With the employment market tightening and jobs scarce, employers seek employees with the “right” attitude. Identifying these candidates can be a little “tricky,” as the selection process is almost invariably not designed to measure these attributes.
Before discussing the hiring matter, we need to examine the underlying reasons for the hiring need in the first place, along with a framework for dealing with them.
NEW EMPLOYEES ARE COSTLY
Employers hate employee turnover. If the turnover rate is high the company will notice a negative impact on the “bottom line.” The costs of recruitment, selection, hiring and training new employees are high. And, depending on the complexity of the job, lower productivity, while new employees gain necessary experience, is another costly factor. Experienced employees lost to the competition are an even greater threat. These employees may know business philosophies, practices, techniques, trade secrets, and strategies which could strengthen your competition. Considering all of these negatives, savvy management does its best to retain their valued staff.
KEEPING VALUED EMPLOYEES
Experienced, qualified and productive employees are an asset, but keeping them can be challenging. Loyalty to employers hasn’t been the norm for many years. Of course companies can do a number of things to keep the good ones.
Many years ago a researcher named Frederick Herzberg (The Motivation to Work, 1959) developed a theory that divided job satisfaction into two major components: Motivational factors and Hygiene factors; with the motivational factors such as interesting work, challenge, recognition, and variety being, by far, the more powerful. On the other hand, the job features we all expect, such as pay and benefits or working conditions are nowhere near as important, except to serve as potential causes for dissatisfaction. These findings may be counter-intuitive, but as we all know, we will spend hours doing the things we like to do, with people we like to do them with. Conversely, unchallenging tasks, or work performed in a non-supportive, or uninteresting environment, will typically not evoke our best efforts
So making your workplace a challenging, exciting, and supportive place will greatly help in reducing or limiting avoidable turnover. As an important added benefit the customers will have a better relationship with a motivated, helpful, satisfied workforce.
Now that we’ve examined the background, let’s look at hiring new employees. While it’s obvious that it is best to retain employees, turnover will occur, and businesses may grow. This being the case, a superior recruitment plan is essential, as it will help accomplish several things: hire the “best,” have a good fit between employee and job, lessen the need for discipline or discharge, reduce turnover, and provide a competitive edge.
THE RIGHT STUFF
Employers tell us that the most important characteristic to look for in a new employee is the “right” attitude. What is the right attitude and how do we hire people with it? The right attitude, according to most employers, consists of several qualities:
– Positivity (doesn’t focus on negatives)
– Superior interpersonal skills / a liking of people
– Desire to learn
– Willingness to work, (and work hard)
– Dependability – Desire to accept challenges
– Team player
With these characteristics the employee should exhibit a “good attitude” toward his employer, fellow employees and your customers.
FINDING AND HIRING EMPLOYEES WITH THE “RIGHT ATTITUDE”
Considering the above attributes, be serious about your hiring process, as you know the headaches resulting from poor decisions. Here are some suggestions:
–Identify the essential characteristics required for success on the job.
–Incorporate behavioral and attitudinal qualities into your selection criteria.
–Include these requirements in your job bulletins, advertising, employment agency requisitions, etc.
–Carefully examine employment, educational and personal history (to the extent permitted by the law).
–Conduct a background check on candidates.
–At the interview, observe the candidate’s behavior, general attitude and demeanor, body language, posture, facial expressions, eye contact, etc. (You may want to try an interview panel to guard against subjectivity and “blind spots”).
–Consider using role-playing, situational questions (e.g., “What would you do if?), and performance simulations.
–Make sure the candidate is someone you will be comfortable around, as you may spend more time with him/her than with your spouse.
–Look for a “smile.”
Copyright ©, 2008, Dr. Ben A. Carlsen, MBA. All Rights Reserved Worldwide for all Media. You may reprint this article in your ezine, newsletter, newspaper, magazine, website, etc. as long as you leave all of the links active, do not edit the article in any way, leave my name and bio box intact, and you follow all of the EzineArticles Terms of Service for Publishers.
Ben A. Carlsen, Ed.D, MBA, is an experienced CEO and manager. Dr. Carlsen has over 30 years experience in management, consulting, and teaching. Currently the Head of the Business Department at Everest Institute, Hialeah, FL., he was Chairman of the Los Angeles County Productivity Managers Network and President of the Association for Systems Management (So. Calif. Chapter). Additional information can be obtained at http://drben.info