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HIRING & KEEPING GOOD EMPLOYEES
By Norm Bobay
Employers
today are caught between the proverbial “rock
and a hard place”. They need more qualified
personnel to do some of the most basic of tasks
but the labor pool is tight and qualified
personnel are limited. Many employers have
resorted to hiring bodies in hopes of retaining
a few good ones. And some employers have even
decided to delay the growth of the business
until the employment market changes.
Answers
to the problem of hiring and keeping good
employees are often difficult to come by and may
demand a change in the way things have been done
in the past. But change is inevitable; and the
way an employer manages change has a direct
impact on their success. Some employers are
what I call “Inactive Employers”. Their head is
buried in the sand and they hope the problem
will just go away or that someone will come up
with a miracle solution that will require little
or no effort on their part. Other employers are
what I call “Reactive Employers”. They are
generally slow to change and only do so when it
is absolutely necessary, often after it is too
late. A successful employer is what I call a
“Proactive Employer”. They not only embrace
change, they plan on it and are constantly
looking for and trying new ways of doing
things. They tend to be open-minded and value
creative ideas as a part of their culture.
Much like
a professional sports team, a proactive employer
does not just hire personnel, they recruit
them. Walk-ons are the exception to the rule.
They are “looking” (scouting) for the right
person for the job, not just a body to fill a
position. Bodies tend to go as easily as they
come, whereas recruits stay as part of the team
and produce well. The following are some basic
steps that can enhance your success at hiring
and keeping good employees.
STEP
ONE:
Define the need.
Most
sports teams have a limit to the number of
personnel that they can have on their roster.
Be able to justify hiring another person. Are
the personnel currently employed doing all that
they are capable of doing? Do you have a way of
measuring it? If not, is it a true need or
could it be due to mismanagement or inefficient
processes? You owe it to yourself to find out
before you invest in additional personnel.
STEP
TWO: Define the position.
A
professional sports team does not just hire
players, but specific players to do a specific
job. A good job description should not only
include the tasks to be completed, but the tools
and processes required as well as the goals
expected and the personality make-up of a
successful team player.
STEP
THREE: Recruit.
Use
innovative ways to seek new personnel. Train
current personnel to be on the lookout for
quality personnel before there is a need. If
you use employment agencies (scouts), be sure
that they understand your criteria and that you
will accept nothing less. Before you get too
far into the hiring process with a candidate, do
a good background check (e.g. criminal,
credentials, drivers license, etc.). Do not
borrow someone else’s troubles.
STEP
FOUR: Assess
Enhance
the interview with good tests of ability.
Skills are important but can be developed easier
than other areas of concern. Be sure your
assessments reveal a person’s behavioral
tendencies, values and attitudes. The thing
most managers find frustrating is the employee
who could do the job, but won’t. The more areas
you assess the better your chances of having a
good match.
STEP
FIVE: Reward them.
Turnover
is extremely costly. A good employee is worth
their weight in gold! Signing bonuses are not
unusual in sports and are becoming more common
in the business sector. But cash money is not
the only area of concern. Appreciation is
always appreciated and a kind word is always
kind. Also, some unique perks are being
utilized in today’s markets that are tailored to
an individual’s needs. A little creative
thinking in this area outside the box could go a
long way in securing a loyal workforce.
STEP
SIX: Develop their potential.
A
good manager is not a manager at all, but a
coach. A coach is always looking for ways to
encourage his team and motivate them to be their
best. Studies overwhelmingly conclude that
companies that invest in developing their
personnel out produce and out sell their
competitors by 200-300 percent.
Hiring
and keeping good employees today is no easy
task. There are no quick fixes. It requires a
strong commitment by management and some
creative thinking. The up front cost will seem
expensive, but the long-term results will pay
off many times over.
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