Engage Your Employees and Reduce Turnover

May 18th, 2018

If you’re still reeling from the last resignation notice you received when the next departing employee shows up in your office to break the news, you may be dealing with more than just a bad week. You may have a serious turnover problem. If you keep losing valued and trusted employees, and you’re seeing promising new hires come onboard only leave within a single year, take a close look at your engagement strategy. Don’t ask how you’re losing them; ask what you’re doing to keep them. Start with a few simple moves that keep your employees loyal even when they’re lured away by other offers.

Provide something your competitors can’t.

Every workplace culture is different, so what does your culture have to offer that others don’t? What sets you apart? Is it an inspiring, collaborative atmosphere where great ideas come to life? Is your workplace friendly and welcoming? Can your teams trust and count on each other during times of stress? Do your workers think of each other as friends and family? Maybe your culture has an elite, driven vibe that makes employees proud to be part of the energy, or maybe your workplace is goofy and fun loving. Work to bring out the best in your culture and dial down the worst.

Do your workers feel appreciated?

After a long hard week of dedication to a project, there’s nothing quite like having the project cut from the final proposal and swept off the table without a word of acknowledgement from upper management. Of course the employee who put in that work will be paid either way, but sometimes work isn’t just about the money. When your teams go the extra mile, make note of it and thank them, regardless of the long-term results for the company.

Listen to their needs and interests.

Encourage your employees to share with you when it comes to their career plans, their personal goals, the subjects they’d like to learn about, and the things they hope to get out of their relationship with your company. As you help them to excel as employees and contributors, make sure they’re also satisfied with their side of the equation. They should be getting returns from the job that are equal to their contributions and sacrifices. If they aren’t, make note of it and provide them with training, compensation and support before they find another employer who can give them what they aren’t getting from you.

Resolve conflicts before they drive employees away.

Sometimes employees leave due to unmanageable conflicts or constant exposure to toxic people. And when this happens, you’ll probably never know. Exit interviews rarely contain statements like “I didn’t get along with my officemate” or “I had to work every day beside a real jerk.” Keep an eye out for these kinds of problems and fix them before they push talented workers out the door.

For more on how to keep engagement high and turnover as low as possible, turn to the Cleveland County management professionals at PSU.

Working with a Recruiter: How to Get More Out of Your Relationship

April 16th, 2018

If you’re a job seeker, recruiters probably approach you and step into your life through either of two avenues: either you find them or they find you. If you connect with a staffing agency directly (which should definitely be a key element in your job search strategy), you’ll be connected with a team member who will take your information, learn more about you and what you’re looking for, and maybe provide you with a skills test so they can present your results to interested employers.

If a recruiter approaches you, that means you’ll probably receive a call or email from a stranger who found your resume through a job board database, a company database, or a colleague. The person will check in with you to assess your level of interest and availability, and the two of you can take the relationship from there. In either case, a few simple moves can help you form a fruitful connection and bring you closer to your next great job.

First, answer quickly.

If your recruiter sends you a job post that looks amazing, answer right away. Positions close quickly, and the responsive bird gets the worm. The email you receive may have been sent to literally dozens of other seekers at the same time, so if you don’t answer, somebody else will.

If you aren’t interested, move on.

If your recruiter shows you a job that looks perfect, minus a few negotiable issues (a low starting salary, a full time schedule when you’re looking for part-time) answer and explain what you need. But if the job is a non-negotiable “no” (way too far outside of your commuting range, for example), don’t waste the recruiter’s time. Respond promptly by saying you’d like to be kept in the loop on similar jobs, but not this one.

Don’t take anything personally.

If your recruiter doesn’t answer you right away or works to get you into a position that just doesn’t materialize, shrug it off. Keep in mind that the recruiter wants to find a position that is a good fit for you and for the employer.

Be honest, direct, and clear about what you want.

Your recruiter wants you to succeed, and they want only the best for the company that hires you. Do help them to help you by being clear and straightforward. If you don’t want a certain set of traits from a job, say so. And if you hold some qualifications but not others, let them know. Relentless positivity won’t get you where you want to go, but honest conversations will.

For more on how to help your recruiter to help you, contact the job search professionals at PSU.

Don’t Let Change Set You Back

February 2nd, 2018

Change can be exciting and being pushed outside of our comfort zones can be the first step on an exhilarating adventure. But ask any camper caught in rainstorm with a leaky tent and they’ll tell you: adventures aren’t always fun while you’re having them. The most meaningful, transformative and valuable experiences of our lives are often brought on by moments of major change. And these moments, while they’re taking place, can be distinctly unsettling and unpleasant.

If you’re reluctant to throw yourself into the unknown or you tend to back away from change because the difficulty of the experience doesn’t seem worth the ultimate reward, take a minute to rethink that position. Only by embracing new situations can we leave the old ones behind and evolve as employees and as people. Keep these thoughts in mind.

Chances are, you’re not the first person ever to face this situation.

No matter what you’re going through—or what you’re about to go through—you’re not Magellan. You aren’t a pioneer facing an unknown wilderness. There are plenty of people around you who have taken this step before and come out alive on the other side. Make an effort to find out who they are and where they are. If you can, try to glean something from their experience that might inform your own.

Fear causes more problems than the thing you’re afraid of.

Fear is a real thing, and unfortunately, it’s an instinct that pushes us into the path of harm just as often (or more often) than it saves us. Fear can cause an elevated heart rate and shallow breathing, but it can also cause poor judgement. Desperation rarely leads to wise decisions. When fear takes over, find a way to center yourself, deepen your breathing, and retake control of your destiny. Push out phrases like “This offer stinks, but I’ll never get anything better” or “I should hedge my bets or this situation might end in disaster.” Stay calm; disaster and doom are less likely than your fear would have you believe.

Focus on what lies on the other side.

Change is like a wall of thorns, or a moat full of crocodiles, or journey over a snowy mountain, or…you get the idea. The point is, there are difficult obstacles in your path, for sure, but if you focus on the gains that lie beyond the challenge, you’ll get there faster. You’ll also enjoy the experience more.

Help yourself by helping others.

If you’re facing your difficult transition by yourself, that’s one thing, but if you’re making this journey with other people around you, focus on their struggles, not your own. Make the process easier for them. Coach them, rally them, find solutions to their problems and ease for their worries, and you’ll find that your own worries seem to diminish.

For more on how to navigate a difficult change, contact the Cleveland County career management professionals at PSU.

The Value of Empowerment

January 19th, 2018

Too often, new and inexperienced managers step into the role with an attitude that seems to make sense at first: “If I just work extra hard and maintain total control, nothing can go wrong.” They then proceed to hover relentlessly over their direct reports, not allowing a single mistake, a single moment of idle time, or a single lapse in productivity. They stay late, double check every project, and insist on being kept in every loop. Then they fail. And that’s when they begin to understand the value of empowerment. If you see a bit of yourself in this profile, take a step back and keep these key considerations in mind.

Refuse to be afraid of mistakes.

Or rather, don’t let your fear of mistakes control your decisions. Your direct reports are definitely going to mess up sometimes. And when they do, you’ll take ownership of their mistakes, like good leaders should. But mistakes have great value. The more your employees make, they more they’ll learn. And the sooner they start the cycle of mistakes and learning, the faster they’ll gain competence, personal investment, and meaningful, hard-earned skills.

Hard work isn’t always the answer.

Sometimes hard work wins the prize, and harder work wins even more and bigger prizes. But sometimes this isn’t the case at all. Recognize when it’s time to let go and trust others—even those who work under your aegis. Sometimes the best thing you can do for your team is step back and let them engage directly to solve a thorny problem on their own.

Free your hands and free your time.

If you constantly hover and micromanage, you may prevent a few clerical errors or squeeze a few more minutes of productivity out of your team. But at what cost? The time you spend devoted to this endeavor should really be invested in tasks that only you can take on—the kinds of planning, mission-focused, or concept based items that can’t be delegated or outsourced to others. If you give yourself time to focus fully on these tasks and do them well, you’ll be advancing the interests of your company and your own career. If you get bogged down in actions that can and should be handled by your team, both of you will be held back.

Listen and learn.

When your teams need the kind of help that only you can provide, of course you should listen and support them. Provide the resources, data, and guidance they need. But as a manager, sometimes what they really need from you is a quiet sounding board. Allow your teams to talk first. Chime in when it’s time.

For more management and coaching tips, turn to the recruiting team at PSU.

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