Hiring for Success

Written by Megan Tough

Hiring someone new to work in your business is one ofrepparttar most critical decisions a business owner makes, although it is not always givenrepparttar 119505 justice it deserves. If a position is vacant, or additional staff is needed, recruitment decisions are often driven byrepparttar 119506 pressure to get someone in quickly, rather than waiting forrepparttar 119507 best person to fillrepparttar 119508 job. Lack of proper and systematic recruitment process can also result in a high cost torepparttar 119509 business.

The direct and indirect costs of this recruitment process are many, and have been estimated to be at least 30% ofrepparttar 119510 new person’s salary on average:

·Recruitment costs – include advertising and agency fees (if used), travel ·Cost of time – for everyone involved inrepparttar 119511 interview process ·Cost of havingrepparttar 119512 job unfilled ifrepparttar 119513 process is lengthy ·Cost of lost productivity – “the show must go on!” Co-workers are picking up extra workload and completing unfinished projects. The reduced productivity of managers who lose key staff can be a big issue ·Cost of training – on average it takes 20 weeks for new employees to become fully productive. Consider alsorepparttar 119514 costs of orientation, learning materials and lost productivity ofrepparttar 119515 manager overseeingrepparttar 119516 new employee. ·Costs of person filling in – this may be a current employee, in which case their own job suffers, or a temporary person.

Further costs are incurred whenrepparttar 119517 process is inefficient and time-consuming, and whenrepparttar 119518 process does not result inrepparttar 119519 best person forrepparttar 119520 job being hired.

Sorepparttar 119521 incentive to hirerepparttar 119522 right people and keep them for as long as possible should be a focus for all businesses.

So what approach to recruitment givesrepparttar 119523 best chance of long-term success?

Job Definition You need to have a clear understanding of whatrepparttar 119524 job involves in terms of activities, responsibilities and priorities. Oncerepparttar 119525 nature ofrepparttar 119526 job has been clearly defined, we can begin to specifyrepparttar 119527 attributes (education, skills, experience, competencies) of a person who is likely to dorepparttar 119528 job successfully. It is these, particularlyrepparttar 119529 qualitative skills, that makerepparttar 119530 biggest difference to job fit.

Attracting and Assessing Applicants There are numerous sources for finding applicants for a job. Some of these include traditional newspaper advertising, approaching people directly, use of agencies, job groups, unemployment agencies and so on. The one you use will vary depending onrepparttar 119531 job and industry. When it comes to assessing applicants, most people makerepparttar 119532 same mistake – we all believe we are good judges of character, and trust our gut when it comes to making hiring decisions. Sometimes this will work, often it will not. A sound recruitment process works to take as much ofrepparttar 119533 subjectivity out ofrepparttar 119534 process as possible.

Dealing with Problem Behaviour in the Workplace

Written by Megan Tough

I personally struggle withrepparttar term “managing people”, because I firmly believe that people cannot be managed – only processes and systems can. How many times have you heard it said – “Why won’t my employees just do as they are asked?”

Despite all our best efforts at “managing”, we have very little control over other people’s actions, includingrepparttar 119504 people that work with or for us. We can inspire, motivate, guide or threaten them, butrepparttar 119505 choice to act in a certain way is up torepparttar 119506 individual.

Today’s workplaces are complex environments – it is a rare occasion when all employees get on together and work enthusiastically and constructively to achieverepparttar 119507 goals ofrepparttar 119508 business. Problem behavior onrepparttar 119509 part of employees can erupt for a variety of reasons. Here are ten tips for dealing with it.

1.Recognize that problem behavior usually has a history It usually develops over time and seldom from a single incident. As a manager, it is your responsibility to be alert torepparttar 119510 early warning signs and deal withrepparttar 119511 underlying causes beforerepparttar 119512 situation reaches a crisis.

2.Ask yourself: "Am I partly or wholly responsible?" Ifrepparttar 119513 problem is in your team, then you are at least partly responsible for it. Perhaps you were blind torepparttar 119514 signsrepparttar 119515 individual was undoubtedly leaving you, or you chose to ignore them and hope they would go away. Perhaps you hadn’t been managing that individual’s performance on a regular basis, and so missed an opportunity to discoverrepparttar 119516 problem earlier. Whateverrepparttar 119517 reason, responsibility lies with you in some part.

You would be surprised how frequently it isrepparttar 119518 manager who has created, or at least contributed to problems of employee behavior. Having an abrasive style, being unwilling to listen, and being inattentive torepparttar 119519 nuances of employee behavior are all factors that contribute torepparttar 119520 manager's need to thoroughly examine what is going on.

3.Don't focus only onrepparttar 119521 overt behavior When confronted by an angry or upset employee, it's easy to attackrepparttar 119522 person and target their behaviour rather than examinerepparttar 119523 factors that underlierepparttar 119524 behavior. Often, this takes patience, careful probing, and a willingness to forgo judgment until you really understandrepparttar 119525 situation.

4.Be attentive torepparttar 119526 "awkward silence" and to what is not said When an employee is obviously reluctant to communicate, it's almost a sure sign that more lurks beneathrepparttar 119527 surface. Often, employees will hold back because they feel unsafe. They may testrepparttar 119528 waters by airing a less severe or kindred issue in order to see what kind of a response they get. In order to getrepparttar 119529 full story and encourage forthrightness,repparttar 119530 manager has to read betweenrepparttar 119531 lines and offerrepparttar 119532 concern and support necessary to getrepparttar 119533 employee to open up.

5.Clarify before your confront Chances are, when an issue first surfaces, you will be given only a fragmentary and partial picture ofrepparttar 119534 problem. You may have to dig deep to surface important facts, and talk to others who may be involved. One safe assumption is that each person will tend to presentrepparttar 119535 case from his or her viewpoint, which may or may not berepparttar 119536 way it really is. Discretion and careful fact-finding are often required to get a true picture.

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