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Executive Update - November 2011
I wish my manager would...
We all know the number one reason good employees leave good organizations is bad managers. And we’ve all heard the saying, “People don’t leave companies, they leave managers.”
So how do you and your managers rate? And what do your own direct reports think of your leadership?
Here’s a quick way to find out. Give a sheet of paper to each of your direct reports with this sentence stem on it: “I wish my manager would . . .” And then invite your people to complete the sentence in as many ways as they want.
Without signing the page, have it returned in an envelope to someone everybody trusts and respects. In no way should you or anyone else be able to identify who wrote what. That’s really important! Without strict confidentiality the results you receive could be spurious.
Next step – tabulate the results. Now you know what you need to work on.
Each manager can do the same with their direct reports. It helps to summarize the findings and discuss what’s been learned with the employees – and your own supervisor. The review and discussion ultimately gets to what it will take to fix identified problems.
As we have used this strategy in a variety of organizations we find some of the most often listed wishes included…
Say “please” and “thank you”
Don’t yell at me
Remember, I have a family too
Tell me when I’m doing good
Make the hard decisions.
Let us know what you find!
(Thanks Todd McDonald, ATW Training, for introducing us to this strategy several years ago. It works!)
Get Ready
to
Hire the Best!
Like many families today we have a family member out looking for a new job. Caught in a downsizing, she’s been working hard at making contacts and researching companies. In talking with her she’s finding that not all companies treat job applicants very nicely.
In fact, most do not. No response to queries. No response to emailed resumes. Curt and short comments by screeners on the phone. An attitude of “don’t bother me, I’m really not interested in you or your skills.”
Result? There are a number of companies she wouldn’t consider working for, based on how they treat applicants.
Which translates: How you treat job applicants today will determine the kind of new employees you can recruit when the economy turns around. And it will turn around!
Sure, there are more applicants than available positions. Sure, it costs you dollars to respond to each applicant. Just remember, though, that job hunters talk among themselves. It is important for your company’s future to do everything you can to keep applicants from feeling their resume fell into a black hole.
If you want to be able to recruit the best here are five things you must do NOW.
1. Treat each applicant as a VIP – because they are. In today’s market you never know when your next SVP comes knocking on your door – not as an SVP but as a manager or supervisor or even entry level employee. And if you get the reputation as treating each applicant as a VIP the word will get around. Top employees looking for that next big challenge will seek you out.
2. Acknowledge each applicant who contacts your organization. Send a “Thank You For Thinking of Us” note or email. It will be noted. In your communication tell each applicant how you appreciate their interest in your organization – and yes, their resume will be kept on file. Sure, this takes time because of all the applicants – but it sets you apart as an organization who treats its people well. After all, if you treat an applicant with respect then think how you must treat your actual employees. But don’t do it as an “auto-reply” that says its’ an auto-reply.
3. Design an informational brochure to send to all applicants. This brochure will talk about the organization and what it does and where it does it. It will feature services and/or products of the organization. Lots of pictures. Pictures of employees, and what they have to say about working in your organization. In other words, employee testimonials. And maybe even testimonials from people who use your products and/or services. You want to brag about how your organization is a great place to work. And it goes out to ALL applicants, even those you know you’re not interested in. No, asking applicants to go to your website doesn’t count. You must take the initiative and send a brochure of some kind to all applicants.
4. Train the people who talk with applicants how to treat each applicant like a VIP – or maybe even their next boss. The first contact with the organization determines what a potential applicant/employee thinks about the organization. Have your people trained in phone etiquette. And respond to each inquiry. Yes, we know this is a buyer’s market and your company is the buyer. But if you want to attract the best candidates in two years you build your reputation as a great place to work NOW.
5. Keep track of how applicants get treated. Sit down next to a friend or family member while the person calls your company in response to a job posting or want ad. Listen. See how the person is treated. If treated well, then the next day find that employee and tell the person “Thanks for making us a great place to work.” If it doesn’t go well, then you know you have some more work to do – now, not next week.
Richard and Sandie Deems often conduct workshops and seminars together.
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