February Newsletter
It's the first week of February. That means it's time for FirstThingsFirst, the new, free monthly newsletter from
Global Leadership & Management Resources that specifically addresses the questions leaders have about improving the performance of their companies and those they lead.
If you have any questions, concerns, or thoughts on how this publication can best fit your needs, please contact us at info@glamr.com.
FORTUNE 100 SECRETS FOR ATTRACTING & KEEPING 'A' PLAYERS
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The majority of companies accept the fact that all employees won't be first string and that some players will eventually accept offers from the rival team across town. But companies can take steps to increase the odds of hiring the best and brightest--and getting them to stick around. Sure, you have to dot your I's and cross your T's: conducting job analysis and accurate job descriptions, screening applications, checking references, etc. But there are other ways to find the right employees and create unwavering allegiance to your company. Here are three of them:
1. How do you attract the right people?
Be the right company. While you're taking the measure of future employees, rest assured that they're also checking your company's pulse. Make sure you can and do clearly state where your company has been, where it is today, and where you plan to be in the future. The recruit knows where they want to be five years from now--it's up to you to prove to them that you'll help them get there.
Woo them with a winning past performance. You need to not only show them that you can do it, but that you have done it. Be clear in stating your commitment to growth and dedication to continuous improvement.
2. Are you using the right tools to screen recruits?
Companies usually are good about making sure potential employees have the skill sets needed to fill the job description. But you also need to profile leadership and management ability--as well as their ability to work in a team environment. You have to know what your employees can and can't do before you can field a winning team.
Behavioral research suggests that the most effective companies are those that understand both the strengths and weaknesses of employees--so that they can develop strategies to meet the demands of their environment. Using a personal profile/human behavior assessment tool, like DiSC, is a must to make sure you're creating effective teams that work well together and to gauge exactly what role individual employees should play. DiSC gives leaders insight into motivating, managing, and communicating with new employees--essential knowledge for winning teams.
3. Are your 'A' players running to greener pastures?
If you’re losing people it might be because of hope. The hope that they’ll better realize their personal goals elsewhere. To curb this, you need to instill strong allegiance to your company--the same allegiance people feel towards their last name. People would scoff if asked to change their last name. You want that same reaction when recruited by a competing company. You need to create a feeling of excitement in your employees. They need to know that your commitment to their development will overcome any obstacles in business momentum or downturn in the market.
The truth is, employees don't quit companies, they quit managers. Employees are looking for valued leaders that they can follow and who will help them by providing growth opportunities that allow them to reach personal goals. Development, training, and responsibility will all help keep employees happy.
BY-THE-NUMBERS
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Fast Company's recent ethics survey had some eye-opening results. Here are the numbers:
35% of survey takers instruct their assistant to tell callers that they're "in a meeting" when they really just don't want to be bothered.
24% have given a good performance review to a worker who maybe didn't deserve it.
27% have fudged the size of their current or most recent salary when discussing job opportunities with potential employers.
31% sometimes "embellish" their professional experience when circumstances call for it.
25% have told an employee "no" and blamed company policy or bosses when it was really their decision.
It's the first week of February. That means it's time for FirstThingsFirst, the new, free monthly newsletter from
Global Leadership & Management Resources that specifically addresses the questions leaders have about improving the performance of their companies and those they lead.
If you have any questions, concerns, or thoughts on how this publication can best fit your needs, please contact us at info@glamr.com.
FORTUNE 100 SECRETS FOR ATTRACTING & KEEPING 'A' PLAYERS
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
The majority of companies accept the fact that all employees won't be first string and that some players will eventually accept offers from the rival team across town. But companies can take steps to increase the odds of hiring the best and brightest--and getting them to stick around. Sure, you have to dot your I's and cross your T's: conducting job analysis and accurate job descriptions, screening applications, checking references, etc. But there are other ways to find the right employees and create unwavering allegiance to your company. Here are three of them:
1. How do you attract the right people?
Be the right company. While you're taking the measure of future employees, rest assured that they're also checking your company's pulse. Make sure you can and do clearly state where your company has been, where it is today, and where you plan to be in the future. The recruit knows where they want to be five years from now--it's up to you to prove to them that you'll help them get there.
Woo them with a winning past performance. You need to not only show them that you can do it, but that you have done it. Be clear in stating your commitment to growth and dedication to continuous improvement.
2. Are you using the right tools to screen recruits?
Companies usually are good about making sure potential employees have the skill sets needed to fill the job description. But you also need to profile leadership and management ability--as well as their ability to work in a team environment. You have to know what your employees can and can't do before you can field a winning team.
Behavioral research suggests that the most effective companies are those that understand both the strengths and weaknesses of employees--so that they can develop strategies to meet the demands of their environment. Using a personal profile/human behavior assessment tool, like DiSC, is a must to make sure you're creating effective teams that work well together and to gauge exactly what role individual employees should play. DiSC gives leaders insight into motivating, managing, and communicating with new employees--essential knowledge for winning teams.
3. Are your 'A' players running to greener pastures?
If you’re losing people it might be because of hope. The hope that they’ll better realize their personal goals elsewhere. To curb this, you need to instill strong allegiance to your company--the same allegiance people feel towards their last name. People would scoff if asked to change their last name. You want that same reaction when recruited by a competing company. You need to create a feeling of excitement in your employees. They need to know that your commitment to their development will overcome any obstacles in business momentum or downturn in the market.
The truth is, employees don't quit companies, they quit managers. Employees are looking for valued leaders that they can follow and who will help them by providing growth opportunities that allow them to reach personal goals. Development, training, and responsibility will all help keep employees happy.
BY-THE-NUMBERS
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Fast Company's recent ethics survey had some eye-opening results. Here are the numbers:
35% of survey takers instruct their assistant to tell callers that they're "in a meeting" when they really just don't want to be bothered.
24% have given a good performance review to a worker who maybe didn't deserve it.
27% have fudged the size of their current or most recent salary when discussing job opportunities with potential employers.
31% sometimes "embellish" their professional experience when circumstances call for it.
25% have told an employee "no" and blamed company policy or bosses when it was really their decision.
The Global Leadership team has been assisting leading CEO’s, Presidents and Executives in achieving goals and taking their great organizations to higher levels for more than twenty years. Hundreds of organizations have had the benefit of using Global’s tools, systems and processes to rewrite their expectations of profitability and control. Visit us online at www.glamr.com or call us at 818-782-6880.
Thanks for reading FirstThingsFirst! If you have any questions, concerns, or thoughts on how this publication can best fit your needs, please contact us at info@glamr.com.
Thanks for reading FirstThingsFirst! If you have any questions, concerns, or thoughts on how this publication can best fit your needs, please contact us at info@glamr.com.