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... A series of surveys have found that during the interview process most interviewers made the hiring decision within the first 10 minutes of the interview, and then spent the next 50 minutes justifying their decision. We buy cars the same way: We know the car we want to buy from an emotional standpoint, and then search for objective data to justify the emotional decision. We all know that "facts tell, but emotions sell." Remember that the best con artists attract infatuation. Just because someone "looks" right for the role doesn't' mean that they will be. Guard against this by having co-interviews, follow-up meetings, and co-employee interviews. MISTAKE #6 : BAGGAGE Everyone carries some baggage somewhere. For some of us, the baggage is the belief that a woman can't operate a forklift, a man can't be a nurse, or a minority can't be an executive. This baggage has nothing to do with reality. Orchestras were traditionally dominated by men. To remove any preconception about what makes a better musician from the hiring process, orchestras began to engage in "blind auditions" in which a curtain is literally placed in front of the performers. As a result of these auditions, women started being hired at twice the rate as before based on the quality of their sound, not the way they looked. The fact is the best and brightest aren't going to always look and act the way that you think they should. Seeking out diversity isn't just important to placate the EEOC (Equal Employment Opportunity Commission) . It's an absolute necessity in today's competitive economy. MISTAKE ...

... in punitive damages. In the St. Mary's Honor Center case, the judge believed that the plaintiff had been discriminated against, but that he had not shown it was because of his race rather than for personal reasons. In Harris v. Hughes Aircraft, on the other hand, the jury decided that the discrimination against the plaintiff was because of his race. The lesson for employers appears to be that reasons given for demoting or firing a minority or other protected employee should be substantial and legitimate, and that great care should be taken not to give an impression of discriminatory motives. Footnotes: 42 U.S.C. 1981 ff. 42 U.S.C. 2000e. 29 U.S.C. 621 ff. Rehabilitation Act of 1973, 29 U.S.C. 701 ff. 42 U.S.C. 12101 ff. Harris v. Forklift Systems, Inc. (1993) U.S., 126 L.Ed.2d 295, 114 S.Ct. 367. Labor Code 1102.1. Holloway v. Arthur Anderson & Co. (9th Cir. 1977) 566 F.2d 659. Title VII, 704(a ), 42 U.S.C. 2000e-3(a ) . For example, the Unruh Civil Rights Act, Calif. Civil Code 51 ff; the Fair Employment and Housing Act, Calif. Govt. Code 12900 ff. 29 U.S.C. 621 ff. Govt. Code 12920. Jennings v. Marralle (1994) 8 Cal.4th 121, 32 Cal.Rptr.2d 275, held that the FEHA applied to age discrimination for employers of five or more, and that there was no common law prohibition of age discrimination. 42 U.S.C. 2000(e ...

...dous material are being moved by forklifts. The possibility of inadvertent spi...

... meetings, others require weekly calls-especially if the industry is subject to constant change as a result of laws, for example, the medical and hazardous waste industries. Not only does it make good business sense to stay in contact with customers, it is also a way of avoiding potential errors and omissions situations. Calls can be in-person or on the phone, depending on the size of the account or degree of servicing the account demands. The purpose of contact is to maintain the degree of control a producer has over current business as well as renewals and additional coverages. In any case, it is critical to build and maintain relationships within the account with a number of key personnel. The following case study clearly exemplifies why contact is paramount: An agent who had a particularly sensitive account with a forklift manufacturer made sure to visit the factory every Monday morning to provide loss-control services as well as to maintain customer contact. This agent wrote the account for 15 years, until she retired. During that time, she built a significant income from that one customer. Practice pro-active account management for your clients. Don't wait 90 days before the x-date to discover a client has been without coverage on a key activity for the past six months. As you attempt to reach key individuals within accounts, always be courteous to gatekeepers and show interest in them as people. Gatekeepers are the secretaries, receptionists, and other people whose job is to screen calls and find out the caller's intent on behalf of their bosses. Remember that gatekeepers are people, too. Most agents and other salespeople treat them as ...

... meetings, others require weekly calls-especially if the industry is subject to constant change as a result of laws, for example, the medical and hazardous waste industries. Not only does it make good business sense to stay in contact with customers, it is also a way of avoiding potential errors and omissions situations. Calls can be in-person or on the phone, depending on the size of the account or degree of servicing the account demands. The purpose of contact is to maintain the degree of control a producer has over current business as well as renewals and additional coverages. In any case, it is critical to build and maintain relationships within the account with a number of key personnel. The following case study clearly exemplifies why contact is paramount: An agent who had a particularly sensitive account with a forklift manufacturer made sure to visit the factory every Monday morning to provide loss-control services as well as to maintain customer contact. This agent wrote the account for 15 years, until she retired. During that time, she built a significant income from that one customer. Practice pro-active account management for your clients. Don't wait 90 days before the x-date to discover a client has been without coverage on a key activity for the past six months. As you attempt to reach key individuals within accounts, always be courteous to gatekeepers and show interest in them as people. Gatekeepers are the secretaries, receptionists, and other people whose job is to screen calls and find out the caller's intent on behalf of their bosses. Remember that gatekeepers are people, too. Most agents and other salespeople treat them as ...

...ide you’ve made walkways so that forklifts can traverse the area safely, and l...

... A series of surveys have found that during the interview process most interviewers made the hiring decision within the first 10 minutes of the interview, and then spent the next 50 minutes justifying their decision. We buy cars the same way: We know the car we want to buy from an emotional standpoint, and then search for objective data to justify the emotional decision. We all know that "facts tell, but emotions sell." Remember that the best con artists attract infatuation. Just because someone "looks" right for the role doesn't' mean that they will be. Guard against this by having co-interviews, follow-up meetings, and co-employee interviews. MISTAKE #6 : BAGGAGE Everyone carries some baggage somewhere. For some of us, the baggage is the belief that a woman can't operate a forklift, a man can't be a nurse, or a minority can't be an executive. This baggage has nothing to do with reality. Orchestras were traditionally dominated by men. To remove any preconception about what makes a better musician from the hiring process, orchestras began to engage in "blind auditions" in which a curtain is literally placed in front of the performers. As a result of these auditions, women started being hired at twice the rate as before based on the quality of their sound, not the way they looked. The fact is the best and brightest aren't going to always look and act the way that you think they should. Seeking out diversity isn't just important to placate the EEOC (Equal Employment Opportunity Commission) . It's an absolute necessity in today's competitive economy. MISTAKE ...

... in punitive damages. In the St. Mary's Honor Center case, the judge believed that the plaintiff had been discriminated against, but that he had not shown it was because of his race rather than for personal reasons. In Harris v. Hughes Aircraft, on the other hand, the jury decided that the discrimination against the plaintiff was because of his race. The lesson for employers appears to be that reasons given for demoting or firing a minority or other protected employee should be substantial and legitimate, and that great care should be taken not to give an impression of discriminatory motives. Footnotes: 42 U.S.C. 1981 ff. 42 U.S.C. 2000e. 29 U.S.C. 621 ff. Rehabilitation Act of 1973, 29 U.S.C. 701 ff. 42 U.S.C. 12101 ff. Harris v. Forklift Systems, Inc. (1993) U.S., 126 L.Ed.2d 295, 114 S.Ct. 367. Labor Code 1102.1. Holloway v. Arthur Anderson & Co. (9th Cir. 1977) 566 F.2d 659. Title VII, 704(a ), 42 U.S.C. 2000e-3(a ) . For example, the Unruh Civil Rights Act, Calif. Civil Code 51 ff; the Fair Employment and Housing Act, Calif. Govt. Code 12900 ff. 29 U.S.C. 621 ff. Govt. Code 12920. Jennings v. Marralle (1994) 8 Cal.4th 121, 32 Cal.Rptr.2d 275, held that the FEHA applied to age discrimination for employers of five or more, and that there was no common law prohibition of age discrimination. 42 U.S.C. 2000(e ...

...ver people? INDUSTRIAL TRUCKS-FORKLIFTS [ ] Are only employees who have ... during welding operations? [ ] If forklifts and other vehicles are used in b...