In the progression of building a team, by the time you reach the on-boarding phase you have done much of the initial heavy lifting. Where in years past candidates would seek out your organization looking for an opportunity for employment, the tables have now turned and most companies are actively engaging in proactive recruiting measures.
According to Fit Small Business, a 2017 study from Hire Well noted that, “52% of hiring managers claim that passive candidate recruitment has been less effective.” When your corporate and/or local listing are competing not only with a void in the labor market of available candidates but also the likes of professional recruiters on sites such as LinkedIn, your traditional methods of recruitment are going to lose their effectiveness. Employers that are looking to add talent to their organization are going to have to adopt the posture of hunters who understand their target and are adapting to the surroundings which would include a shortage of prey.
One quick tip is to expedite the screen process through simple means such as texting candidates as introduced in our article, Text For Hire.
If you have new employees to on-board into your organization than you have at least been able to chip away and some fragment of the quantity issue. You have increased your headcount, even if that is only one employee, which is something many companies are struggling to do. This deserves at least a golf clap. Now we want to begin the quality aspect of team additions, we want to create an entry experience that excites them to engage in the organization’s mission. In their book, Insuring Tomorrow, Tony Canas and Carly Burnham work to bridge many of the gaps between organizations and millennial employees. Tony and Carly have some practical tips for the first day and orientation throughout their book in addition to reversing a myth about millennials and criticism, “They’re absolutely comfortable with getting constructive feedback, but worry much more if they get no feedback, which is what is truly demotivating for a Millennial (p 58).”
When on-boarding new team members, those in positions of leadership should correct bad habits and details early. As the Hall of Fame UCLA basketball coach John Wooden states, “A coach is someone who can give correction without creating resentment.” If your hiring process has enabled you to attract candidates that connect with your organizational mission and values then this tone of coaching should already have been outlined. The right additions want to know how to do things the right way and how to excel in their roles within the team. Honest feedback is good feedback when progressing towards a goal. If there is push back on the feedback given, leaders will need to determine whether there was a miscommunication, an inability or an unwillingness as outlined in our article Conflict. Each response requires a different approach and will result in a different outcome.
All of our processes should be geared towards creating clarity as a lack of clarity is the prime catalyst for the corrosive effects of confusion and explosive tension of negative conflict. As we establish clarity in our vision, our values and our systems then we can develop consistency in our processes as well as accountability in our organization. Every phase is important and clear communication is essential from recruitment, to on-boarding and on through employee development. Be clear about your values and consistent in your approach and the process will create team members who are engaged and able to assist with building accountability throughout the organization.
// References // 1) Fit Small Business; 2) Insuring Tomorrow
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Jon Isaacson has a monthly feature column with Restoration & Remediation (R&R) Magazine titled The Intentional Restorer