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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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Six Sigma and Change Management - What to Do and What to Avoid
February 23, 2008 | Author: admin | Filed under: Careers, Workplace Communication
Getting people to support Six Sigma can be challenging. However, if you are a leader or consultant trained in Six Sigma, you probably believe in that process. And that excitement may make it difficult to grasp why others might not be so wild about it. In my experience, the people who do the best job building support for Six Sigma understand people - and how they react to change — as well as they understand the technology.
Here are some ideas and access to resources that can help in your planning.
First, you’ve got to understand why people might support - or why they might resist - Six Sigma. I’ve identified three reasons why people resist (or support) change. Level 1: I don’t get it. People simply don’t understand what this Six Sigma stuff is all about. Level 2: I don’t like it. This is based on fear. And cannot be ignored. Level 3: I don’t like you. At this level people don’t have trust or confidence in the people leading them.
Then, ask yourself, where are the stakeholders with regard to the three levels? That exercise alone should start to give you ideas of where you need to focus your attention.
Let’s say you need to show people that it makes sense to measure quality out to the sixth standard deviation. Take a look at the articles that show you how to make a compelling case for change.
Maybe you need some way to get started. You can’t do much better than Kaizen events. However, let’s say you are more inclined to create your own format for getting people moving forward, then you need to think seriously about who you want to involve and how you want to include them in the process? In other words, your planning, can’t be focused just on Level 1 issues. You must attend to the emotional (fear versus excitement) and people’s level of confidence in leaders.
Holding an event - deciding where to focus, setting targets, and so forth - can be exciting. It can make you believe that success is inevitable. Ah, if it were only so simple. You still need to do things to keep the process alive so you get real tangible results for all that effort. Too often, leaders shift their attention to other projects, only to see all the work that went into that Kaizen event go down the drain.
And sometimes, the unexpected happens and the train starts to derail - and you’ve got to do something to get the process back on track. During these times, it is especially important to pay attention to the people. It is too easy to pile on the specs and hope that turns things around. That seldom works. Things derail for a reason. And often understanding resistance is key to getting back on track.
You can access many free articles and tools on applying these ideas on all manner of organizational change including Six Sigma projects.
http://www.beyondresistance.com/change_management_library_menu.htm. And be sure to read my article, Resistance to change - Why It Matters and What to Do About It.
Good luck with Six Sigma in your organization.
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Rick Maurer is an advisor to organizations on ways to lead major changes effectively. His Change without Migraines approach is being applied in organizations as diverse as aerospace, healthcare, chemicals, financial services, and non-profits. His website includes many free resources on leading change: http://www.beyondresistance.com . And his blog is http://www.changemanagementnews.com |
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