Tuesday, August 26, 2014

Training Pitfalls to Avoid

I’ve collected training horror stories in my 19 years of experience managing and delivering training. Here are some of them:
  1. Sending people to training without understanding or clarifying workplace development objectives. – The learner and the manager failed to discuss the reason why the former is being sent to training. The manager did not make an effort to understand what the training is all about and what the expectations are.  The absence of this communication puts the learner in a quandary and may even result to resistance to the intervention. This is a perfect formula for causing the employee to hate being sent to training.
  2. Sending people to training to change their attitude – Many managers see training as a tool for attitude adjustments. I am always skeptical of this.  I personally believe that people’s attitude is pretty much their reaction to a situation, and the situation that they react to the most is the kind of leadership they are getting. Whenever I get this kind of request, I smell leadership training in the offing.

Friday, August 01, 2014

Leading to Engage

I don’t know why conversations about employee engagement often end up with HR taking  the blame for the lack of it in the workplace. I must admit that HR can do a lot to champion employee engagement by initiating management sanctioned programs to increase employee satisfaction and yes, maybe employee engagement.  However,  I’m of the opinion that the potentially more powerful champion of employee engagement are the line/business managers and supervisors.  Why? Because they have the best opportunity to keep employees engaged every day!

The problem I believe is this. Many of both HR practitioners and managers are stuck to the old command and control approach to management that barely work anymore and are having difficulty transitioning to one that is more needed in this changed world of work.  Yes, the world has significantly changed because, people now have more access to information and are perhaps as knowledgeable if not more so than their managers. When these new capabilities are not accessed or if employees’ higher perception of their capability to contribute or simply make decisions within their areas of responsibility is not used, they feel dis-empowered and bring their disappointment and frustration to the workplace in the form of disengagement.

The leaders of today need to adapt to this new world of work by being more engaging and empowering.  They need to turn communication as they know it upside down by inquiring and listening more than telling and instructing.  If a manager can build a sense of community of empowered people who make decisions every day  to contribute to common goal rather than supervise people into compliance, he/she will be harnessing people’s talent to the fullest. If a manager can recognize strengths, reward and encourage employees to use them, people will be having more sense of fulfillment and achievement. If managers can keep working relationship healthy by being mindful of keeping trust high, they’ll get more engagement from people.

Monday, July 14, 2014

Developing Your Recruiter Competencies Part 2: Being Resourceful

Photo grabbed from www.dilbert.com

Gone are the days when, you just post your vacancy in a leading broadsheet and then you’ll get the talents you are looking for. Unless you are looking for unskilled labor, that thing just won’t work anymore.
Today’s recruitment reality, especially if you are looking for knowledge workers and experienced talents is this; you are competing with many other companies for these talents.  Some of the best talents are already employed.  If you are looking for top talents but you and your hiring decision makers are unwilling to change their beliefs about recruitment, you’ve got to be the darn best employer in the market or you’ll end up hiring desperate job applicants.  You might want to ask which hiring rules you should start reconsidering, here they are.
  • Three-shortlisted candidate rule. Chances are, by the time you get your second or third candidate; your first candidate will be long gone.
  • If your budget only covers newspaper or job portal ads, you’ll be casting too small a net.
  •  If you won’t consider interview schedules that are outside office hours or offsite, you might lose a potentially great candidate who is currently working really hard and doing his/her best not to let her job exploration get in the way of his/her current responsibilities.
And because today’s topic focuses on resourcefulness, here are some of the things you need to learn how to do as a recruiter:
  • Use social media to attract candidates
  •  Expand your social capital by connecting to as many people who can help you locate the best candidates as possible.
  •  Learn headhunting or hire one (ExeQserve’s number is 8933199)
  • Put together a mean referral program that would greatly incentivize people for pointing potential employees your way.
  • Learn to work with Marketing on how to build your employer brand because believe me, if you have great employer brand, it would be easier for candidates to consider exploring your organization .


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