| Hiring good employees is not only important to | | | | day with another day of playing a game of |
| business, it's essential. Employees are the heart | | | | softball with other, current employees, as Hal F. |
| and soul of a business; they are the mechanism | | | | Rosenbluth and Diane McFerrin tend to do within |
| that makes a business run; they are the breath | | | | their company? This would be great for company |
| of life that enables a business to be something | | | | moral and, at the same time, provide a chance to |
| more than an idea. A business cannot run unless | | | | see how the potential employee reacts in a team |
| someone (employees, in this case) is doing the | | | | environment. If the person is bent on nothing but |
| work. Any intelligent business owner should want | | | | winning and becomes angry when other |
| good employees.EMPLOYERS NOT THE ONLY | | | | teammates drop the ball or do not hit as far as |
| ONES TO FEEL THE EFFECTBad employees not | | | | they should, perhaps this person is not the best |
| only affect an employer by driving down sales, | | | | employee to have around. Chances are that their |
| costing the company unwanted expenses due to | | | | performance on the softball field will reflect their |
| negligence or simple lack of motivation, etc, but | | | | performance in the office. (31-32).Go for a drive. |
| they affect the customer as well. Of course, | | | | As again explained by Hal F. Rosenbluth and Diane |
| once a customer has experienced a bad | | | | McFerrin Peters, the way a person drives an |
| employee, it automatically affects the employer in | | | | automobile says a lot about a person's personality. |
| obvious ways. Although this seems like common | | | | Are they overly aggressive and speed through |
| sense to most people, it is uncanny how most | | | | traffic, weaving in an out of other cars, |
| employers will overlook this fact, whether it's | | | | determined to get to the point of destination no |
| because of time constraints to effectively deal | | | | matter what the cost? Or, are they assertive |
| with the problem or lack of better judgment. | | | | drivers who consider the safety of their |
| Whatever the case, it is a fact that sales get | | | | passengers and think of alternate routes when |
| driven down and production slowed for a reason. | | | | confronted with a traffic jam, focusing more on |
| That reason could very well be because of the | | | | the drive than the destination? (31). Which person |
| customer's lack of satisfaction with whatever | | | | would you rather have working for you? Which |
| service he or she had received and that lack of | | | | person would you rather have serving your |
| satisfaction stems from bad employees.FIND THE | | | | customers? If you were a customer, which |
| RIGHT PEOPLE TO START WITHThis is one of | | | | person would you rather have serving you?Invite |
| the most important things you, as an employer, | | | | your new, potential employee to a company social |
| can do. Getting the right people into your | | | | event. Are they the type of person that talks |
| company to start with gets things moving in the | | | | only of themselves and continuously brags about |
| right direction at the very beginning.According to | | | | all of the wonderful things that he or she has |
| Chairman and CEO, Hal F. Rosenbluth, and | | | | done? Do they even talk to anyone at all? These |
| Consultant, Diane McFerrin Peters, of Rosenbluth | | | | are the folks that either want to gain far more |
| International, the third-largest travel management | | | | than they are willing to contribute or aren't willing |
| company in the world, "Most of us choose our | | | | to gain or contribute. These are the type of |
| spouse with care and rear our children with | | | | people that will bring your company down.So, |
| nurturing and compassionate attention. Yet, we | | | | some key points to consider thus far:Consider |
| tend to select the people who will join our | | | | your employees before your customers. Not only |
| company on the basis of an interview or two, and | | | | will the employee put out a far better |
| once they have joined, they often find that they | | | | performance due to feeling respected, but your |
| must fend for themselves.This contrast illustrates | | | | company will also build a reputation as being "the |
| the disparity between the environments of family | | | | company to work for", which will attract other, |
| and work. But, given the amount of time we | | | | good employees.Be flexible. Constraints in the |
| must spend at work, wouldn't we all be happier if | | | | office constrain creativity and work performance. |
| we took as much care at the office as at home | | | | Go for casual clothing, if possible. Let your |
| to create a supportive environment? Wouldn't we | | | | employee decide when it's time to eat and take a |
| also be far more successful?" (28).The answer is | | | | break. Be flexible on your employee's schedule, |
| yes.THE CUSTOMER DOES NOT COME FIRSTIt's | | | | catering to his or her personal needs. The |
| important to remember that if you want quality | | | | employee will show appreciation in return, by |
| employees, your company must be of the same | | | | supplying a good output of production.Hire nice |
| caliber. If you expect to attract an employee who | | | | people. Not one customer in the world, no matter |
| thrives to be as dedicated to the business as | | | | what business you are in, enjoys service from |
| possible, doing more than what is expected, and | | | | someone with less-than-appreciative attitude. And, |
| putting forth 110% without any consideration | | | | your other employees will not enjoy working with |
| being given to the employee's personal needs, | | | | them either, bringing down moral and production |
| thoughts, and desires, you are truly fooling | | | | drastically. This kind of person will not be willing to |
| yourself. And, eventually, your business will suffer | | | | strive at contributing to your company; they will |
| for it.It's obvious to most, by now, that benefits | | | | strive to contribute only to themselves.Consider |
| and perks play a large part in attracting | | | | the unconventional when interviewing an |
| employees. I need not explain the many benefits | | | | employee. The more often you can set a |
| that a company should make available to attract | | | | scenario that a potential employee will not expect |
| a good employee because it should be common | | | | or could find to be an unusual method of |
| sense to most, by now. I will say, however, that | | | | interviewing, the better. It will give you a chance |
| attaining a good employee must go much farther | | | | to see what that person is really capable of, as a |
| than just having a great set of benefits. After all, | | | | person.RETAINING GOOD EMPLOYEESAs |
| does a wonderful benefits package actually | | | | important as attracting good employees is, it is |
| attract only good employees? Of course not. | | | | just as important to retain them. As always, |
| There must be more to it than that.For the | | | | benefit packages help to retain employees. But, |
| customer to be served with the best results | | | | again, this is something that most people are |
| humanly possible, a more modern approach to the | | | | already aware of. Sure, there will be those that |
| theory of customer satisfaction must be realized | | | | will want to stay for the great benefits. But, is |
| which is that the customer should not come first; | | | | that all you, as an employer, can offer? No.After |
| the employee should. Therein in itself is one of the | | | | spending as much time as you should have in |
| most successful ways to attract a good | | | | attracting good employees, it only makes sense |
| employee.When a business puts its employees | | | | that you would go to certain lengths to keep |
| first, many things can happen. To begin with, the | | | | them. Chances are, if you really attracted a good |
| employee is happy. If the employee is happy, the | | | | employee, it wasn't just because of the benefits. |
| service that the employee provides to the | | | | And, chances are that your good employee will |
| customer will be far more outstanding than if he | | | | not stay just because of the benefits. Benefits, |
| or she were not happy. If the service is | | | | although a positive force, are not the end all and |
| outstanding, the customer will be happy and that | | | | can, at times, be a false sense of security to an |
| only spells successful results for the business.This | | | | employer. Not everyone develops his or her |
| does not mean that an employer must wait hand | | | | retention decision on a benefits package, at least |
| and foot on the employee. No, it simply means | | | | not the smart employee.LET THEM CHANGE IT |
| that careful consideration to what an employee | | | | UP NOW AND AGAINLet your people explore |
| thinks, wants, and suggests should be considered. | | | | your company. Don't lock them into one, specific |
| Do not treat an employee as if he or she is a | | | | type of work, especially if they express desire to |
| factory robot working on a clock. Treat them as | | | | try other things. In today's job market, |
| people. Treat them with respect by talking to | | | | job-hoping, as it is known, is a regular occurrence. |
| them as people and not "talking down to them" | | | | If you provide your employees with the chance |
| as "employees". In fact, a good idea would be to | | | | to job-hop "within" your company, this is one way |
| remove the term "employee" all together. One | | | | of keeping them there. Give them the opportunity |
| successful company I know of refers to its | | | | to gain new experience, knowledge, and skills. This |
| employees as "associates", thereby empowering | | | | will only enhance your company anyway, by |
| their "associates" with a feeling of more respect | | | | having an employee that can do and handle more. |
| and purpose.EMPLOYEE LEADERSHIP AND | | | | It also increases confidence in the employee and |
| FLEXIBILITY A MUSTAn open, friendly | | | | makes their work more satisfying. The United |
| atmosphere is a must in a workplace. Micro | | | | States military and civil services such as police and |
| managing, as most already are aware of, is | | | | fire departments have already figured that one |
| frowned upon. This is for a reason. When a work | | | | out. They call it cross-training and fleeting-up and |
| environment is open enough for all employees to | | | | it's a great idea.COMMUNICATIONCommunicating |
| contribute and offer ideas and suggestions, | | | | is very important, not only in day to day business, |
| without ridicule or negative response, this sparks | | | | but in retention as well. People need to feel as |
| creativity in an employee and, again, empowers | | | | though they have a grasp on what is going on |
| them to contribute more to the business. If | | | | within the company. They want to know where |
| everyone feels as though they are a part of the | | | | the company is going and how they will be part |
| leadership process and not just a worker bee, | | | | of that process. They need to feel they are |
| they will have a satisfying feeling that can go a | | | | involved in the company. Being part of any |
| long way. Micro managing completely kills this | | | | planning processes, being able to contribute ideas |
| system.An employer must be flexible. Does there | | | | for the company, and essentially being heard is all |
| really need to be a rigid schedule? Does lunchtime | | | | part of communication. Again, this is emphasized in |
| really need to take place at a specific time? Who | | | | most of the U.S.'s military forces as well, even |
| actually needs a clock to tell them when they are | | | | though they conduct themselves in more of a |
| hungry? This line of thinking is what is needed in | | | | dictatorship.Know why your people wanted to join |
| every faucet of business, as simple as it seems. | | | | your company in the first place and hone in on |
| It makes an employee feel more like a human; it | | | | that. Keep that priority of the employee in |
| makes them feel as though the business respects | | | | consideration, always acting on it and developing it, |
| them as a person and will put them first. Once | | | | and the employee will want to continue that |
| that consideration is instilled in an employee's mind, | | | | purpose with a strong sense.Talk to your people. |
| there isn't anything that he or she wouldn't do for | | | | Not only should you get to know them, you |
| a business. And, when a person looks forward to | | | | should get to know what they continue to want |
| waking up in the morning to begin working in a | | | | and think. And, don't think for a minute that a |
| place where they feel management gives them | | | | person's desires and thoughts on particular |
| respect and thinks highly of them, they will put | | | | matters will be the same later down the road as |
| forth the effort to show appreciation.HIRE NICE | | | | they were when they first joined the organization. |
| PEOPLEExperience and degrees are great ways | | | | Things change, including your employee's thoughts |
| of measuring employees' qualifications and | | | | and desires. Keep up with those changes.Get |
| potential...but ask yourself, are they nice people? A | | | | feedback from your employee's. Find out what |
| person can be the most qualified, educated, and | | | | they think is right and wrong with the company. |
| experienced possible employee on the planet but | | | | Provide a feedback forum. And, most importantly, |
| if they have the personality of a wet paper bag | | | | act on the information you receive from this |
| or of a caged wolverine, it's guaranteed they're | | | | feedback.In summery:Let your employee job hop |
| not going to do much for your business. Those | | | | and provide an opportunity to let them do it |
| that have to work with them will be disgruntled | | | | within your company, instead of having to go |
| on a daily bases and begin putting out a poor | | | | outside the company. More than likely, if they |
| performance. The customers that receive service | | | | can't do it in the company, they will venture |
| from them will be unhappy and I need not say | | | | outside to a place that they can. Take advantage |
| what happens after that.Hire nice people. Nice | | | | of the multiple skills your people can learn within |
| people can do wonders for a business. Sound | | | | the company. This not only helps your company |
| picky? It is. But, when it comes to your business, | | | | out, it gives the employee a feeling of more |
| can you afford not to be picky?A nice person can | | | | purpose and he or she will enjoy not having to go |
| learn anything. Nice people are pleasant to be | | | | far to expand their skills.Keep your people in mind |
| around and are easy to teach. They are | | | | when it comes to information on where the |
| notoriously quick to learn. So, even if your nice | | | | company is headed and what it is doing. If the |
| person does not have the skill set that you are | | | | employee does not feel informed on what is |
| looking for, one might consider the possibility of | | | | happening, they will not feel as though they are |
| training. Think about the potential, especially if nice | | | | part of the company and, therefore, will not want |
| people seem to be rare in your neck of the | | | | to stay, in the long run.Get to know what your |
| woods.HOW DO YOU FIND NICE PEOPLEThis | | | | people want, when they first enter the |
| should be obvious. During the interview process, | | | | organization and periodically throughout their |
| were they down-to-earth or were they focused | | | | tenure. People's motives and desires change. The |
| solely on success, success, and more success? | | | | good employer is the one that can keep up with |
| As crazy as it may seem, the total, success | | | | those changes. Offer feedback methods and |
| driven fanatic may not be the best option. Again, | | | | make sure you act on the results.Above all, |
| the person who seems more like a "person" | | | | remember what it was that got you that good |
| would be the best candidate for hiring. In the long | | | | employee in the first place. The concepts |
| run, they will make your business more successful | | | | mentioned in this article that enable an employer |
| because they would make the customer, as well | | | | to attain a good employee to begin with are |
| as those that have to work with them, | | | | basically the same principals of retaining them as |
| happier.Conduct tests and unconventional | | | | well. It's that simple. Anyone who works for a |
| interview methods. Why should an interview | | | | company that considers their needs, is just, and |
| consist of one or two meetings in a stuffy room? | | | | can remain flexible, as well as provides other good |
| How can we really find out about a person that | | | | employees to work alongside, will want to |
| way? The answer is that we can't. Instead, how | | | | continue working in that company. Hiring and |
| about combining the stuffy office interview one | | | | retaining good employees goes hand in hand. |