Are you tired of the cost, pain and setbacks from high employee turnover?
Many organizations are struggling to attract, develop and retain good people. People in a position of leadership are asking themselves and their circle of peers what can be done to gain on these issues. Businesses know that they need people in order to provide their products or services. Even though people are a necessary component to any successful team, managers often struggle to solve the people issues of their day.
Are you attracting the right people?
If you fish, you know the value of having the right bait. The more you know about who you are fishing for, where you will be fishing and what the condition are, the more successful you will be. Fishing teaches you that you must be patient. Do some research, ask local fishermen, adjust to the conditions and trust the process.
Are you able to answer:
Align the hiring process with your values
Are you frustrated by high turnover? You feel the burden of having to continually recruit and train new employees. Beyond that pain there are hard costs for your organization as well as the demoralizing toll of strolling through the graveyard of co-workers past. Are you clear on your vision and values? If you can communicate those core components, have you analyzed whether your hiring process is in alignment with your vision and values? Too often organizations recruit people that have skills but are not good value or cultural fits.
Are you tired of the revolving door of employee turnover? Are you willing to adjust your hiring process to stop chasing unicorns and start hiring according to your vision and values?
Build your vision by starting with recruitment
Previously we have written about the Three Character Keys for Acquiring Value Adding Talent. In an age where unemployment levels are at record lows, those that want to compete for talent have to get creative. This creativity comes in searching where those of the status quo are unwilling to go. Finding new fishing holes and experimenting with different types of bait will enable you to keep bringing quality team members into the boat.
While you cannot control everything your team members do once they are in the organization, you can control who you allow on the team. Start respecting the process.
Develop your organization by building a team
Whether you have a good team or you are committed to building one, who you let in the door is a critical decision. A bad hire costs more than a good one and the ripple effects can set your momentum back for an extended period of time. Conversely, as Gino Wickman points out in his book Traction, "If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time." Does this inspire you? Isn't that what good leaders want - a team with members who are rowing together and dominating? That process starts with an organization clear on their vision and values.
Build trust by creating clarity around truth in your organization, consistently protecting those values and developing accountability within the team from the top down and the bottom up.
Are you willing to change your approach
In his latest article covering change management, author and coach Lex Sisney shares the Stop-Start-Ideal methodology of communication. While he shares this as a means to better communicate with team members who need to adjust their actions, it also serves as a metric for adjusting our own thinking. If you find yourself doing things that are not getting the result that you want, it's time to stop doing the things that are setting you back. Get some clarity on your ideals. Start acting in alignment with your vision and values. Learn to fish with bait that attracts the type of fish you want in the boat.
Struggling with recruitment of new talent to strengthen your team?
Why do we keep going to the same well expecting it to no longer be dry?
Hiring from a short list within an industry bubble does not create a lot of room for introduction of new ideas, perspectives and strengths.
Read more on this topic, article HERE.
If you have found something to be true from your professional experiences and then find a respected publication that echoes those concepts, is this still confirmation bias?
The reason many industries fail to innovate or self-disrupt before it's too late is that they only look for industry insiders to add to their organizations. We want the books of business and the low hanging fruit of a professional who is ready to hit the streets from day one. Many leaders know from painful experience, hiring carry overs from a competitor carry their own challenges and/or baggage. Hiring from a short list within an industry bubble does not create a lot of room for introduction of new ideas, perspectives and strengths.
While I strongly believe that an organization should promote from within they also should be looking to extend their pursuit of quality individuals beyond the industry bubble. A company that spends all those resources to build a culture and a team that rallies around core values are too valuable to thin or disband through the lack of local progressive opportunities for people who have earned such through building the team. This commitment to internal growth does not mean that an organization should only build itself from those who are already versed in the field of operation.
I am glad to hear a respected publication promoting this idea of recruiting candidates who either have no direct experience or who may be a bit of a gamble as they are not industry versed prior to joining your team. Author and CEO/Founder, Liz Ryan shares this challenge and insight, "When you hire someone who lacks industry experience, it challenges you as a manager. You get to see your new hire encountering your world, and that is an instructive thing to experience. You have to train your newcomer differently. You have to ask and answer questions you may not have considered for years — or ever."
Too often we come to a point in our career where we are confident, if not comfortable, with what we know and we begin to first assume that everyone should know what we know (we got our elbows deep in the mud earning our experiences) and secondly that we forget to re-invest those nuggets of wisdom into our teams. We forget that it took many years for us to get where we are and we want immediate results from those who are working on our teams, we lose a bit of our patience when we lose our connection to the ground floor.
We want a mix of backgrounds, perspectives, ideas and strengths on our teams so that we will continue to challenge each other to be the best that we can be every day. Business is sport, its a competition against our opponents as much as it is against ourselves to not settle in the victories already won. Unfortunately, in the current climate you are either growing or you are dying, there are no other options.
So what do we do? Do we just hire the next ugly duckling that comes along and turn them into the star quarterback? That's not the concept as this should not be about bolstering our already inflated egos but rather a means to challenge and build our organization by infusing it with new perspectives, strengths and potential.
In our experience we believe the criterion has been fairly simple, is the candidate 1) honest, 2) hard working and 3) willing to learn? If they can bring these three character traits, items that we cannot give them, then we can train them to have the opportunity to be successful in our industry. Anymore we are looking for relevant as opposed to direct experience. Someone may not have the technical skills in our industry but if they have the work ethic, relational strengths, a track record of team building, or other strong qualities that will help our team, we want to bring them in. "You will shake up your own thinking," states Liz Ryan, "When you hire outside your industry -- and that may be the best gift of all!"
Liz Ryan - https://www.forbes.com/sites/lizryan/2017/09/24/five-reasons-to-hire-someone-with-no-industry-experience/#720b80656de3
More from izvents - Attracting Talent, What To Look For and Hiring, Three Character Keys.
Is there any value in texting with regards to recruitment? Yes. If you doubt this then take a minute to think about what you can learn as well as what you can eliminate through a few key texts. If we use a rough analogy of fishing with relationship to acquiring talent, we want as many lines in the water as possible in our quest for individuals who can add value to our team. Texting provides us a tool that can expedite the communication process so that we can be clear, consistent and expedient in our initial screening.
1) Text enables us to reach out to a potential candidate to gauge their interest and responsiveness - "Saw your posting on Craigslist, are you still looking for employment?" If there is no response you have just reduced your follow up list. If there is a response then you have a fish nibbling at the bait.
As a sidenote, understand that many candidates have not been mentored on how to professionally respond to texts, don't be surprised if you get responses which include some variation of, "How much do you pay?" If you remember that the text gives us a quick means of screening applicants, then I would encourage you to respond either with, "What salary range are you looking for?" or be specific, "Depending on experience the range is typically between $x - $X." If a respondent seems rude you can choose to discontinue the process but you may want to dig a bit deeper to ensure both parties have a complete picture of each other. Texting does not always provide the richest context for discerning a persons character.
2) Text enables us to provide a concise outline of what the duties of your open position(s) are to further determine if the responsive candidate would be interested in the opportunities your organization is offering. "We have an open position for X, the duties include [fill in the blank - BRIEFLY]." If there is no response, our work with this individual is likely complete. If there is a response then we want to draw them in closer to the boat.
3) Through text we have determined that we have a candidate who is indeed interested in work and is open to the opportunities that our organization can offer, now we get into specifics such as company requirements. "Our company requires the following [fill in the blank with a BRIEF list] to qualify for employment." If there is no response, there may be a good reason this candidate cannot find work. If there is a response then we want to get a look at what we have on the line.
Our texting has revealed that we have a responsive and interested candidate, that this individual is open to the opportunities that we have available and they can meet the basic requirements for employment that our organization has set as a foundation. What do we do next? Time for a phone call. So, we text them, "When would be a good time to set up a phone interview?" If at all possible this should be conducted as soon as possible. You potentially have what you have been looking for so do not lose what you have on the line by waiting too long. If you have successfully made contact with a potential candidate you will need to be prepared to expediently move your process with that individual into determining the quality of that potential hire. Depending on how wide you have cast your net, you will need to be prepared to think outside of the box with regards to a candidates direct experience with your industry versus their potential to adapt their character and relevant work experience into the responsibilities you are assessing them for (You can read more on this topic in our prior article on Attracting Talent).
Texting is a great tool to enable a recruiter to expediently get fish on the line as well as determine which ones are catch-and-release. Connecting with recruits requires a significant commitment of time, of those candidates we are able to make contact with many will be unable to be hired or they will not the best fit for the team needs. We want as many lines in the water as possible because we are always fishing for good talent to add to our team. In our recruitment process we need to be efficient so that we can communicate clearly and respond quickly when we have attracted someone who can add value to our mission.
You can stand at the banks and curse the water for the lack of fish or you can start casting.
In The DYOJO our goal is to help you discipline your mind and habits for growth. More info.