Posts Tagged ‘recession’

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In Today’s Workplace You Must Have A Change Strategy

Sunday, August 14th, 2011

I am not sure why so many managers approach each day in the same way when the world just isn’t the same place. The result is organizations that have outdated or ineffective strategies to deal with today’s world, on today’s terms. They continue to do what they have always done, expecting better results. We all know the adage, “Insanity is doing the same thing, expecting different results.” If that is the case, then I have met an amazing number of insane managers.

In an economy that constantly changes a significant rate, all organizations must have a change strategy – a strategy for dealing with change to be successful and responsive. Many times we see organizations offering outdated “value” because the world has changed and they have not.

This process should not be limited to management. Employees have perspectives; they are also connected to networks. Today’s employees are now the eyes and ears of the organization. They are a critical component of a successful change strategy.

All employees should be regularly requested to share their perspectives of what they see and hear, and how it impacts the company. Creating a culture of constantly reviewing the world, the economy and workplace, to understand it and then to develop a powerful response, is now an urgent priority for management.

Here are a couple of things I suggest to the companies I work with to encourage them to clearly understand their world, their company, and how they fit with each other:
1. Identify any significant change going on in the world, economy, local environment or other area that could impact the business.
2. Assess the impact of the change. Gather input and ideas from everyone in the organization (there is no role too junior to be excluded from this process). All employees have ideas, input and connections.
3. Review your current strategy to determine if your strategy will respond to this change in a successful way; if not, brainstorm ideas for change.
4. Review all ideas for change; management then decides the right course of action (if any).
5. Share the change or response with the organization – be clear about how it impacts each employee’s work and the direction of the company.

Nothing stays the same. What makes it more urgent in today’s workplace is that the speed of information movement makes us all aware of the changes. Those who have a mechanism to assess change, related it to the organization, and quickly and nimbly respond, are those who will lead instead of follow. And to do this just takes a new attitude about how we welcome and use change.

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Be Ready to Reinvent

Monday, January 31st, 2011

I have friends whose house is virtually the same as the day I met them over 20 years ago. Same furniture. Same wallpaper on the walls. Nothing new, nothing updated. They hate change. It’s obvious.

So many of us run our lives like this. In a world that constantly changes, it is critical for all of us to constantly consider reinventing and updating. Sometimes small gradual changes can keep us current; sometimes our changes need to be more significant. This is particularly critical when it comes to the workplace.

In a recent AARP article titled, “Brand New Me,” writer Andrew Reiner reminds us that it is more difficult for older people to get hired – not because they aren’t equally talented and passionate about what work needs to be done – but because their approach to finding work is outdated and disconnected from today’s more social media approaches. They have not reinvented a more current approach to getting connected to those who do the hiring.

I spend much of my time coaching and teaching organizations in how to attract, hire and retain A-level talent. The most striking conversation I generally need to have with all senior and manager levels is that there is no longer a direct correlation between prior work experience and new employee effectiveness and success. Previous experience is a valid consideration, though for most organizations it is the only attribute they assess when considering a new job candidate. Instead, what leads to greater performance and success in today’s intellectual workplace are employees who are intrinsically good at what their jobs require and have some degree of interest in doing them.

As much of today’s workers are now in front of customers instead of hidden behind machines as in the industrial age, today’s employees impact the organization’s brand with every contact – on the phone, on the web and face-to-face. Organizations who have reinvented their hiring process now hire more selectively for talent and fit. They reject the skill and experience resume because its format doesn’t share meaningful hiring information; they now insist on a talent or behavioral-based resume. They host powerful and effective talent-based interviews. They commit to knowing more about their candidates before they consider bringing them into their organization. They know in today’s tight economic times that they must get more done with less, and they expect a greater return on their payroll dollar investment. They have reinvented what they need in each role, how to source it and how to interview for it. Great organizations are always ready to reinvent.

What in your business needs reinvention? What in your business looks like my friend’s living room furniture – outdated, uncomfortable and needing an update? What is the impact to the bottom line of not updating or developing a workplace culture that stays current and is ready to reinvent?

Contact me for help learn how to reinvent your best workforce, and check out more resources at www.LiveFiredUp.com. Please forward this to someone who will benefit from it.

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Your Culture Can Inspire or Destroy

Monday, November 8th, 2010

You know how the quote goes: “Mushroom management: the practice of keeping people in the dark and every now and then dumping dirt on them.” You may know another ending as well. That approach may work for mushrooms but it is what destroys performance in today’s economy.

What had me thinking about mushrooms is a program I have been presenting to companies on workplace culture – and how it inspires or destroys exceptional employee performance.

Most organizations, particularly in the recession, have reverted back to the mushroom culture – the culture of keeping employees in the dark and feeding them half-truths. Think how dangerous this is to performance, customer loyalty, employee loyalty and business sustainability.

In a highly connected workplace, employees need constant clear contact from management – to keep things focused and to successfully manage the information employees encounter during the day. In the absence of clear communication from management, employees fill in the details with supposition, hearsay and misinformation. Limiting information in today’s workplace is the same as taking away manufacturing employees’ equipment and still holding them responsible for their work.

So, in a challenging economy, it time to reassess whether you have a mushroom or an open-air culture:

1. Is there a constant flow of information from management to employees? This could be in the form of a weekly e-mail, post on an intranet or even a recorded call.

2. Is there an easy and effective flow of information from employees to management? Is it easy for employees to share what they hear, think about and are concerned with? This could be an idea center on the intranet, a special management e-mail site for ideas or comments or other idea centers.

3. Is every effort made to keep the organization aware and focused on events that affect the strategy, direction and business purpose? Constant repetition of the mission statement, key strategic objectives, customer service slogans, etc. helps employees stay aware of what is important among the significant distractions they encounter each day.

When we find ourselves in new or challenging territory, we frequently share less of what we know and think; we play our hand close to the vest. As we do this, our employees do not know how to respond. They need our guidance and constant communication to help them stay focused and to navigate a changing workplace. The best ideas for responding to any challenging or constantly changing environment do not come from being kept in the dark. We all work better when we love where we work.

Please contact me to help you develop a powerful employee-focused workplace culture. Be sure to forward this to someone who can benefit from it.

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The Case for Hiring Overqualified Candidates

Sunday, September 12th, 2010

The recession has brought up many odd workplace perspectives. Here are a few:

1. Don’t hire someone who is currently unemployed – they are that way because they are unemployable.
2. Tell your current employees they are lucky to have a job – this encourages them to work harder.
3. My favorite – and what I want to talk about: Don’t hire people who are overqualified – they will just leave when times improve.

Though a person may have qualifications in excess of what a specific job currently requires, it is the future potential that should also be considered. No job remains static. Today’s responsibilities are quickly outdated by changes brought on by competition, technology, social trends and other variables. The greater impact and performance an employee can bring to an organization the better. Hiring is not just for today – it also for the future.

Today’s best employees are not those who just show up and do the defined job. Today’s best employees use their talents, strengths and perspectives to continually look for opportunities and areas to augment the business and its success. Employees who have more qualifications, and are coached to use these qualifications in addition to their regular jobs, help the organization become more competitive, more responsive and more creative. Consider changing the term overqualified to “significantly qualified.” How can a significantly qualified candidate add value for your organization? Shouldn’t you always look to have the best talent for your organization?

Consider: A previous sales manager is now hired for a customer service role. In addition to handling the role well as defined, he/she could also:

o Redefine the service standards and host departmental training.
o Initiate a needed and yet to be implement customer survey process.
o Mentor other employees in more significant service responses.

It is management’s responsibility to keep this capable employee focused on reaching for greater
performance – to understand the employee’s other qualifications and find ways to connect him making a difference using his best talents and strengths.

Not taking advantage of the best person for the job – even “overqualified” – is like selecting a cheaper quality used car when a better car is available for the same money. For the same money you can dramatically improve your experience. For the same money you get the job done and bring in someone capable of helping you grow in areas that you may have never considered. For the same money, you expand the performance capacity of your team. This doesn’t mean that anyone who is overqualified is a fit – nor anyone who is overqualified is not a fit. It just means consider everyone who can make the most significant difference.

Remember you are investing in your people. Consider each candidate for both current and future impact. Hiring is both for performance AND potential.

Please forward this to someone who can benefit from it and contact me to help you learn how to use talent-based hiring to bring in the best talent.

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