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5 Ways to Help Employees be #PrivacyAware

Posted Monday, April 17, 2017 by Jules VanSant.

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Data Privacy Day is here and an important reminder of the value of privacy and security when it comes to protecting our data, both at home and within the workplace. Getting our employees involved in the conversation about being #PrivacyAware is a good place to start in creating a culture of privacy within your organization. Follow Kirkpatrick Price on Twitter @KPAudit to join the conversation and share how you help employees be #PrivacyAware.

In the meantime, here are a few tips we’ve come up with. What other ways are you encouraging employees to be #PrivacyAware?

1. Create a Culture of Privacy

When trying to create any kind of culture, it’s important to recognize that the impact is greater when the stakeholders and leaders are clearly invested. So, when trying to create a culture of privacy within your organization, it’s important to remember that it must start with the tone from the top.

Other great ways to encourage Privacy within your organization can be things such as hanging posters around the office with tips and best practices for ensuring the privacy and security of data.

2. Talk frequently about Privacy and Security

Continuous conversations surrounding privacy and security and what is expected of employees when it comes to protecting sensitive data is a great way to keep these things on the forefront of employees’ minds. How is privacy and security important to your business and what role do your employees play in achieving these business goals? Regular meetings or updates on new privacy and security trends and reminding employees of best practices is a good way to keep the conversation going and keep it relevant.

3. Teach Employees to recognize Phishing and Social Engineering Attacks

Every minute, someone becomes the victim of a phishing attack. Ransomware and social engineering attacks are constantly evolving as the cyber threat landscape grows. It’s more important than ever to teach employees to recognize phishing and social engineering attacks so they can be prepared to avoid giving out sensitive information that could lead to a breach or loss of data. Phishing emails and fake links that look like legitimate websites are still the most common form of attack. Social engineering is another common way to manipulate others into giving out sensitive information and employees should be taught to never give sensitive information out over the phone such as passwords and usernames without thoroughly vetting and verifying the identity of the person on the other end of the line.

4. Utilize a secure wireless network at work and at home

Connecting to free/public Wi-Fi leaves your information vulnerable and at risk. Be sure to connect only to secure networks to ensure data security during transfer over wireless networks. Consider subscribing to a VPN (Virtual Private Network) to reduce the risk of your sensitive information being stolen by cybercriminals. Securing your home network so that others can’t access your wireless network is another best practice for managing privacy and security. It’s important to remember that it’s equally critical to secure the privacy of your data at work and at home.

5. Regularly install updates

Keeping operating systems and applications updated to the latest version is a critical task that must be done to ensure privacy and security of data. Updates are complete with the latest patches for vulnerabilities and bugs, which can be used to exploit your network and gain access to sensitive data. When possible, enable automatic updates to add an extra layer of security and help reduce the risk of being vulnerable to cybercriminal attacks.

Follow Kirkpatrick Price on Twitter @KPAudit and share how you’re helping your employees to be #PrivacyAware.

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Why Aren't Top Salespeople Automatically Great Managers?

Posted Monday, April 17, 2017 by Jules VanSant.

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Solutions to the Sales Leader’s Problems

Most of us would agree that the sales leader sets the tone for results. However, do sales leaders get the support they need to ’make it happen’? One of my trusted colleagues, Suzanne Paling, has some great ideas from her new book, ’The Sales Leader’s Problem Solver’. The below interview with Suzanne will reveal some startling realities that you might recognize.

What inspired you to write The Sales Leader’s Problem Solver?

Every year, I see successful salespeople get promoted to a sales leadership position. They receive little or no training and are expected to excel at their job on day one. These sales leaders put in long hours, trying to figure out what to do.

While they need guidance on handling common sales management problems, few work with a mentor who has real sales management experience. Most wish they had a toll free number for a sales management hotline so they could talk to someone and ask questions. I hope my new book The Sales Leader’s Problem Solver provides some of that help and assistance, coaching and mentoring.

Why don’t companies offer sales managers training?

Two reasons:

Sales training gets put in the budget, sales management training does not.

Most sales managers are former salespeople. Company leaders think the former rep is segueing into a very similar position and if they were good at sales they will be good at sales management. They’ll figure things out. They don’t need training.

In reality, the two jobs have almost nothing in common.

How do these untrained sales leaders attempt to solve problems?

Sales leaders have a “heart to heart” with a rep about a problem. The rep improves for a period of time, the sales manager gets busy, the rep reverts to their old behavior and they’re back to where they started.

The other reps see this happen and start taking the manager less seriously. A culture of non-accountability develops.

What prevents sales leaders from solving a problem?

Three primary causes for this situation exist:

The sales leader knows how to lecture and threaten but lacks the skills to solve the problem.

Busy answering 300 emails, sitting in endless meetings, and getting bogged down with all the data in the CRM system, they can barely keep up with the job as it is. It takes time they might not have to address a problem with a rep.

Then you have the hiring dilemma. Right now, there’s a shortage of good salespeople. If they address the problem and the rep doesn’t start improving, the rep will quit or the sales leader will have to terminate their employment.

Either way, how many weeks or months will that take to find a suitable replacement? The sales leader decides that putting up with the rep might be the better option.

Why do sales leaders keep hoping things will change?

If the company has a decent product, good benefits and a lucrative compensation plan, many sales leaders feel like that should be incentive enough. They say to the rep, “During the interview process you said you were money motivated. So go do what’s necessary to hit quota.” They hope the rep wakes up, realizes what a good situation they have and starts doing what’s necessary to achieve their sales goals.

What do sales leaders need to understand to be successful?

Among many, many other things you must:

  • have a repeatable recruitment and hiring process
  • schedule regular coaching sessions with reps
  • understand each salesperson’s individual motivations
  • devote most of your efforts to top performers

But above all else, managing sales people means sitting in judgement. You have to be able to hold reps accountable and take appropriate action when goals aren’t met. Some people find that concept very difficult to deal with.

Another Solution for Sales Managers

Jump start your executive selling efforts by giving your sellers the book that is guaranteed to enhance their sales performance. The TOP Seller Advantage: Powerful Strategies to Build Long-Term Executive Relationships includes proven strategies to ensure sellers develop long lasting executive access.

The C-suite executive perspectives at the end of each chapter reveal exactly how senior leaders view sales encounters and what would cause them to keep the door open for follow up meetings. Check it out at http://amzn.to/2hdas8J

About Lisa Magnuson:

Lisa Magnuson is an expert in corporate strategic sales and TOP Line Account™ revenue building. As a respected sales consultant and author, Lisa works with clients to build successful strategic sales programs that drive revenue from large new accounts and enable growth from existing high value customers. Learn more at www.toplinesales.com.

Lisa D. MagnusonCorporate Sales StrategistLisa@toplinesales.comwww.toplinesales.com

Top Line Sales services are included in PPI’s Benefit Program. Contact Jules@ppiassociation.org to learn about PPI Member rates!

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Passion for Print Remains in the Age of Social Media

Posted Tuesday, April 11, 2017 by Jules VanSant.

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This is why we think PrintROCKS!

For the 53rd year, GDUSA has conducted a reader survey about print design. When print was predominant, our surveys got into the weeds: details about projects, presses, papers, practices. Today, print is an option and a choice and, therefore, the survey focuses on existential questions: its role, purpose and future. Here, the 2016 results and comments are both suggestive and informative.

First, print remains crucial as to how professional graphic designers make a living. More than 9-in-10 designers work in print as part of their mix and nearly 3-in-4 projects involve a print component.

Second, designers retain responsibility and control for large swaths of the print process, with roughly 8-in-10 involved in print buying and paper specification.

Third, designers believe print perseveres because of its classic strengths. Foremost is touch — sensual, physical, real, permanent, credible – the human connection that is missing in the virtual world.

Fourth, these classic strengths are amplified by context. In today’s digital clutter, and the current rush to social media, print has the potential to stand out and be special – fresh, welcome, surprising, disruptive, personal, engaging, meaningful, a statement that a brand values itself and its customers.

Fifth, it follows that print lends itself to certain audiences and offerings where the communication needs to be retained, contemplated or trusted: luxury goods and premium services, fundraising and memberships, event invites and announcements, real estate and capital equipment purchases, fashion and cosmetics, law and medicine, real estate and investments, music and art, are telling examples.

Sixth, print’s special role comes with responsibility: superior print design, well-crafted production, strategic deployment, sustainable manufacture and distribution matter as much, perhaps more, than ever.

Our 2016 survey was sent to a random selection of 12,000 GDUSA print magazine and e-subscribers, and generated 1,089 responses. The benchmark results convey a clear message: print remains essential to the graphic design profession. A few specifics: 97% of GDUSA readers work in print as part of their mix and spend 72% of their time doing so. Control over key elements of the process still resides with the designer: 82% buy or specify paper and 87% buy or specify printing. Other notable findings: brochures and collateral are the most frequent print projects; package design is seen as a stable area of the business since it’s role is less directly impacted by the internet than other print-related activities; digital printing and digital papers are mainstream; sustainability continues to influence design solutions and purchasing decisions; and designers maintain significant purchasing influence with regard to related products and services such as type, images, software and hardware.

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PRINT AND PAPER  HAVE CLASSIC STRENGTHS

Designers feel strongly and positively about print. They value print for its classic strengths and how these can be effectively leveraged to convey a message or a feeling. Foremost is touch, but other practical attributes continue to matter: permanence, portability, convenience, accessibility. Print works, in the view of respondents, because it creates a human connection and a trustworthiness missing from the ephemeral, oversaturated, often anonymous world of digital communications. In addition, many observe that the relative rarity of printed communications makes the impact of print felt even more.

This article originally appeared on Graphic Design USA.

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HR Question of the Month: Keep Unqualified Applicants under Tightened Screening Process?

Posted Friday, April 7, 2017 by Jules VanSant.

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Source: Federated Insurance

Question: We post jobs and include the minimum requirements for applying for vacant positions.

Based on the job description and when applicable, we also ask for proof of training or coursework. This information is derived from the job description. In the past, the screeners were more liberal and screened in unqualified applicants who either did not meet the minimum requirements and/ or did not attach the appropriate documentation. Moving forward, the employer has aligned and posted the jobs accordingly. Is the employer obligated to screen in previous applicants who were screened in from the past?

Response: From an employment law standpoint and barring industry-specific qualification obligations, or implication under affirmative action and/ or government contract compliance issues, we are not aware of any federal or state law that governs this particular issue. Most employers enjoy the discretion to determine qualifications and eligibility criteria for positions in their organizations. Employers are also typically free to establish lawful recruitment and hiring techniques and protocols designed to ensure that they are able to hire individuals who met them (and ideally, are the most qualified for the position). You indicate that the employer posts minimum requirements for applying for vacant positions and while proof of training or coursework or other qualification is ordinarily required, it appears that prior

“screeners were more liberal and screened in unqualified applicants who either did not meet the minimum requirements and/or did not attach the appropriate documentation.” The employer now seeks to correct this moving forward, such that individuals seeking employment in the future are subject to the more stringent requirement to show proof of their qualifications. The employer is certainly within its rights to make this adjustment.

Whether the employer must revisit prior applicants who were subject to the more lenient screening procedures is, again absent industry-specific or other regulatory requirements, generally up to the employer to do determine. If it does so, it may be that some individuals who were subject to the more lax screeners and became employees may lose their jobs on account of their lack of qualification – is the employer prepared for this consequence? If these individuals are have not become employees yet, we are not aware of any obligation on the part of the employer to retain them in the hiring process if they do not meet minimum qualifications. On the other hand, if individuals who passed through the hiring process on account of the “more liberal” screeners are “grandfathered” in and allowed to continue with the recruitment process or remain employed (if they were already hired), there may be resentment among those who are or were held to the higher standards, and other issues associated with the fact that one or more people who did not meet minimum job qualifications became ( and remained) employed.

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Cintas Acquires G&K Services

Posted Friday, April 7, 2017 by Jules VanSant.

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At PPI, we are excited for the opportunity to provide enhanced offerings at national account pricing available through our Benefits and Buying Power Program to all members.

Subject: Cintas Acquires G&K Services

Dear valued customer,

G&K Services (G&K) has joined forces with Cintas Corporation (Cintas). This strategic decision was made knowing our companies share many values and attributes, including our deep commitment to taking care of our customers.

As our customer, you have always been our priority - and that remains true as we’ve made plans for the integration of our two companies. We’re confident your service will be seamless as our workforces unite.

We do not anticipate anything changing right away. You will still be serviced by the same Route Service Rep (RSR) as you have been in the past. You will continue receiving the same products as you do today; and, Cintas will honor G&K’s service agreement with your company. During the coming months, you will see some changes as we integrate but we are committed to giving you as much notice as possible.

Cintas is committed to providing caring service, innovation, and high quality products to help businesses of all types get Ready for the Workday®. We are excited for the many opportunities that come with combining our companies; and we will keep you informed as the transition progresses.

Thank you for your continued business and loyalty.

Sincerely,

Douglas A. Milroy Scott D. FarmerCEO, G&K Services CEO, Cintas Corporation

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