Posted by Kathleen Frank on Fri, Apr 23, 2010
This is part 2 of our blog series on Good People are Hard to Find
The popular misconception has been that key motivating factors in a job are money, perks and benefits. While these are important, motivating drives depend more upon the individual. What motivates one worker may not motivate another. There are employees who crave routine, details and a methodical pace, while others thrive on variety, authority, and fast pace. There are employees for whom the right title and right office are critical, and employees who would be embarrassed by these displays. A large salary can't compensate an employee who is miserable making widgets alone in a room, when he thrives on contact with people. Here again, assessment tools referred to above can aid significantly in uncovering these distinguishing motivating factors.
Thorough Reference Checks
Despite the common opinion that former employers will not share information on a candidate, it has been my experience that past employers and acquaintances are willing to share their opinions and perspective on an individual with whom they formerly worked, if you get to the right person. A good approach to reference checking is to ask the candidate for their suggested references, speak with those references, then ask those people if there is anyone else they would suggest you contact. You will be surprised what you are able to discover.
The hiring decision is among one of the most important ones that a manager or business owner will make. It is much easier to do a good job up front in the hiring process than to deal with the repercussions of a bad hire later down the line. Investing time and some resources into developing and maintaining a well-designed selection process will reap benefits that will positively impact the company's bottom line.
Photo by steve p2008
Read part 1 of Good People are Hard to Find.
What did you think? How do you figure out what motivates your employees?
Posted by Kathleen Frank on Fri, Apr 16, 2010
This is part 1 of a 2 part article on finding good people. Be sure to check back next week for part 2.
How often have you heard the phrase, Good People are Hard to Find, articulated in your company? The war to win qualified employees presents many challenges to employers today. Business owners and managers know all too well the consequences of a poor hire, including costly mistakes, high turnover, low morale, all of which ultimately affect productivity and quality which, in turn, results in financial loss for companies.
In addition to lower productivity, rehiring and training costs are also hitting businesses in the pocketbook. The U.S. Department of Labor reported that it costs 33% of a new hire's annual salary just to bring that person on board. If a new employee decides to leave a company in a short period, the employer has to absorb the additional cost of hiring and training yet another replacement
Making a Match
Hiring the best matched person for each job greatly reduces the occurrence of employee flight. The question is, how do you really know if a job candidate has what it takes to fill your position for the long term? The formula for success consists of a multi-pronged approach to selection, including the following components.
A Well Thought Out Recruitment Process
When you advertise a job in the paper or on the internet, what kind of words are you using to describe the job and the company? Are you using the type of language that will attract the individuals that you want? Or are you driving potential candidates away by the way you are presenting the opportunity? Think about your audience when developing ad campaigns, and remember that you are "selling" the opportunity to work for your organization to candidates who may have many choices. Despite the economy, there are plenty of companies hiring that are competing for the same talent base as you.
Structured Behaviorally Based Interviewing Techniques
"Past behavior is a predictor of future performance." By seeking out actual examples of past performance and behavior, you will have a glimpse into how an individual actually will behave in your workplace. Identify the criteria that you are actually looking for in a candidate (i.e. Quality Orientation; Leadership; Initiative; Teamwork) and develop interview questions that will provide data around each of those criteria. Develop your interview questions to seek an actual example of a situation or task that the candidate dealt with, their specific action taken, and the end result. Ask good follow-up questions to ensure that the answers the candidate is providing are complete. Ask all candidates the same interview questions so that you have a basis of comparison. By taking this approach, you will have a wealth of data from which to base your hiring decision rather than a "gut feel."
Use of Assessment Tools
These tools can be invaluable, particularly in the area of understanding a candidate's particular propensities for success in a certain role, by tapping into the elusive aspects of what drives and motivates that individual. Assessment tools, or "tests" reveal aspects about a prospective employee that might not be readily apparent in an interview. They can provide extremely accurate insight into which individuals are best suited for a particular job, and for working with a particular co-worker, boss and working environment. While these types of assessments have been in existence since World War II, their popularity has dramatically increased in recent years.
Remember this part 1. Check back next week to find out what really motivates employees.
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