 |
|
|
|
|
|
|
 |
 |
 |
 | |||
 |
 | |||||
|
Vital Signs - Issue 10 February 2007
Our motto is
"Doing What Is Right In Hiring" Part of that is to help our clients and contacts in what you do best everyday, ..recruit, hire, and retain top professionals! Additional
Information: Do you have
comments, questions regarding hiring,
|
A monthly online publication designed to help employers recruit, recognize, reward, and retain their workforce. Attracting Top Performers Begins
With You
In our last few issues, we’ve discussed the current state of the economy and the fact that obtaining skilled workers is more difficult as Baby Boomers retire, fewer people are available in the overall workforce, and unemployment is hovering at or near all-time lows. Since there isn’t much you can do about the unemployment rate or the number of people retiring, let’s concentrate on something you can do something about—your own department. Your
long-term success may be determined by the people you manage
and the teams you assemble, organize, and develop. Look
over your staff, evaluate its strengths and weaknesses, and determine
if you’ve been able to attract and retain the top performers
in your industry. If not, the first person who may need
to change their thought process is you!
In our last issue, we discussed the attitude of making employees your allies and working together toward established and agreed upon, measurable goals. Let’s explore some of the specifics of how to do that. Within
an organization, you are given performance targets to achieve
and numbers to reach.
You know that you need the best staff working for you in order to
achieve your group goals. Following the logic of looking for
top performers, the first question to ask is, “Why would a
top person want to work on my team?” That question gives you
a great perspective on how your department is organized and whether
or not you can attract top people.
A
manager vs. a leader Employment
Guru Dale Dauten’s most recent book, How Gifted Bosses
Hire and De-hire Their Way to Success, details what it means
to be an exceptional manager (or should we say leader?), what
he terms a “gifted boss.”
While interviewing top managers around the country, Dauten noticed that they still had turnover. Some of their best employees were leaving for great jobs, while some less talented people were leaving “because the gifted boss was escorting them out, usually with such grace that they gladly moved on to a position better suited to their gifts." This, in Gifted Bosses, is called “de-hiring.” And as Dauten sees it, “with firing, struggling or difficult employees are being told to leave. With de-hiring, those same employees are invited to stay, but only if the conditions are right for the person and the team.” Establishing
a standard of what Dauten calls “GEO” (Great Employees
Only), a gifted boss supports his team and establishes a high
level of accomplishment and achievement for all the people on
that team.
If you have a person who is not happy and you can’t salvage them as a productive employee, then do all you can to assist them in finding a better position where they will be happier. This involves no blame or fault finding, but an honest effort to support them in what they enjoy doing. If you have a sincere desire to help them, you can save your relationship, and if they can transfer to another group within your company, you can also retain a happy employee. In addition, you’ll also open up a position in your organization that can be filled by a possibly outstanding person. Surprisingly,
Dauten also noted that the gifted bosses he observed were not
brutally demanding bosses, firing anyone who made a mistake,
but “lovably demanding bosses” who looked out for
and genuinely cared for the people working for them to ensure
they were where they wanted to be. So, to have “leadership
success,” 90% of what you do is hire and de-hire, while
the other 10% is to inspire the team you’ve developed. This
goes well beyond production meetings designed to push the numbers
in your department, but rather involves an understanding of each
individual and what’s important to them, as well as working
with them to achieve their goals.
Blow
past your goals for 2007 Another
benefit to developing an organization that exceeds its performance
goals is that your group begins to gain a positive reputation
within your company. Second, the accomplishments of individual
members, the group overall, and you as a manager will earn you
bragging rights, as well. And finally, it also enables your group
to attract even more top performers, each with a passion to succeed. This
process perpetuates itself, and your success becomes contagious!
Treating employees as allies is the first step toward building your “dream team.” Becoming a gifted boss and leader is next, and creating the proper environment, one that attracts top talent, will enable you to realize the full potential of your employees and their ability to work together. If done correctly, you won’t just meet your production goals for 2007; you’ll blow right past them. And in the process, you’ll be cultivating the type of work atmosphere and environment where excellence is the rule, not the exception.
(While
attracting top performers begins with you and your ability
to create the right team and an attractive environment for
star candidates, there are also other factors involved in the
equation. If you truly want to become a company where
top performers clamor to get in the door, you must be versed
in the “WIIFM” principle—more specifically “What’s
In It For Me?” In next month’s issue, we’ll
examine this principle and discuss ways you can use it to ensure
that your team is composed of the people you need to take your
production, and your company, to the next level.)
© Copyright 2007
|
|
If you would like to be removed from this mailing list please click here. Integrity Personnel, Inc.. adheres to SPAM rules and will honor your decision to be removed. | |