Posted by
Lynn McConnell on Wednesday, August 26, 2009 at 5:14 PM
Categories:
Talent Management,
Human Resource Systems,
Performance
At a recent workshop I was conducting, the subject of hiring came up and I used that phrase
“hire slow, fire fast”. Every head in the room began to nod and everyone made the comment that they with they would follow that axiom. They all agreed with the concept, and all agreed that they had made the mistake of hiring fast, firing slow and had lived to regret it – so why, as employers, is this so hard for us to do?
I think there are several reasons we find ourselves in a position to have to hire fast.
1. We don’t prepare for the inevitable. People leave jobs. Sometimes they move, sometimes they are promoted – they leave jobs for any number of reasons, so we need to have someone cross-trained to fill in for that position until we can get it filled with a new hire. You should be cross-training every position in your company.
2. Hanging on to an employee who is not a fit and wishing they will somehow change. If someone is in a position they are not suited for, they will be miserable and eventually you will be too. When you are hiring a new employee don’t just look for the hard, technical skills or experience necessary to do the job, look for the ‘soft skills’ necessary to be successful in the position. Do you have a people-person stuck in the back room doing research? They will eventually get miserable enough that they will leave, and you are back to the drawing board trying to find a replacement.
3. Not clearly defining the expectations of the job and communicating those expectations to the employee. They have to know what you want them to do, then you have to give them the tools to do the job. If not, again, you may find yourself with a vacant position.
I like to have my clients prepare for hiring as if they are preparing for an exam. Look at the job, understand the hard and soft skills necessary to do the job successfully, understand the culture of your organization and the type of person who will fit in with the rest of the company, develop interview questions that will help you uncover these attributes.
Involve others in the hiring process. If there are peers that will be working closely with this individual, have them sit in on the interview process as well.
Make sure you are honest with the candidates about what the expectations for the position are and what the culture of your organization is. It has to be a fit on both sides in order for the candidate to succeed in this position.
And CHECK REFERENCES! Don’t listen to people who say you can’t get information from past employers – you can! And you should.
After you’ve done all of this, there is no guarantee that the hire will be a successful one, but your odds will be greater. If you do find that you made a mistake, do yourself and your new employee a favor, let them go.
I heard a very wise HR professional say that
every employee deserves the opportunity to be set free to find their special place in the world – sometimes that place is with your organization, sometimes it’s not. Let them find their special place.
Posted by
Lynn McConnell on Monday, August 10, 2009 at 1:01 PM
Categories:
Training & Team Building,
Leadership Development,
Performance
It’s that time of year again – Summer!
At my house that means the garden (and weeds) are in full swing. While I don’t love pulling weeds, I do find that I do my best problem solving and thinking when I’m out working in the garden. Maybe it’s the fact that it’s so peaceful and quiet. I leave my phone inside and listen to the birds chirp.
I find that it’s a great way to clear my head and let the ideas flow. I’ve made some of my best business decisions while out picking green beans!
And I find that gardening is a lot like organizational development. While the ripest, sweetest fruit is at the top of the tree, I often find myself going for that low-hanging fruit near the bottom. It’s not as sweet, but it’s easier to pick – who hasn’t taken the easy way out on a project? Pulling weeds is hard, back-wrenching work, but when it’s done, the results are so obvious and worthwhile – often like making major organizational changes.
So, next time you are stumped for finding a solution to that problem, or aren’t sure which direction to take……….get out of
the office and into the garden. You might be surprised at what you discover there.
I hope you enjoyed this blog. Let me know what you think!
read more...
Posted by
Lynn McConnell on Wednesday, July 29, 2009 at 12:45 PM
Categories:
Training & Team Building,
Leadership Development,
Performance
I had the privilege of participating in “Operation Boss Lift” through our local ESGR group. ESGR stands for “Employers Support Guards & Reserves” (for more information go to
esgr.org). This is a group that acts as a support for employers who have employees who belong to the Guards and Reserves. This event is meant to show local employers where their employees go when the leave for 2 weeks or have to deploy.
For 1-1/2 days we were given an in depth tour of our local National Guard base – we got to talk to the members of the Army, Air Force, Navy, and Marine Guard units stationed there. We got to fly in an A-10 Wart Hog jet simulator (and blow up radar targets). We got to fire M-16 automatic rifles in an indoor range – don’t worry, there were no real bullets involved! And, we got to fly in a Blackhawk helicopter!
But the most impressive part of these two days were meeting the young men and women serving our country and talking to them about what they did for the military and our country.
What most impressed me as we went from one demonstration to another was the fact that every one of them knew what their mission was, they knew where their mission fit into the bigger picture, they knew who they supported and who was there to support them, AND they were keenly aware of what it was all costing them and us. There was not the slightest hesitation when they were asked what their jobs were – they knew it. They were all fully trained in how to operate and maintain any piece of equipment they were asked to use.
There was friendly competition among the various units and branches of the military, but they all know what their purpose was and why they were there.
Many of these Guards and Reservists were only there part time. The rest of the time they hold down jobs in the private sector. In talking with some of the employers taking part in Operation Boss Lift, they indicated that these Reservists brought this same kind of energy and focus into their civilian jobs.
I know our military isn’t perfect, but in this case they seem to be doing it right – giving their ‘employees’ a goal that is clear and understandable, helping them understand how it fits into the bigger picture, giving them the tools and training they need to get the job done.
Sounds like a recipe for success whether it’s in a civilian organization or a military one.
Posted by
Lynn McConnell on Wednesday, March 25, 2009 at 6:38 PM
Categories:
Talent Management,
Human Resource Systems,
Performance
With the roller coaster economy today, employers understand the importance of managing performance within their organization. They may even have a formal, well-defined performance evaluation program in place that is completely on an annual or semi-annual basis. While this is a great start, often times these programs fall short of meeting the goals expected because they are missing one key element – clearly defined performance expectations.
Without clear expectations, outlined in advance, these performance evaluation programs are often nothing more than a re-hash of what went wrong, not what will we do right. Without clearly defined expectations, employees might assume they know what to do, but oftentimes miss the mark. This then sets them up for yet another review that is just that – a review.
Performance management should be about planning and working together to meet the goals and objectives of the job, the department, and the organization.
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Performance expectations should be:
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Connected to the goals and objectives of the organization
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Forward looking
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Clearly defined
- Designed and agreed to by Manager AND the Employee
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Reviewed regularly
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Changed and updated as the Company’s needs change
Where to start?
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Start with organizational goals. Employees need to know how what they do directly impacts the success of their organization.
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Ask questions. The employee is the person doing the job, they are generally the ones who know best what should be done. Ask them for their opinions, then be quiet. Let them do the talking. Be patient – employees are not always comfortable offering their opinions.
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Even if you disagree, or they have completely missed the mark, acknowledge their perspective, and remember that this is a two-way conversation. Ask more questions so that you understand their point of view.
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Challenge them to set the bar a little higher. Encourage them to stretch their expectations for performance. Set expectations that are challenging, yet attainable.
- Be specific and give examples of what it means to meet this expectation – and what it looks like to exceed the expectation as well. Get them in writing.
- Once they are down on paper, review them again and make sure you both understand what they mean.
- Get agreement and commitment on these expectations. Having the employee and manager sign off on these expectations provides a further means of committing to achieving them.
- Keep these expectations out where you and the employee can see them and refer back to them on a regular basis.
- Don’t be afraid to make revisions and changes as needed throughout the year.
Following these simple steps will ensure that you have an employee who is committed and productive, and an organization that can survive even in the most down economy.
Posted by
Lynn McConnell on Tuesday, March 10, 2009 at 10:20 AM
Categories:
Talent Management,
Human Resource Systems,
Performance
Whether you are in a period of rapid growth or in a downturn, effective
performance management systems are a valuable tool in helping increase productivity and increase employee engagement.
Introducing a formal performance management system can be a challenge to any organization. Employees are often afraid of change, so the more ownership they feel they have of the process, the more likely you are to have a successful transition.
If you are considering moving from an informal to a formal performance management system, here are some things to consider:
- Take a snapshot of your current system. You don’t have to re-invent the entire wheel. There may be some parts of the current system that can be adapted to fit into your new system.
- Manage work by ensuring that every position has clearly defined performance expectations. Make sure these have been clearly communicated to those employees being asked to do the job. Encourage your supervisors and managers to provide employees with feedback on a regular basis. This lets employees know that their job is important and that management is committed to their success, and increases overall communication.
- Give employees a chance to help create the new system. Employees will have a clearer understanding of how their jobs fit within the company and directly impact company goals.
- Coach the coaches. Make sure that your supervisors are effective coaches who understand the new performance management system, and understand the important impact it will have on your organization’s success.
- Create momentum by helping employees see how performance management enables them to improve and could increase their earning potential.
- Communicate the new plan. Don’t just write a little article in the employee newsletter -- meet individually with each department, send emails, send flyers home in their paychecks, paper the walls with the new plan.
- Target specific, observable behaviors for performance management. Every job function should have tangible results aligned with the business. Keep it simple and focus on specific behaviors you are expecting from your employees.
A successful performance management system focuses on clearly defined expectations and behaviors to ensure you get the results your organization wants to achieve.