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What’s Wrong With Your Hiring and Staff Management (VIDEO)


There is a very basic disconnect that has occurred in hiring and management. Here I discuss a few the ways  that it breaks down.

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Summary

The employer's idea of engagement

I thought of doing a video today that really talks about the hiring process, what isn't working, and what is breaking down. There is a statistic I saw not long ago that whether you're a job hunter or a hiring manager, more than 70% of you really hate the process of hiring. You start off at that premise and within 18 months, more than half of the respondents regretted taking the job or hiring the person. In other words, things break down. There is a disconnect between what is sought in the way of experience and what you are getting.

One statistic said that 46% of new hires leave a job within their 1st year. Catch that one. Almost 50% employee turnover. When you start looking at engagement numbers... Let me digress for a moment. Employee engagement is the lowest common denominator. In the US, the engagement rate is a little over 30%. That translates into more than two thirds of the workforce really doesn't care. They are not engaged in their work. They are going through the motions. That compares to less than one third who actually care.

They are involved with their work. Are they excellent that it? No. They are trying. The rest of your workforce doesn't care and they are acting out by being oblivious.

You have to pause for a 2nd and ask yourself, "What's wrong? Why is this not working?" I have to start off with the hiring process and then look at the management process.

Often from the hiring perspective, there is a disconnect between what you are looking for and who you actually hire. 1 of my pet peeves about the hiring process is the notion that hiring managers are involved with hiring for fit, yet have no objective measure for figuring out how a person will fit in. As a result, they go by gut instinct.

"This person reminds me of so-and-so." The result is, they forget a basic fact. The basic fact is that everyone involved with interviewing is on good behavior. You are on good behavior. If you are an angry individual you are putting on a great show and hiding it. If you are a grumpy person, you're putting on a good show and hiding it. You don't reveal that.

The job hunter was also putting on a good show because from their perspective, they want to put on a good face and give the impression that they are competent and have the right skills. They want to create the impression that there are nice person you can know like and trust and all that happy stuff. What do you expect?

You are not being yourself. And they are not being themselves. And that's the position that you're judging from. Each of you is on good behavior and thus it shouldn't be a surprise that the notion of fit doesn't work. In addition, you haven't evaluated your own team using test measures; you're not evaluating the potential higher using test measures and making comparisons with your existing team either. As a result, it should be no surprise that things break down.

I've done videos that discuss the mistakes in hiring. For example, a hiring manager has someone evaluate someone for their knowledge that is required for the position but doesn't really offer much guidance in what they want the person to be evaluated for. Asinine questions get pulled in. In a game of, "Can you top this?" Even though the skill being evaluated for the asinine question may only be used once every 5 years. There is nonsense and often shows up in the evaluation process.

Here's another fun thing. Once they are on board and once everyone is getting back to being themselves, people are often treated as though they are robots. Workers tossed over the transom to them. No real relationship has been developed between the hiring manager and this new staff person. Employees start to recognize that they are being treated like commodity workers like they were before rather than human beings or give the notion to them that in any way they are special or important.

A great story I read about Southwest Airlines which is consistently 1 of those firms that people want to go to work for. They really have employee culture that respects them. 1 of the stories I read basically involved how the firm response to every customer service letter and tries to make things right.

One customer wrote to the airline complaining that they didn't like boarding the airplane en masse, that there is no 1st class seating, that she didn't like peanuts and then went on to 5 or 6 things that you really found annoying including that the airline staff and crew were excessively friendly. She complained about 5 or 6 things. The people in customer service really didn't know how to respond to her. So they passed it up the chain of command until it arrived at the desk of the president of Southwest Airlines, Herb Kelleher.

Kelleher wrote back to the individual, and I want you to pay attention to what he said because it's really important. He wrote back to her and said, "We'll miss you as a customer." It was more important to him to maintain the integrity of the culture which is high employee engagement, care for the employee because he doesn't believe that the customer is always right. He believes that the employee, if backed up, will always want to do things right.

He will help employees do well, hire people who want to do well and go out and do the best that they can and yes, they will make mistakes. We all have bad days. We all make mistakes. By backing up his employees in telling this individual, "We'll miss you," he preserves the culture.

How does that apply to you as a hiring manager? What are you doing to show the people that you really care about them? Seriously?

"I give them a review!" My favorite story about reviews comes from a coach named Lance Secretan who tells a wonderful story. "Imagine a process where every 6 months you sit down with your wife or husband or partner and say, "It's 6 months now. It's time for me to give you a review on how you're doing." Do you think you be living there very long if that was part of the process? Yet in employment this is considered a good thing to do!

The employer's idea of engagement is, "We're going to give you feedback on how you doing. The good stuff, but mostly the not good stuff."This is done instead of supporting them all the way through the process, Backing them up, making them feel like they are important to your organization and stuff along those lines.

My encouragement to you is to think like a human being there for second.Talk to people like people, particularly the ones who work for you and you work for.In the hiring process, stop putting on an act. Get clear with you people about what you want them to evaluate For and how you want them to evaluate for it. When you get feedback from your people about qualifications don't ask if you like them. Ask if they are qualified.If not, how so?If so, what were their strengths?Where did they show up. Not quite as good? Get that information..

Once the new hire is on board do things, not to engage them (Remember, engagement is a nonsense term)But to help people feel as thoughYou really care about them.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

A Great Interview Question for Employers to Ask (VIDEO)


Here I offer up a great question for employers to ask that is very revealing about the job applicant, particularly executive candidates.

Summary

This is a video geared toward employers, rather than job hunters. The short version of the question is, you are an employer, and are interviewing someone. You want to get a sense of their preparedness. After you been talking with them for a little while and discuss some of the pleasantries, ask them this question, "How did you prepare for this interview?"

It's a very simple question that reveals a lot. There's a difference in the answer of, "I went to a Wikipedia page. Then I went to the company's website and read that." That is one level of answer.

The more senior someone is, the more depth I want you to expect of them. For example, from a factual perspective, you might hear them start by saying, "Well, I did a review of the company website and did a Google search to get a sense of how the business was doing and the challenges that it was facing. I found several articles were really quite interesting. Then I went to your LinkedIn profile discovered that we were 3rd level connections so I can see all that much. But then I used the chrome extension called Prophet that I use for. circumstances like this so I can look at your background in greater detail. What that allowed me to do beyond simply look at your LinkedIn public profile, was that your email address, phone numbers, see where you are on social media and then visit some of the other places. I don't want to say I was stalking you

I don’t want to say I was stalking you, but I started following you to get more holistic picture of you in your work.”

This answer’s a little bit different than the, “I looked at your Wikipedia page,” answer. That’s one level of an answer.

You may have noticed that as I offered the more in-depth answer, you want to listen for not just the depth but the excitement as they speak. If you listen to someone who speaks in a flat way as they say, “Well, I went to the company website,” that is one level of response.

However, if they talk with enthusiasm and passion, with a twinkle in her eyes that you can detect whether it is in person or over the phone, their answer may not be as in-depth as I offered up but the more you hear the excitement in their voice, isn’t that more likely to be the better individual for you to consider hiring?

They are more mature individual, more self-confident, show more self-assurance, more willing to expose themselves and demonstrate the effort that went into it versus that voice that almost seems disinterested when they say, “Well, I went to the company website. Look to your LinkedIn page…” That is a lot different in answer.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

JobSearchTV.com

How Long Does It Take to Screen Resumes? | JobSearchTV.com


Someone from a smaller firm asks how long it takes to screen resumes because they think they are spending too much money for an external recruiter.

Summary

The question for today is, "How long does it take to screen resumes?" This question is asked from the vantage point of an employer who is using a recruiter, who is finding good, but not great candidates for them. As they write, "For each position, we get 3 to 5 candidates who are referred to the hiring manager." They are thinking of bringing the process in-house and using tools like ziprecruiter and Workable. They are recruiting for IT positions. . "How long is it going take 2 narrow things down to get those same 3 to 5 options?"

The real question I want to start off pointing out is most people undervalue a recruiter and what they do. After all, you are seeing the results of their efforts (those 3 to 5 resumes); you don't know what they did to get those 3 to 5 resumes. For example, you are looking at those 3 to 5 resumes and thinking to yourself, "I can get 3 to 5 resumes if I use those tools. What's the problem?"

So the problem starts off with who is going to screen those resumes when people apply for your position? Who is going to do the pre-interview with them? Who is going to evaluate the respondents? I know what I was doing recruiting, I would receive hundreds of pieces of garbage that were little more than spam. Some systems may have a data dictionary that will screen resumes for particular keywords; sometimes the system is messed things. If you're okay with that, let's move on.

Using myself as an example, on Monday morning. It was typical for me to walk into 200 to 250 resumes and then have to start going through them. In the usual 3 to 5 seconds that normally is used, you do the math – – if I operated like a machine. It was actually able to do each resume in 5 seconds, with 5 seconds to open up the next one and delete the previous one, it is 6 resumes per minute. If I received 250 resumes, it may take a little bit more than 40 minutes to go through them.

But I get interrupted, I get distracted and I am not a machine. It is boring to read little more than spam , and you have to take a few seconds to figure out, "What are they saying that they do" before you delete it.

As I said in early podcast of Job Search Radio, out of those 250 resumes. I may actually interview to people. Let's use your own math here. You're stuck in this position of going through resumes to find, perhaps, to the might vaguely appear qualified ... It may take about 2 hours of labor time.

Remember, there are days that go by where I'm not even seem to resumes that are worth my calling. It is awful, but it is true. So in the context of finding those 3 to 5 people that you want to locate on your own, you will probably take several days and that is before you start pre-interviewing people before deciding to forward them to the hiring manager.

Now, remember, all the math I'm referring to here is with "dedicated effort." However, with a firm that is small, you are not going to have a dedicated resource doing this. Doing this is going to be ancillary to their job. After all, if you had someone dedicated to this resource already, you wouldn't be asking this question! This person would already be doing the prescreening for you and you wouldn't be using a recruiter.

This is a small firm and this will be an "add-on function" to someone's workday and it will take more time than you think. If you're okay with that, that's fine. But that's really what you're paying the external recruiter to do. You are paying them to do that screening to reduce it to those 3 to 5 potential hires.

I would say that easily it can take a week to a week and 1/2 to identify those 3 to 5 people while this person is doing something else.

If that is worth it to you, if that expenditure of time which may prove out to be pointless (that's because the people that they identify may not fit either.), go ahead and bring it in-house. If you are not sure and you want to cut your costs, instead of doing all of this, reduce your recruiter fee. Reduce it by 2%. If you are currently paying a 25% fee, make it 23%. If you are paying a 20% fee, make it 18%.

Simply say, "I want to continue to give you an exclusive on these jobs. We are evaluating internal resources , and I want to continue to consider you because you been very helpful to us and this might be a way that we can get around it."

Jeff Altman, The Big Game Hunter a leadership and career coach who worked as a recruiter for what seems like one hundred years.

JobSearchCoachingHQ.com is there to change that with great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I on function as your ally with no conflict of interest answering your questions.

Connect with me on LinkedIn http://bit.ly/thebiggamehunter

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Human Error In Hiring

Human Error in Hiring (VIDEO)


The statistics show that most hiring managers have buyers remorse within 6 months after hiring someone. Where does it break down? Well, the answer is human error.

 

Summary

Today, I want to talk with those of you who hire people as part of your work. There's a real simple point I want to make today and I won't take up a lot of your time. I think it's a very useful want to learn to be reminded of.

The lesson is that if you are having trouble hiring, if the people that you're bringing on board aren't effective, the issue isn't in HR. The issue is with you and with your team who are involved with the evaluation process. Let's see where it can break down.

So you take a job description and start interviewing people. Often, what happens, particularly in large organizations, is that you have a job description, but it was something that was approved years ago, someone in HR which is in their system, pulls it out and gets approved and you are off to the races. You share with different third-party recruiters who start screening people against that spec, but you've actually tweaked it in a number of different ways but don't tell them about the tweaks. As a result, you don't get next to the full range of potential hires that could be useful to you. As a result, they may be sending the right one by accident.

That may not be you. Let's look at where most likely is you.

You have people in only routine that you use to start evaluating and assessing people but you're not very clear about what you want them to evaluate for. As a result, what they do is start pulling arbitrary questions out. If you don't believe me, you are ignoring my 40+ years of experience doing this. It happens all the time. You haven't been clear enough with your team about all you want them to assess for.

By this I mean, "Sam, I want you to talk with them about this. These are the points I want you to hit with them and I want to see how they measure up. Tell me what their answers are and give me some feedback." From they are, you don't ask your subordinate, "Did you like them?" The one question you ask is, "Were they qualified? How did they answer this question? " That is all you care about… Qualifications, not whether they were liked.

You want diversity of thought, but no one arbitrary questions asked. You want to meet a baseline of expectations.

From there (this is the big one, folks), you get off script. You, as a hiring manager make a mistake... The mistake of liking this person as a person. As they say in the psychotherapy world, you project attributes onto this individual that they don't have.

I say this because, you have to remember, from the job hunter perspective, they are on good behavior. They're not this way in real life. YOU may not be acting this way in real life; you may also be on good behavior. As a result, each of you may be wearing a "costume"and thus how do you figure out whether this human being is the right person who will fit into your group?

That's why I always say, forget about fit. There are the obvious examples like the person who walks in wearing shorts to interview with the all suit environment. Isn't going to work out in the all suit environment.

 

Jeff Altman, The Big Game Hunter is an executive job search and leadership coach who worked as a recruiter for what seems like one hundred years.

JobSearchCoachingHQ.com changes that with great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

If you are interested in executive job search or leadership coaching, email me at JeffAltman@TheBigGameHunter.us.In the subject line, include the word “Coaching.”

Measuring The Right Thing When You Hire (VIDEO)


If Peter Drucker is right, you can’t manage what you don’t measure. But what if you are managing the wrong thing? What if your measurements are incomplete?

Jeff Altman, The Big Game Hunter has been coaching people to play their professional and personal games BIG for what seems like 100 years.

For more No BS Coaching Advice and encouragement, visit my website, <a href="http://
www.NoBSCoachingAdvice.com” >www.NoBSCoachingAdvice.com

Ready to schedule your first coaching call? https://gum.co/JAcoaching

How To Interview For Cultural Fit (VIDEO)


I believe that firms are kidding themselves when they think they can interview for cultural fit.

Jeff Altman, The Big Game Hunter has been coaching people to play their professional and personal games BIG for what seems like 100 years.

For more No BS Coaching Advice & encouragement, visit my website.

Ready to schedule your first coaching call?

Interview Questions to Determine Emotional Intelligence (VIDEO)


As organizations grow or expand, emotional intelligence becomes a more important factor when interviewing new leaders. In this video I offer several basic questions that any person can ask to assess for whether someone is self-aware.

Jeff Altman, The Big Game Hunter has been coaching people to play their professional and personal games BIG for what seems like 100 years.

For more No BS Coaching Advice and encouragement, visit my website, <a href="http://
www.NoBSCoachingAdvice.com” >www.NoBSCoachingAdvice.com

Ready to schedule your first coaching call? https://gum.co/JAcoaching

The Most Important Word No One Uses in Job Search, Hiring and Leadership

 

If there’s one thing that I learned in my long career as a headhunter it is that few employers know how to interview someone. 

They develop job specifications and then promptly ignore them, adapting them on the fly without communicating to staff how to vary their critique of potential new hires.

They are concerned about “fit” but use no objective measure to evaluate their existing staff or potential hires for actual fit.  In addition, they forget that both they and the potential new job hunter are on “good behavior” during the interview, trying to create a positive impression with one another.  How can you measure fit when both parties are lying to one another?

They never tell their staff who is involved with the interview how they are to evaluate someone for the role, leaving it to them to figure it out… Or worse, walking over to someone and saying, “Can you interview this person for me?  I have to finish a call (or my meeting is running long).”  

They ask people, “What do you think,” instead of, “Are they qualified?”  Then, they ask no follow-up questions to seek clarification of the opinion.

 

The lowest statistic I’ve ever seen for buyer’s remorse among employers is 50%.  50% of all employers regret a new hire that they made within 6 months.  The highest statistic I’ve seen is 82%.  New hires feel similarly.  Within 6 months, most regret the decision that they made to join.

The problem comes down to each is making a decision based upon “the performance” the other was giving and how that measures up to the image they have in their mind of how someone should act.

For example, we know employers will never ask the question, “Are you a leader?”  And rightly so.  After all, what do you expect someone to say?  “No, I am a follower not a leader.”  The next time that answer is given will be the first time.

Instead, we all look for behaviors that are congruent with our image of how someone should behave during an interview.  Thus, the word I am referring to in the title of the article is congruence.  How your behavior is in agreement with, is consistent with, in harmony with, matches with, is in unity with our idea of how someone should conduct them oneself to be qualified for a role that we are trying to fill.

When leaving an organization, we often do the same thing.  We ascribe virtue to people who agree with us and “shut up” people who don’t.  Obedience is rewarded as agreement with us.  This agreement is rebuked is not being consistent with being “a team player.”

Presidents are often criticized for surrounding themselves with “yes men” and “yes women” yet in organizations everyone in a position of authority makes the same mistake of creating a “hallelujah chorus” around themselves.

So, in your systematic way of hiring people, you have created a systematic way of maintaining a closed loop of information around yourself and then reinforce it once the new person is on board.

Does that make a lot of sense to you?

One way of thinking of it is in the immortal comic strip, Pogo, and it’s famous statement, “We have met the enemy and it is us.

The fact is that most leadership and hiring comes from images we have of someone and how they should conduct themselves, rather than on the basis of any fact. We choose to hire people like us or our image of what someone should be like, instead of useful criteria.

We expect others to behave differently than we do and wonder why they screwed up. People are hired because they look and behave like we do and forget both of us are on good behavior during the meeting.

We are the problem with hiring and with leadership in our organizations.

 

“I’m starting with the Man In The Mirror
I’m asking him to change his ways
And no message could have been any clearer
If you wanna make the world a better place                                                                                                                                                                                                                        Take a look at yourself, and then make a change

                                                             ~Michael Jackson, Man In The Mirror

 

It is time to look in the mirror and take responsibility for why your staff leaves, you hire poorly, lose people you want to bring on, get “half effort” from your team and, to be clear, this is not a purely a problem for managers. It is a problem at the highest levels of your organization.

Start with yourself and your leadership. Dissect it for congruence. Create inspired disharmony (that does not mean being disagreeable. People can disagree without being disagreeable).

 

© The Big Game Hunter, Inc. Asheville, NC  2017

 

Jeff Altman, The Big Game Hunter is a leadership and career coach who worked in recruiting for what seems like one hundred years. He is the head coach for JobSearchCoachingHQ.com and NoBSCoachingAdvice.com

Follow him at The Big Game Hunter, Inc. on LinkedIn for more articles, videos and podcasts than what are offered here and jobs he is recruiting for.

Connect with me on LinkedIn

Follow The Big Game Hunter, Inc.

Why You Lose Potential New Hires (VIDEO)


In this video I discuss how employers lose potential employees that they wanted to hire.

Summary

I thought I would do something for employers, hiring managers to help you understand why you lose potential new hires that you really want to bring on board. It really starts off with a couple of things that float around the kind of build on themselves.

First of all, you have unrealistic expectations and then construct incomplete/inaccurate/over-the-top job descriptions they could make it really hard for you to get to people who you would want to hire in the 1st place.

You take too long in the selection process. Why? Not everyone is on board with what they are assigned to look for. As a result, some people are screaming against their idea of what is being sought versus your idea of what you need is. Thus, there is confusion. Sometimes in the attempted rigorous process. You don't tell the person who is going to be screening for you what you want them to screen for. As a result, when someone magically makes it through this over interviewed process, they are turned off. They don't really like what their experience has been. No one has sold them on the opportunity at any point and, if they have, it hasn't been repeatedly reinforced, nor the person reminded of it throughout the process. They forget because it happened so long ago.

Thus, from the job hunter perspective, you have had too many cooks pounding them from different directions. You may say, "So what? We are learning!" Yet, when you are hiring someone, everything that you are doing, just like everything they are doing creates an image. You are asking to get it passed, but you wouldn't give a job Hunter repass if they did that to you, right?

You have to reconstruct your approach to this by shortening the hiring process, getting clear about what you are looking for, making it clear to everyone who is involved in the process what you want them to evaluate for . . . Do you follow that?

You try to do all this and is concise and manner as is possible and as few visits as possible because, even in down markets, you are competing with other firms that are looking for talent. If the other firm is streamlining the process as many firms are, then, you will be coming in late. You are coming in after someone else has already done a better job of "selling" them.

When you over interview, when you are not clear with everyone about what you want them to assess for, it is like going to a bad party (at least from a job hunter's perspective). They are in the center of the circle and everyone is taking shots at them and they have no idea what is going on.

When you finally extended offer, (1) you are now competing with people and (2) as a result of your firm's terrible behavior during the process, they have been undersold on the opportunity and no relationship has really been built with the job hunter, (3) you are now susceptible to a counteroffer from their current employer. After all that work, after all that effort, you lose them because your process stank.

I just want to encourage you to follow some of the suggestions I have made here. Don't over interview. Get clear about what it is you are looking for. Think in terms of "reasonable expectations" and get everyone on board with what it is THEY, in particular, will be involved with interviewing and assessing for. No more. No less..

When they give you feedback (and this is a big part of it), "Are they qualified?" Once you meet them and use that information that you have gotten from others, I want you to think of how they might relate to the people in your current organization without using the word, "fit." After all, you do want diversity, not just simply from a racial, religious, or cultural perspective, you want diversity of thought, don't you? You want people who see problems differently so that you receive multiple perspectives.

Too often, it is used, to inject bias into the process and, worse than that, create a "me, too" culture where everyone agrees with one another and you are only receiving one viewpoint.

So, I just want to offer you a few of these reasons why you lose job applicants that you have worked so hard to evaluate and have wanted to hire. They are so easily correctable.

Jeff Altman, The Big Game Hunter has been coaching people to play their professional and personal games BIG for what seems like 100 years.

For more No BS Coaching Advice & encouragement, visit my website.

Ready to schedule your first coaching call?

Influence, Hiring and Retention

Respectfully, you are mistaken if you believe that people join your firm because you have a “great opportunity.” Almost every firm I know makes that claim and, in fact, most opportunities are pretty ordinary.

They amount to little more than plugging a square peg into a square hole for a few dollars more per week after taxes.

Yet people accept this all the time and it begs the question, “Why?”

“What causes people to accept the same tedium at a new organization for what often amounts to a few dollars, rupees or euros in additional wages after taxes?

The answer is actually pretty simple and comes right out of Sales Training 101 Circa 1975:

Sell the sizzle and not the steak.

In this case, by selling the brand your firm represents in the marketplace, you are able to create the idea of hope, opportunity and desire that so many aspire to.

But the next question is once they are there and they know that they are basically doing the same job for a different manager, what keeps someone.

That answer is also pretty simple and goes back to my MSW (Masters in Social Work) days when I was reminded that people are social animals who operate in relationship to other social animals. Your biggest grouch and grump and your biggest introvert are social animals who will still with you because of relationships with others.

Without doing things to bind people to their group, department, manager, peers or organization, many people lose the feeling of being a part of something bigger than themselves and have little to hold them with you.

It is like the story of the platoon or military unit who will do amazing things because they feel the power of the relationship with the other men and women.

Unless your managers do positive things to create loyalty, trust and relationship, unless such behavior is part of your corporate makeup, your staff will be tempted by the next ad they see on the web promising Nirvana or the next recruiting call they receive from a recruiter offering a fantastic opportunity if only they accept this job offer.

These subtle influences often do more than an extra few thousand dollars to solve your staffing problems.

 

 

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