Do you need help in getting your recruiters to consistently do the basics that you know would make them more successful?
You have some recruiters who have the basic skills to be successful but who are keeping their activity consistent and therefore have marginal success. There are many reasons that this could be happening but one of the most common is that it seems boring and unimportant to track numbers and focus on activity.
The Challenge- You have some recruiters who have the basic skills to be successful but who are keeping their activity consistent and therefore have marginal success. You've told them time and again, "Stay on the phone, track your numbers, look at your ratios, plan your calls" but it does not seem to stick.
The Solution- There are many reasons that this could be happening but one of the most common is that it seems boring and unimportant to track numbers and focus on activity. Recruiters generally like to chase "hot deals" (who doesn't?) and the discipline involved in consistently doing the essentials is usually an acquired skill. One way to connect this and to make it more of a self-motivated goal comes from the Morgan method, and that is to pay your recruiters a small bonus for exceptional activity levels.
There are many ways to do this without having it be an extra cost. Generally, you would adjust their commission to reflect this change. If you truly believe that good activity (new interviews, qualified search assignments etc.) leads directly to placements then this concept will be of benefit to both you and the recruiter. Now they are motivated by something other than you to focus on their activity levels.
Another Morgan Method concept that is very powerful is to create calling blocks that the whole team participates in. For instance, if everyone in the office does marketing calls from 9AM- 11:30AM it creates a synergy and peer accountability that would not be there otherwise.
Another idea is to encourage your recruiters to set up a small daily reward when they have hit a certain amount of conversations (not calls) in a morning. For instance, after their fifth marketing conversation, they get a 15-minute break to get some air, have a cup of coffee etc. When I coach owners on getting their Recruiters to do the basics consistently, we usually focus on creating systems and accountability that make very little work for the owner and helps the recruiters to motivate themselves.
Not many employees relish being criticized. But performance reviews.evaluating both the positive and negative aspects of an employee's performance.serve many purposes, and are an integral part of every company's HR plan.
Why Conduct Performance Reviews?
The best reason to conduct performance reviews is that they improve communication. Performance reviews enable employees to receive feedback on how well they have been doing their jobs, and to set goals for the next year. At many companies, they also provide a way for employees to assess their managers.
Retention is another related benefit.
"One of the biggest reasons people leave organizations is because of the lack of communication," says Ian Alexander, a vice president of sales and marketing at KnowledgePoint, which sponsors a website, PerformanceReview.com, that helps managers write better reviews faster. "People quit their managers instead of quitting their jobs."
Improved employee performance is another benefit of performance-review programs. A well-designed performance-review program keeps people focused on performance and continuous improvement.
How to Build a Better Performance-Review Program There are six steps your company can take to maximize the benefits it gets from its performance-review program:
Customize the review for each department and job so employees are evaluated by factors that are most relevant to their positions. The more specific the criteria used to evaluate people in specific jobs, the more effective the review will be. Evaluate about five to seven competencies, which might include:
Consider linking performance to raises or bonuses. Although some companies have been decoupling performance reviews and compensation, linking the two can provide an incentive for employees to improve performance.
Be consistent in format, approach, and ratings throughout the company. For example, if a rating of "five" indicates exemplary performance, a rating of "five" should have the same meaning in every other department in the company.and if it's difficult to earn a "five" in the sales department, it should be equally as difficult to earn a "five" in the IT department.
Be honest. Honest evaluations that note good work as well as poor performance may help deter litigation. A disgruntled employee fired for repeated poor performance may have little ammunition against a company's careful documentation of shoddy work in a wrongful termination case.
Consider 360-degree reviews. Performance reviews can be conducted not only by managers but also by subordinates and peers. Bryan Robinson, a producer for ABCnews.com, believes in the merit of evaluating supervisors as well as subordinates. "I would favor evaluating bosses or supervisors at least once a year because they need to be evaluated, too. Just like there are a lot of bad employees, there are a lot of bad supervisors," he says.
Before doing this, though, you should determine the costs and benefits of this type of program. While 360-degree reviews can lead to better communication, and a better understanding of which relationships are working in your company and which ones aren't, they can also be very time-consuming and costly.
Emphasize that nothing expressed in a performance review should come as a surprise to anyone involved. In other words, aim to use the performance review as a tool to improve everyday communication between coworkers and between managers and subordinates. As Alexander says, "Performance evaluations are a good vehicle to open lines of communication, but if you're not speaking on a daily basis, the evaluation at the end of the year is not doing anyone any good." - Linda Kim Linda Kim is a writer living in San Francisco.
Ah, the glory days when all you had to do to attract employees was to stick a little sign in your window that said "Hiring" and pick a new employee out of the hundreds that applied. Now small business jobs are going begging as demographics and a strong economy combine to create a shortage of qualified labour.
But that doesn’t mean that you should just give up on hiring any new staff because as a small business, you don’t have a chance of attracting employees. All things being equal, there are many people who would prefer to work for a small business. These tips for attracting employees will up the odds of attracting the people you need.
1. Find out what the going rate is for the position and at least match it.
One common mistake small businesses make when creating a position is to base the salary on their budget rather than on the market realities – in effect making sure that their employee recruitment efforts are going to be unsuccessful. If a retail sales person in a starting position in your area normally makes $10 an hour, why would someone want to accept that position in your company for $9 an hour?
2. Offer an employee benefit program.
In times when employees get to pick and choose, an employee benefit program moves from their wish list to their necessities list. For successful employee recruitment, your company needs to offer employees at least life, medical and dental coverage. If your small business does not have an employee benefits program, talk to your insurance company about setting one up. One of the advantages of belonging to business organizations, such as the Chamber of Commerce, is that they offer more inexpensive insurance, including employee benefit programs, so check with the organizations you belong to first.
3. Make lifestyle part of your employee recruitment offer.
Many employees are just as concerned about quality of life as they are about the amount of money a position offers. If you’re fortunate enough to be located in an area with great skiing, beaches, extensive hiking/biking trails, excellent golf courses or other attractive features be sure to play them up when you’re trying to attract employees.
4. Emphasize the benefits your small business offers.
Make your company more attractive to potential employees by offering things such as flexible hours and work at home options. Among the more unusual benefits some small businesses offer are being able to bring a pet to work and allowing employees to power-nap during the day.
5. Be creative with perks.
As a small business, you may not be able to offer the perks large corporate companies are able to offer their employees – but you may be able to offer a reasonable facsimile. For instance, many large companies offer on-site health facilities such as a fully equipped gym. Chances are good that as a small business, you’re not going to be able to add one of these to your premises, but you could offer employees coupons to use local gym or spa facilities.
6. Offer employees some way to move upwards.
Most employees aren’t looking for jobs where they’ll do the same thing for the next thirty years. They’re looking for positions that offer opportunities for advancement. What will the position you’re offering offer? The chance to develop new skills? A stepping stone to a position with more responsibilities? More money after a certain amount of time on the job? Whatever it is, in terms of attracting employees, be sure to get the future possibilities on the table.
7. Create an employee incentive program.
Employee incentive programs not only reward good employee performance but give prospective employees something to look forward to if they come work for you. Whether it’s an annual company-paid retreat or a program where employees collect points that they can trade in for cash, employee incentive programs can increase your chances of attracting the employees you want to hire.
8. Institute a profit sharing program.
It’s not for every business, but there’s no better way to give employees a stake in a company’s success. For businesses that look like they’re going somewhere, profit sharing programs can be a powerful inducement to come work for you instead of for someone else.
9. Sweeten the pot.
When competition for employees is fierce, a plain old signing bonus may be what’s needed to attract the employee you want and get that person to work for you rather than for some other company. If you choose to do this, there are two things to keep in mind. The signing bonus has to be large enough to matter, and the signing bonus has to be contingent upon x amount of time of employment. (Otherwise you’ll be running a revolving door as people sign up, take the money and run.)
10. Widen the scope of your advertising.
It’s not enough to Just place an ad in the Help Wanted section of the local newspaper anymore; your chances of attracting the employees you want will be much better if you broaden your adviertising. Place ads in places such as job Web sites and college/university campus boards, for example. Advertise in other towns or cities. And if you have other employees, don’t forget to get them involved in the employee recruitment hunt. You can, for example, offer signing bonuses to those who successfully refer a new employee.
There are qualified people out there who can do what you need done – you just need to attract them to the positions your small business is offering. Developing an employee recruitment policy based on the tips above will give you a better chance of attracting the employees you’re looking for.
"Of course I am!" you say. You thoroughly review a candidate's education and work history, carefully check references, and then, together, go over the job description for the new position. It's that simple!
No, it isn't. Interviewing should involve much more than that. At its best, interviewing is a process of mutual discovery that begins with the first meeting and continues throughout the employee's career with you. It forms an integral role in the decisions you make about hiring, promoting, setting goals, assigning responsibilities, and recognizing achievements. Ultimately, your interviewing technique establishes the pattern for how you communicate with your staff.
Over the years, I have accumulated substantial interviewing experience, both for our own company and for clients. As with any system of communication, interviewing is complex and many-faceted. Nevertheless, I have observed that some general rules apply that work better than others. I would like to share with you one very successful strategy.
Before hiring or promoting any person, ask yourself these three questions:
. Is he/she interested in this position? . Is he/she capable of handling this position? . Are his/her commitment and core beliefs in alignment with yours?
If you can confidently answer "yes" to all three questions, then whether you should hire or promote the person solely on one final issue: How you "feel" about the person. This is totally subjective. No one can tell you how you should feel about anyone else.
I hope to have stimulated your thinking about the significance of interviewing in hiring, promoting, and meeting with your staff to handle day-to-day assignments.
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