Well-selected employees who feel respected and appreciated
are more productive, have fewer sick days, and are less likely to create
Well-trained managers who deserve their position use their power
carefully develop the most productive workgroups. However, training cannot
provide essential managerial qualities such as integrity, judgment,
initiative, foresight, energy, drive, leadership, intuition, decisiveness,
dependability, stability, fairness, ambition, dedication, objectivity and
co-operation. Systemic Solutions can assist
existing staff develop these qualities; or
people with the desired qualities can be identified and hired.
How can your organization hire people
with these appropriate qualities? Some potential employees will pretend
these qualities during interviews. The normal
hiring format of brief interviews with
background checks provide limited
information for such expensive decisions. Managers need interview skills
that delve beneath the surface ... legally providing essential information
that predicts an employees future work relationships, performance and behavior.
Hiring good employees is an expensive process - especially
if inappropriate people are hired by mistake. The following tips help find
appropriate employees, and apply in most industrial countries,
although regional and cultural conditions may differ.
- Hiring decisions reflect your managerial
qualities. Get the information you need.
- Determine the required personality traits as well as education and experience
- Determine the required relationship skills and
how to evaluate them
- Build teams! Beware of only hiring people who are like you!
- Consider requiring key employees to sign non-competition agreements
- Consider pre-employment drug testing and medical
Hiring - Before Advertising
Evaluate the personality and relationship requirements
carefully. Potential employees may have studied résumé
writing and passing interviews. Do you want short-term or long-term
employees? Should employees be friendly under stress? Do you want employees
who prefer details or "big pictures"? Do you need an independent lone ranger or
a co-operative team-worker? Is this a proactive or reactive position?
Should this person be creative - or follow instructions carefully?
Systemic Diagnosis can help you identify exactly which
skills you need - and provide you with ways for identifying people with
those skills. We use a synthesis of Myer's Briggs personality assessment and LAB
with our own goal-diagnosis, history diagnosis and behavior prediction tools
to help you evaluate current staff, vacant positions and prospective employees.
Hiring - Before Interviews
- Prior to each interview, review the exact position and
the personality requirements.
- Prepare general questions, e.g. What is your greatest
asset? What was your favorite task? Why did you like it?
- Prepare specific questions e.g. What would you do if
... ? How would you prevent ... ?
- Review each applicant's resume and compose specific
questions, e.g. What did you like about working at ABC Co?
- Dress to match your company culture, and dress smartly.
Hiring - During Interviews
- Welcome applicants and put them at ease. (Relaxed
applicants give more complete answers to your questions.)
- Ask questions clearly and specifically. Note
- Ask for details. Give each applicant time to answer
- Be kind to each applicant - you may work with this
- Applicants are also assessing you ... promote your
company as a good place to work.
- Tell applicants what their next steps should be.
Hiring - After Interviews
- Compare the interview results with the required profile
for the vacant position.
- Imagine each applicant at work doing the job. How do they
look, in your mind?
- Create a "short list" of the most likely candidates.
- Tactfully inform all applicants about your decisions.
- Record details of "nearly hired" applicants for future
Before Firing or Downsizing:
- Have you cut all unnecessary effort?
- Have you managed workplace stress?
- Have you rewarded profitable behavior?
- Have you encouraged employee creativity?
- Have you planned the actions of key people?
Firing employees is stressful for employees, for managers, and
for remaining staff. Here are a few guidelines:
- Learn how to be patient, supportive and firm
- Learn how to deal with complaints, excuses, justifications and blame
- Learn how to terminate employees with minimum stress for them and for you/li>
- See Downsizing and Productivity
for more tips
In a 1995 survey of 1,200 workers by
Yankelovich Partners for William M. Mercer, Inc.,
more than 80% of American workers said that they could improve their
productivity by an average of 25%. About 25% of workers felt that they
could improve their productivity by 50% or more.
If those figures are only half
true, how do managers sabotage
massive productivity increase ... ?
- Promote and reward high (yet achievable) performance objectives
- Provide an efficient, responsive, fair and productive environment
- Provide ways to achieve personal goals inside
- Listen, listen and then listen some more
- Provide a healthy, safe, secure, and accessible workplace
Personal charisma and the ability to inspire are
vital executive qualities. If you cannot inspire employees with your dynamic
leadership and vision, at least avoid trying to motivate them with threats.
Many managers either over-control or under-control.
Instead, provide your employees with strong support. Manage for
results, not for process.
Many employees leave their jobs because they feel bored.
Learn "guerilla inspiration". Perhaps close the office for an hour one
morning to watch funny videos. Perhaps announce occasional half day
vacations. Perhaps arrange donuts and videos for employees on random
Guerilla inspiration helps convince employees to stay with you.
- Support the professional development of executives, managers and supervisors
- Emphasize performance management to new supervisors and managers
- Attract and retain a diverse workforce
- Train employees in company policies and their implementation
- Communicate the organization's vision, values and expectations
- Interview all employees at least annually
- Involve employees in controlling costs
Every workplace and every workforce will change.
New programs lead to new personnel and training deficiencies, and require
that executives become more creative in managing human resources while
keeping pace with changing technology. While this is rarely simple,
"Well begun is half done".
Plan with a difference - Soulwork whole
brain planning helps you find and plan your goals and resolve blocks to
success - even those that you
didn't know about consciously.
Allow systemic goal diagnosis and planning
to integrate all of your skills and qualities into personal and
Strategic planning helps you define and
sequence the steps you can follow to make your goals reality.
You keep your work and your other relationships
Wrong - your relationships at work will
reflect your other relationships and vice versa. Most performance
blocks are due to poorly managed relationships.
Relationship management helps sort out
all relationship problems, in a sequence suited to motivation, goals and