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