Assessments and all other support for your hiring needs. For more information contact us at 1-876-971-7632 or email us at sales@caribbeanhrsolutions.com.

22 Oct 2018

Human Resources (HR) Resources Caribbean HR Solutions 1 Comment

Managing the workplace zombie by Debra Fraser

“I see dead people”. At work. Duppies, zombies, ghosts, whichever term you prefer. People who are there but not really there…or are they? (Cue spooky music…).

Workplace zombies are those who are disengaged from their companies and their jobs, but still show up for work. They clock-in and clock-out. Present in body but not in spirit; listlessly satisfying the requirements or ‘letter’ of the job, but avoiding any spirited connection with the company’s purpose, mission and people. They were once ‘fully human’, bringing their energy, ideas, and genuine loyalty to their place of work and teams. So what happened to them? What force sapped the life out of these formerly productive souls?

Reasons

As a research project of interest, I had my team conduct a survey to find out what drives individuals to jump off the bridge into zombie-ism. Here are some of the common reasons:

• “The company doesn’t care about me”

This sentiment is voiced by workers who held the company in high esteem when they first joined the organisation. Over time, however, an event or series of events occurred in which the employee’s high expectations were not met. For example, a manager fails to respond fairly or compassionately to an employee’s legitimate personal crisis or need. The employee disengages, emotionally, but due to the monetary rewards, continues to show up to work.

• “I don’t like the type of job I’m in”

Here, the employee accepted the job, and after some time, discovered that it does not fit his/her natural abilities and expectations. Due to the unavailability of a ‘better’ job, the employee disengages, mentally, but continues to show up to work until a new opportunity, or funds to attend training for the new opportunity, presents itself.

• “I’m not rewarded fairly for my job”

Here, the individual believes that the pay received is not commensurate with the work performed, so in short, they are being ripped off. Disengagement occurs and ‘another one bites the dust’.

Why should companies care about zombie-ism or seek to combat it? Because it costs them, literally! Several studies have shown that disengaged workers, similar to sick workers (google “Presenteeism”), who still come in to work perform at a slower pace, make more errors, and negatively impact the productivity of their coworkers. The net result is that the company would be more profitable if both sick and disengaged workers stayed home until they were well, or resurrected!

The discussion on workplace zombies continues this week as the Jamaica Business Development Commission hosts its annual Employee Engagement Conference, an event where hundreds of Jamaica’s CEOs and decision-makers meet to discuss the causes, impact and responses of having an engaged workforce.

Debra Fraser MBA, is CEO of Caribbean HR Solutions, and is a board memberof the Business Process Industry Association of Jamaica, and a member ofthe Human Resource Management Association of Jamaica as well as theSociety of Human Resources Management. Please direct comments todfraser@caribbeanhrsolutions.com or www.caribbeanhrsolutions.com

11 Oct 2018

Human Resources (HR) Resources Caribbean HR Solutions 0 comment

Why Employers Use Psychometric Assessments

What Are Psychometric Assessments

According to the Institute of Psychometric Coaching, “Psychometric tests are a standard and scientific method used to measure individuals’ mental capabilities and behavioral style.” These tests, identify if the candidate is a suitable fit for the role that they are applying for. Employers will use psychometric tests to identify specific attributes of the potential employee that would have been hard to determine from a face-to-face interview.

Why use Psychometric Assessments

There are many why employers will choose to use psychometric assessments. Here are 4 of the top reasons.

Helps to ensure you are hiring the right employee for the company

The main benefit of using psychometric assessments is to ensure that you are hiring the right person for the role that you are trying to fill. Psychometric assessments add a measure of standardization and objectivity to the recruiting process that would assist in removing the unconscious bias that is present in the selection process.

Easy to read reports

The results of the psychometric assessments are generally easy to read using simplified and the employer can easily go through the results to gain information about the candidate.

Creates a positive image of the company:

Help to boost the company reputation. Employees are attracted to these modern recruiting practices as they will give each applicant a fair and equal opportunity for the role. As such, the employer is able to attract top talent.

It helps shape your HR strategy

HR relies on a number of different inputs to make decisions with company-wide effects. Psychometric tools can be used an objective data point that can assist in shaping the HR strategy. When it is coupled with the individual job performance information, the psychometric test results can be indicators to help companies with selection, talent management, assessing workforce capability, employee engagement, understanding organizational culture and succession planning with a high degree of confidence.

Sources

https://www.psychometricinstitute.com.au/Psychometric-Guide/Introduction_to_Psychometric_Tests.html.

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14 Sep 2018

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What should I put in my employee handbook?

In our previous article, we looked at why should I create an employee handbook. This week we want to look at what should be included in an Employee Handbook.

Here are a few topics should be included in an employee handbook:

Introduction – Begin the handbook by describing your company’s history and business philosophy.

Hours – State the normal working hours for full-time employees, rules for part-time employees, and how overtime compensation can be authorized for those entitled to it.

Pay and salaries – Be clear on how you set pay and salaries and how you raise them. Also, explain any bonus programs.

Benefits – Explain the rules relating to benefits, including vacation pay, sick pay, unpaid leave, and so on. For programs run by an outside provider, such as health benefits, other insurance benefits, and retirement benefits, refer employees to the official plan documents that explain the rules.

Drug and alcohol abuse – Many businesses have a policy prohibiting employees from using drugs or alcohol in the workplace. Some require drug testing; some offer to help employees deal with substance abuse through counseling or employee assistance programs. Include this information in your handbook.

Harassment – Use your handbook to remind employees that sexual and other types of harassment are illegal and violate your policies. Let them know that you will not tolerate unwelcome sexual comments or conduct and that you will treat any complaints of harassment seriously. Specify how and to whom an employee can complain of harassment, what procedures you will follow to investigate complaints, and what actions will be taken against harassers.

Attendance – Emphasize the importance of good attendance and showing up on time. Explain that numerous unexplained absences or repeated tardiness can be a basis for disciplinary action or even firing.

Discipline – Explain the types of conduct can get employees in trouble — for example, theft, violence, repeated performance problems, or fighting. Be sure to let your employees know that this is not an exclusive list and that you always reserve the right to decide to discipline or fire an employee.

Employee safety – State that employee safety is a major concern of your business and that employees are expected to follow safety rules and report any potentially dangerous conditions.

Complaints – Let employees know what procedures they should follow to make and resolve complaints. Designate several people in the company to receive employee complaints, and state that there will be no retaliation against any employee for filing a complaint. Having — and enforcing — a written complaint procedure can help shield your business from liability if an employee later sues for illegal harassment or discrimination.

Electronic communications – Include your company policies on use of email, the Internet, social networking sites, blogs, and so on. Because you may have to read employee communications (for example, if one employee accuses another of sending harassing email), your policy must tell employees that their communications may be read and are not private. If you monitor employee communications, say so.

Workplace civility – State that employees at all levels of the company are expected to treat each other with respect and that the success of the business depends on cooperation and teamwork among all employees.

Do you have a company handbook? Have you reviewed it recently to ensure your policies are updated? Do you need help creating an employee handbook?

Caribbean HR Solutions is Caribbean’s premier HR Outsourcing company providing your HR needs. Email or Call us today for assistance with updating or creating your employee handbook or any other HR related service. Contact us at 1-876-971-7632 or sales@caribbeanhrsolutions.com.

Taken from

https://www.nolo.com/legal-encyclopedia/employee-handbook-benefits-30207.html

10 Sep 2018

Human Resources (HR) Resources Caribbean HR Solutions 0 comment

Why Employee Engagement is Not Working Part 2 by Debra Fraser

In last month’s issue, we identified that: “The average person would rather have a great boss looking out for them than prizes, trinkets and parties”. Improving productivity is directly linked to employees’ engagement with… their boss! So, if you are a leader who is cognisant of the power of your role and who wants to make a difference, what is the single most important thing you can do to ensure you are part of the solution, and not the source of the problem?

Become more self-aware.

Unsurprisingly, many ‘bad bosses’ actually believe they are fantastic leaders. The problem is, they are significantly disconnected from their employees’ perception of them.

Remember Psychology 101: the Johari box? Created by two psychologists in 1955, this theory is a technique that helps people better understand their relationship with themselves and others. Each person’s self-awareness falls into four quadrants, as per the image below.

The challenge “terrible” bosses have is that much of their interactions fall in the “Blind” box. For example: during the busiest time of the day a manager appears on the production floor, shouting work-hard mantras meant to ‘encourage’ staff to hit their goals. He believes he is showing support for the teams ‘in the trenches’. Meanwhile, his staff perceives his ‘ranting’ as annoying, distracting and part of his typical ‘hands-off’ approach. The result? Staff absenteeism increases during peaks, productivity goals are missed, and there is unwanted turnover. Imagine the improvements in productivity and employee engagement if that manager were aware of the impact his approach had on his staff, instead of acting out of the blind box where everyone (including the company purse) loses!

But whose responsibility is it to make the manager aware? Is it the manager’s? Human resources’? The staff’s? Newsflash: staff will rarely volunteer feedback to their boss for obvious reasons, unless the leader genuinely solicits it and creates a safe environment for staff to share.

Leaders: Asking staff for feedback on YOU is the most important thing you can do to increase your own self-awareness and leadership effectiveness.

This week’s challenge: Ask your employees: “On a scale of 1-10, rate my leadership style.” Solicit the presence of a human resource representative to make it a ‘safe space’. Ensure you LISTEN and avoid any statement of self-defence. Then, each time you receive a rating lower than eight, ask the follow-up question: “What would I need to do differently to make that number a 10?” Don’t wait for your company’s annual employee satisfaction survey to show you up. Take the initiative to find out where your gaps are and then address them. In this way, you will have better served yourself, your staff, and your company.

Until next time, leaders keep lookin’ up!

Debra Fraser MBA, is CEO of Caribbean HR Solutions; a board member of the Business Process Industry Association of Jamaica; a member of the Human Resource Management Association of Jamaica, and Society of Human Resources Management. Please direct comments to dfraser@caribbeanhrsolutions.com or www.caribbeanhrsolutions.com

http://www.jamaicaobserver.com/career-education/fun-activities-and-prizes-do-not-the-engaged-employee-make-part-2_143704?profile=1096

27 Aug 2018

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Launching Leaders: How to spot the leader-in-hiding by Debra Fraser

It is no mystery that one of our nation’s challenges is related to our ability to deploy a bench strength of leaders – leaders are in demand for public and private service, in social, business and even spiritual affairs. After all, if we are going somewhere (somewhere better), someone must lead us.

For those heading organizations, how does one go about discovering potential new leaders, anyways? Do you look for personality, education, work ethic, passion, creativity? Or perhaps good looks? Years ago, a middle manager who reported to me commented on the humble car I was driving (a 1999 Honda Accord LX, which I still own and love!). This young aspiring leader said: “You know, you have to upgrade your car because it’s just not motivating me to aspire to move up the ladder! You should be driving a bimma!” Needless to say, his expectation of what a leader should be initially took me by surprise. Perhaps we should add yet another characteristic of leaders: “Must Drive Fancy Cars!” Ahhh, don’t we wish it was that simple…

Since before the rise of the Industrial Revolution, this matter of selecting leaders has been asked over and over. Peter Drucker, known as the ‘founder’ of modern management point out that “productivity of work is not the responsibility of the worker but of the manager.” So if you are a business owner, finding the next leader is crucial to the success and sustainability of your business. Here are a few guidelines that can take the mystery out of your search for the next leader:

Potential leaders are marked by the following in their daily activity:

They put Integrity first, and here’s what it looks like. Integrity is not an airy-fairy concept. It means the candidate has a keen sense of what is right which is demonstrated in how he treats co-employees and the company’s customers. H/she will naturally approach business decision making by weighing how to ‘do-right’ by the customer, the employee, the Company and the community. This habit by yield’s a consistent reliable approach and by it’s very nature engender TRUST, the very thing that keeps customers loyal, employees from leaving, and curries favor from stakeholders including those in the wider community. That’s measurable value!
They thrive on being the one held accountable; not necessarily the one in charge. I recently performed a stay interview with one of my own staff members, asking her to describe her ideal job and work environment. “Ideally, do you prefer to work behind the scenes, or as part of the team, or do you prefer to be the ‘front man’ who own the success or failures of projects and initiatives?” She shook her head vigorously at the notion of being the one in front, and I appreciated her honesty and candor (BTW, she is an excellent SME and a high-performer). Her response is a reminder of the innate differences in passion and desire residing in each person. Your next leader is the one who assumes responsibility whenever there’s a mess so that s/he can lead the clean up effort!
They place a high value on Relationships. As the old adage says all “Business moves at the speed of trust” and if this is the case, relationships are both the fuel and the machine! Let’s face it, Customer Relations, Employee Relations, Community and general communications are all based on managing relationships. Looking for a Leader? Look for the person who naturally keeps commitments to his peers, seeks for clarification and understanding when changes are rolling out, and who values the voice and experience of others, genuinely.

These are indicators that can be spotted in persons day-to-day routine. They are internal characteristics that indicate who they are as a person in the NOW, so there is no guesswork in how they will act once they are given the title. And less guesswork = less risk, which is always good for business.

http://www.jamaicaobserver.com/career-education/how-to-spot-the-leader-in-hiding_142421?profile=1270

16 Aug 2018

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Why Employee Engagement is NOT Working! by Debra Fraser

Despite many companies’ efforts to create a so-called engaged workforce, surveys conducted in a variety of companies in Jamaica and overseas indicate that only 32 per cent of staff are actually actively engaged. But why is this the case?

Employee engagement refers to an employee’s emotional attachment and commitment to an organisation, which manifests in high productivity levels and low employee turnover. The fact is that people work smarter, harder and safer, and stay with a company longer when they are working for managers, rather leaders, who have earned their respect and commitment.

Over the past decade, organisations have chased this concept by implementing various engagement programmes, creating new engagement coordinator positions, and funding engagement budgets. I have worked with companies that give away prizes on a daily basis, over-rewarding basic duties like attendance and completion of core deliverables and throwing elaborate multimillion-dollar parties, but they still have a revolving door, losing between 30 per cent and 50 per cent of their employees each year. Despite the flurry of engagement activities, employee’s emotional attachment to the organisation have not improved. But why not?

The answer is that employee engagement is an outcome, not an activity, so fun activities and prizes won’t do the trick. Throwing activities and cash at a problem is not likely to make it go away, any more than watching exercise DVDs and buying new spandex is likely to make you lose weight. (Trust me, I’ve tried it.) The first step towards improving engagement is to properly diagnose the root causes in the work environment. Time and time again, many root causes point back to gaps existing in the leadership fabric of the organisation. Leadership is the single most important lever and catalyst in improving employee engaging levels! This is the missing link!

Having administered several employee engagement surveys in a variety of companies in Jamaica and overseas, I have found that regardless of size and industry, the correlation is the same: High satisfaction levels with immediate supervisor = High employee retention = Higher productivity and profitability.

The truth is that companies would be better served to focus their attention and investment in ensuring that they foster an excellent leadership culture throughout all levels of the organisation rather than underwriting events, parties, giveaways, games and other gimmicks that frankly can come off as transparent ploys to buy employee loyalty. The average person would rather have a great boss looking out for them than prizes, trinkets, and parties. After all, people are motivated by people. People follow people. And yes, people quit people, not jobs!

So, if you hold a leadership position in your company, how can you ensure you are part of the solution and not part of the problem? We will explore the single most important thing you can do in our next issue.

31 Jul 2018

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Got what it takes to be a manager? Part III by Debra Fraser

Last week we reviewed in some detail the first five of 10 management skills employers are looking for when selecting management talent. They were:

• Performance Management

• Supervising Others

• Conflict Resolution

• Emotional Intelligence

• Communication & Coaching Skills

For aspiring managers, perhaps the descriptions of the first five competencies were enough to scare you off. If so, that’s understandable and equally beneficial to establish a better appreciation for what you DO and DON’T want to do. I encourage you to chart your path on the often less-stressful road of the highly skilled independent contributor, aka the subject matter experts. Let’s do a deeper dive into the final five attributes. Remember to have a friend interview you and rate each response.

• Team-Building & Motivation Skills

What methods do you use to motivate your team to perform well in the face of challenges? Describe the actions you take to ensure the dynamics of your team are positive.

• Delegation

Describe how you share your workload. Give an example of when an important task had to be delegated — what criteria did you use to select which team member was given the task? How do you control the output without micromanaging?

• Integrity

Give an example of when you were given instructions to carry out that were out of line with what you believe was the right thing to do; how did you handle it? Give an example of an area in which you believe you compromised your integrity, and what steps have you since taken to grow in that area?

• Resource Management

What scope of resources have you been entrusted to manage? What methods and processes do you employ to ensure the resources are efficiently managed? When procuring additional resources, provide examples of the criteria you use. Describe a time when resources were mismanaged. What was the impact and what did you learn?

Subject Matter Expertise

Describe the skills and functions in which you are an expert. What steps did you take to master the skill and how do you maintain your edge? Have you been involved in training others to become experts?

Once you’ve been rated on the 10 management skills above, take a look at those on which you scored lower and make them your personal development goals. How? By seeking out new experiences that demand these skills. This can include attending seminars, reading multiple books on the topics, asking management peers for their advice, and seeking out projects at work and in the community. The more experiential your learning is, the more you will learn and grow. And remember, attaining higher goals takes time and focus, so take your time to enjoy each exercise and the journey on which you have embarked. Managers bear a heavy load but the intrinsic rewards are greater, so never become too busy learning or managing that you can’t enjoy the ride.

Until then, Leaders Keep Lookin’ Up!

Debra Fraser, MBA, is CEO of Caribbean HR Solutions and is a member of the BPIAJ, Human Resource Management Association of Jamaica, and Society of Human Resources Management. Direct comments to dfraser@ caribbeanhrsolutions.com or www.caribbeanhrsolutions.com

Read article

http://www.jamaicaobserver.com/career-education/got-what-it-takes-to-be-a-manager-part-iii_139850?profile=1270

26 Jul 2018

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Why Company Morale is Important

Company morale is how an employee feels about their workplace. This relates to their feelings about their managers, their long-term role in the organization, their benefits package, and the company culture. Many employers might argue that company morale is not important as long as the work is accomplished. However, before we shut it down so easily it is essential to see how company morale actually relates to company productivity and as a result company profits.

Is Company Morale Important.

The Gallup Organization in their analysis of over 10,000 business units and more than 30 industries found that individuals working at companies that receive regular recognition and praise showed an:

increase their individual productivity
increase engagement among their colleagues
are more likely to stay with their organization
receive higher loyalty and satisfaction scores from customers
have better safety records and fewer accidents on the job.

In addition, it found that for employees that are “actively disengaged” work cost the U.S. economy between $250 and $300 billion every year in lost productivity alone. When you add workplace injury, illness, turnover, absences, and fraud, the cost could surpass $1 trillion per year. Low company morale is therefore very expensive

So How do I increase company morale

In general, different individuals are motivated by different things, and it will be difficult to try to motivate each individual based on their distinct motivating factor. However, Culture IQ has identified some of the recognized techniques that motivate nearly every employee:

Celebrate employee accomplishments—When you appreciate someone’s efforts—whether it’s a successful project launch or working through the weekend—they tend to better appreciate the work back. Making someone feel good about their contribution is one of the most effective ways to motivate an employee.
Encourage team bonding—Successful companies offer fun perks that let employees form personal bonds while letting them take a break from the day-to-day. If you have a small team, you could buy pizza for everyone on Fridays and take a long lunch together. Some companies throw lavish quarterly parties, while others host team events like scavenger hunts or game days. It doesn’t have to be complicated or expensive. Even a simple happy hour gives your team a chance to bond and unwind.
Give autonomy—Empower employees to think and take action by themselves. When team members are encouraged to steer the direction of their work, they tend to feel more invested in the end result. Most employees feel like their manager has to give permission for every single decision. Not only does that lead to low motivation, but needlessly slow progress. So let your employees set their own goals, accomplish their own projects and—ultimately—feel pride for their own wins.
Reward employees when the company performs well—The most successful compensation programs give all employees a reward when the company sees financial success. This could be in the form of a bonus or equity package, as long as the employee sees that their work directly has an impact.
Promote healthy work-life balance—As much as possible, organizations should be flexible around commitments like family emergencies, doctor’s appointments and weekend plans. These small gestures make a big difference in how employees feel about the workplace. It also results in team members coming in on a Monday refreshed and focused.
Listen—Your team is a wealth of information. Listen to their ideas, their problems, and their frustrations. Some CEOs meet with every employee each year, while other companies send regular pulse surveys so they’re always in the loop.

Low morale leads to poor cooperation, low productivity and increased turnover. It’s an undisputed fact: If your employees aren’t motivated or happy, your business will suffer and fail to reach its long-term goals.

On the flip side, strong company morale has the opposite effect. A happy office environment is one that attracts the most talented workers, and when those works are motivated, they’re productive and rarely quit. Simply put, When You Care About Your Employees, They Will Care About Your Business.

Read the Gallup study here

09 Jul 2018

Human Resources (HR) Resources, Uncategorized Caribbean HR Solutions 0 comment

Have what it takes to be a manager? by Debra Fraser

Aspiring Ainsley just passed his 90-day probation at an entry-level job and schedules a meeting with HR to ask where he can apply for a manager position. Ambitious or delusional? Who knows, maybe a bit of both! But it begs the question: How do you know if you are management material? What are employers looking for anyway?

The 70/30 Rule

Having worked with clients both locally and overseas (about a 30 per cent – 70 per cent split), I can tell you there is no clear answer, but there certainly are trends. Some local companies still look for the traditional pre-requisites: education, peer and supervisor references, industry knowledge and experience, and prior management experience. This last requirement is really a catch twenty-two. The result is that many high-potential managers are excluded from consideration due to one or two unchecked boxes. Companies from North America and the UK are more flexible on the education and qualifications side, but sometimes rely too much on ‘personality’ fit, preferring candidates who build rapport with them, at the expense of solid management skills. So what’s an aspiring employee to do?

The best advice I can give is simply this: build your experiences on a solid foundation, much like you build a house. Build it and they will come! Here are some competencies that all employers want to see:

Once you have these skills, half the battle is won. The other half is being able to confidently present them in the interview process. Another hurdle that must be crossed! Hiring an Interview Coach to work with you is an effective, and worthy investment. Having coached job-seeking managers on interview skills I have seen time and time again that the best-skilled candidate will almost certainly NOT get the job if interview skills are lacking.

Finally, consider your motivation for moving into management, a role carrying much higher responsibility and stress. Let’s say the management post would equate to an additional $20,000 JMD per month, then you must consider your options. Perhaps a part-time job in teaching or real-estate, or working overtime, could yield a similar cash lift. If selling Avon on-the-side would reward you an additional $35,000 JMD per month, which would you choose? If you still choose management, money is likely not your main motivator, and you will enjoy the sober pursuit of becoming a manager.

Debra Fraser M. BA, is CEO of Caribbean HR Solutions – a leading HR Outsourcing and Consultancy firm, a member of the BPIAJ, HRMAJ – Human Resource Management Association of Jamaica, and SHRM Society of Human Resources Management. Please direct comments to dfraser@caribbeanhrsolutions.com or www.caribbeanhrsolutions.com

http://www.jamaicaobserver.com/career-education/have-what-it-takes-to-be-a-manager-_137328?profile=1270

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