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Using Recruitment Metrics in Getting the Right Candidate
October 28, 2008
A company’s main asset is its workforce. It goes without saying that when a company needs people, it needs to get the right people. Otherwise, productivity would be compromised and expenditures increased. As it is the HR department’s responsibility to hire people for the company, it is their job to protect the company from these possible losses. The HR recruitment staff cannot just accept nor discard applicants without just measure. Thus, recruitment metrics comes about.
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Are You Spending Too Much Time Focusing Recruiting Or Retaining?
October 28, 2008
Companies spend too much time focusing recruiting rather than on retaining.
The rule is no longer if your employees leave it is now when will they going to leave. How many times have you spent hundreds to thousands of dollars in hiring and training an employee only to discover that they leave.
Why do they leave? Experts in this field will say because…
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Management Training - The Dirty Little Secrets
October 26, 2008
I am often asked if training really works. The answer is yes and no! Here’s why.
Sometimes, unless a training is made mandatory, those who need it the most will choose not to attend!
75% of the learning goes on after the employee comes back to the job. Said another way–employees will forget most of what they learned unless it is reinforced on the job after they come back from training.
Too often people are sent off to training in the hopes that they will get “fixed” when in fact if the training doesn’t incorporate good adult learning principles and isn’t seen as relevant from the trainee’s point of view, it will fail.
Employees are sometimes sent to training for specific skills when the real problem is attitude…ahem…I mean lack of professional behavior problems. -
Why Would a Business Want to Use a Temp Agency
October 24, 2008
Companies may wonder why they should hire an hr consulting firm, i.e., a temp agency, to locate quality employees.
In a highly competitive corporate world, knowledgeable help can mean the difference between a constant influx of clients and bankruptcy. Statistically speaking, every disgruntled customer that leaves your establishment equals seven or more people who won’t give you a chance based on word of mouth.
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Sexual Harassment Training
October 23, 2008
Sexual harassment is defined as unwelcome advances, verbal or physical conduct of a sexual nature, seeking sexual favors, or inappropriate sexual interference of a person’s workplace or work performance.
What Law Says
Legally, sexual harassment is a violation of Title VII of the Civil Rights Act of 1964 - it is a form of a sexual discrimination. The act applies to a workplace where more than 15 employees work; this includes local, state, and federal workplaces as well as private sector businesses.
Part of doing business in civilized society requires that all employees have an understanding of responsibility in regards to appropriate behavior in the workplace. Harassment of a sexual nature can be curbed substantially-if not entirely eliminated-from the workplace by having complete and adequate knowledge and training.
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Hiring Expats For Work
October 19, 2008
Anyone engaged in business today recognizes the rising costs of labor as one of the major hindrances to expansion. While there are several ways that this issue is being addressed, one of the most viable is by hiring expat workers.
There are numerous advantages of having expats in your workforce. The first is that they are not difficult to find. There are now, in such countries as New Zealand Canada, Japan, the United States, several thriving expat communities. Undoubtedly there are also several more in other nations.
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Is The Opportunity Real?
February 9, 2008 | Author: admin | Filed under: Customer Service
We’ve all been in that sales situation where you think you have it wrapped up and at the last minute it stalls. They stop returning your calls and emails, all correspondences are very short and to the point, the RFP is hanging out there, it seems like your prospect has simply fallen off the face of the earth.
So what happened? Were they not an ideal client or part of your target audience? Was there secretly a competitor with an inside track or existing relationship (hint: there usually is, but that’s a different topic)? Were they simply shopping to see what’s available in the marketplace?
It could’ve been any of those, and more, so today I want to introduce a framework to help you evaluate each opportunity - before you commit to chasing it. I can’t claim this model as my own, though I’ve adopted it in my daily client interactions.
When I got serious about understanding consultative sales, multiple colleagues recommended I pick up Mahan Khalsa’s book, “Let’s Get Real or Let’s Not Play.” And I recommend you read it as well. The short version of the story is that Mahan is responsible for sales performance at Franklin Covey, the Seven Habits folks, and this book shed more light on how modern sales work than anything I’ve read. When I read a recent ezine from Mahan, I knew I needed to share some of his wisdom with a little bit of “Nick Rice practicality” thrown in for good measure.
When you are presented with an opportunity for a new project or new business, you need to uncover as much as possible to gauge how successful you will be with this project. If you try to fix every problem that presents itself, you will never be seen as a specialist, and as such, you will never command high fees. Generalists stay busy with small projects, but when the client wakes up and decides to fix the big problem, who are they going to call?
So, how do you uncover such details? At a high level, you have to ensure that three things are present before you can properly evaluate an opportunity. Here is the Opportunity Framework: Think of a triangle; in one corner you have “Problem to Fix / Result to Achieve”; in the second corner is “Decisive Action”; and the third corner says “Resources Available.”
First off, you have to know that there truly is a problem to solve or a result to achieve. You cannot help someone that doesn’t admit or realize that something needs to change. It doesn’t matter if you know beyond a shadow of a doubt that there’s an issue; if you cannot get your prospect to see it and admit it, you’re wasting your time. On the flip side of this, it has to be a problem worth fixing or a result worth achieving. Organizations live in a constant state of brokenness - and that’s okay as long as they are still profitably functional. Some problems are worth fixing, some are not. Realize that as soon as possible and move on.
The second item to uncover is the prospect’s ability to make and act upon a decision. There’s nothing worse than someone who cannot make a decision and move on it. If you’re running into this, chances are you’re not talking to the real decision maker or you’re not helping them paint a picture of what life could be like after fixing the situation. If you work with large organizations, know that junior level managers and staff love to keep consultants and sales people busy. They like the power trip. And it makes them look productive to their bosses. You need assurance that the person you’re working with can say yes to your proposed solution before you invest a lot of time and energy.
The third leg of this stool is ensuring that appropriate resources are available to address the issue. Resources can take the shape of budget dollars, staff availability, executive oversight, equipment - anything required to make the solution a reality. If there’s not enough budget or internal staff resources, the project will never get off the ground. If you cannot get commitment from a certain executive for support, you’re on thin ice. How can you be successful without appropriate resources?
If any one of these three items is left unknown, you put the project and your success at risk. Chances are you’re going to waste a lot of time when this initiative stalls at some point in the future.
We’ve all seen good opportunities with no budget. We’ve all seen executives than cannot make a decision. We’ve all walked into a client’s office and almost tripped over the problems in the organization. If you are someone that wants to be recognized as an expert in their field; someone that wants to truly provide the best solution to the client’s problem; you owe it to yourself to slow down enough to uncover all three parts of an opportunity. And don’t be afraid to walk away if the opportunity isn’t ideal. You should only work in an environment where you are set up to succeed. If the project isn’t right, it isn’t right and now it’s time to move on.
You cannot expect the client to simply lay all of this out on the table for you. You have to dig. You have to ask the right questions to bring these issues to the forefront - and in doing so you will separate yourself from 98% of the other sales people out there. Too many people simply jump at what’s presented in an RFP or what’s said a meetings as gospel without digging any deeper. Clients want and expect you to ask tough questions. They want to know that you fully understand their issue inside and out before presenting a solution.
When you approach each opportunity as a chance to find the perfect solution for your client - whether it involves you or not - you’re doing the right thing. And Carma has a way of rewarding those that do the right thing. In order to understand the problem and propose the perfect solution, you need to know all three parts of an opportunity.
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Nick Rice is an accomplished visionary marketing mentor with both corporate and agency experience in marketing, sales, strategic planning, communications and branding. Nick works with successful professional service firms that want to take their business to the next level and struggle to attract more clients. For 13 years, Nick has given marketing and advertising advice to large companies like IBM, Sabre, Adobe, Lexmark International, Farmers Insurance, Salvation Army and Dell as well as dozens of small professional service businesses. Download his free report, “7 Principles of Attracting More Clients,” at http://www.nick-rice.com |
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