How to Find and Keep the Right Employees for Your Business (Without Stealing from the Competition!) 1 Kathryne A. Newton, MBA, Ph.D. Associate Dean for Graduate Programs and Faculty Success Program Head, Supply Chain Management Technology Department of Technology, Leadership and Innovation Purdue University, W. Lafayette, IN [email protected]
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How to Find and Keep the Right Employees for Your
Business (Without Stealing from the Competition!)
1
Kathryne A. Newton, MBA, Ph.D. Associate Dean for Graduate Programs and Faculty Success
Program Head, Supply Chain Management Technology Department of Technology, Leadership and Innovation
4. Consider General Mental Ability (GMA) and Integrity Tests (*conscientiousness) with Structured Interview for Highest Validity Predictors
A Good Interview is Planned
Establish Rapport and Expectations
Pace Questions Comfortably
Listen with your Ears and Eyes
Sell the Organization
Answer Questions, Explain Next Step
Check References, Administer Tests
Follow-up and Document
Targeted Questions:
The Key to Hiring Success
• Closed-Ended
• Open-Ended
• Self-Description
• Situational
• Probing
• Reflection
• Leading and Loaded
In-Depth Interview (Example)
1. Describe for me a typical day on your most recent job.
2. Which of your various jobs did you like the most? Why?
3. Why are you leaving your current position?
4. Describe an unpleasant, on-the-job situation in the past and tell me how you dealt with it.
5. What has been your single most noteworthy contribution to your present job?
6. Tell me about your experiences handling customer complaints.
7. What, in your opinion, are the pros and cons of this job?
8. Was there any company policy or practice with which you did not agree in your last job?
9. What are some of your off-the-job interests and activities?
10. Describe what you hope your job here will be one year from now (responsibilities, pay level, title, etc.)
11. What will you be looking for in this job that you did not find in your past job?
12. What kind of references do you think previous employers will give you?
References… To Check or Not to Check
Get Consent of Applicant First!
Don’t Check References, Conduct a
________ _________ ____ _________
Closed-ended Questions, Focus on Past
Don’t Forget to Check Education
Ask References for Other References
Last Question: “Would you rehire this person if you could?”
PRACTICE
“NO SURPRISE”
MANAGEMENT!
Action Item #3
Job Directives
Customer Req’s
Vendor Req’s
Policies, Proced.
Promo., Rewards
Meetings
Problems
Cust. Serv. Info.
Prod. Promotion
Actions
Workspace, Furn.
Performance
Customer Service
Relationships
Consistency
Motivation, Loyalty
Group Effectiveness
Good Solutions
Bus. Transactions
Visib., New Sales
Percep. of Others
Image, Status
Communication:
Key to High Performance
Process
Inputs Outputs
Feedback
Ways to Improve Climate Develop a Positive Attitude
Messages From Management Should:
– Be Accurate, Definite, Forceful, and SIMPLE
– Suit Occasion and be Employee-Oriented
– Have No Hidden Meaning
– Be Direct*, or Layered, to Have Impact
Triple Upward Communication
Encourage Regular Meetings, and Branch, or
Interdepartmental Projects/Exchanges
Have Realistic Job Descriptions, Organ. Charts
Communicate and Model Appropriate Behavior
Treat others with Respect
What Employees Want
Trustworthy leadership
Corporate integrity
Equity – to be fairly treated
Opportunity to learn on the job; Variety
Mutual support and respect; teamwork
Meaningfulness; sense of achievement
A desirable future
Action Item #4
“Get What You Expect”
from Employees
Expect, and Get, the
Best From Your Employees
Turn on the Hidden Talent
You Get What You Expect to Get
Goal Setting Gets Results!
– If New at this, Assign Easy Tasks First
– Focus on Items that are Critically Important – Fewer is Often Better
– Give a Framework for More than Mere Tasks: Set Bar High for New, “Great” Innovation
– Sell “what’s in it for employee” with each goal
Never Tolerate Poor Management
Action Item #5
Motivation: Feedback is Critical
Employees must know “where they stand”… Practice “Continuous Performance Appraisals”
Verbal and Nonverbal Communication Concerning Results of Performance
Two Types of Feedback Positive and Constructive Feedback
Feedback, Delivered Correctly, is Critical to Learning and Motivation
Delivered Incorrectly, is an Enduring and Destructive Experience
Effective Feedback
Getting People to Repeat Good Performance Consistently...
– Positive Feedback, Describe Behavior
– Timely Recognition
– Customized Recognition - Empathy
– Express Personal Appreciation
– Fair Reward (Perception IS Reality)
– Caution! Don’t Overdo or Mix
Action Item #6 NEVER PAY GOOD MONEY FOR NON-
PERFORMANCE...
THEY WILL NEVER LEAVE!
When Problems Arise… Use Constructive Feedback
Set Ground Rules Up Front Continue to Communicate High Expectations Use Self-Evaluations When Possible Provide Feedback on Observed Behavior (use “I” messages) Be Descriptive and Specific (example next slide)
Don’t Wait! Gain Employee’s Agreement on Next Action Keep Private and Maintain Employee’s Self-Worth Avoid Overload and Be Encouraging
Be Specific
Use Sentences Beginning with “I,”
Instead of “You.”
Use Verbs that Identify the Five Senses
I Saw You put the
I Heard You say
I Felt the Motor Start
Be Specific and Descriptive
The best coaches set in motion a continuing learning process -- that, we find, helps people
develop a tolerance for their own struggles and accelerates the unfolding of skill and
contributions that would not have been possible without the “magic” attention
of a dedicated coach.
Nancy Austen and Tom Peters
A Passion for Excellence
Last Action Item: Top Priority
Must Plan Strategically
for the Future
You Know You are Managing Strategically When…
You have a strategic plan for the future of your company….written down.
Your company’s priorities/actions reflect it.
Your employees know the plan and have the training, resources and incentives to achieve it.
You are setting benchmarks and measuring outcomes in terms of “Key Results” on a timetable
You are communicating those outcomes and making adjustments to the plan as needed
Differentiate Your Company for the Future
Make your job the “best on the block”
Get serious with using technology – use for recruiting, training, tracking, etc.
Take time to attract and hire the best
Create a learning culture that embraces innovation and change – set high goals