If you are looking for help in hiring, employee management or HR, you might want to check out our book, let go to GROW: why some businesses thrive and others fail to reach their potential. In this award-winning book, we cover how to hire the right employees, how to manage employees and how to select and develop managers for your company.
Q. How do you know if you hired the right person?
A . The short answer is that you know you hired the right person when he or she is delivering the results you reasonably expect, want, and need within the cultural norms of your organization. However, you need to make sure that you are setting your employee up to succeed. To do this, follow these five steps:
Q. Would you please give us your thoughts on how best to handle employment gaps? Right now, I am looking for a new position and I very honestly listed the reason for departure from a position several years ago as TWINS. How would you recommend addressing these family gaps and still demonstrate that you are committed to your professional life even if you have a gap?
A. Gaps in employment on a resume can be a red flag for some hiring managers. They can raise concerns about why the candidate wasn’t working. Did he or she lack the ambition to secure a job? Gaps can also raise concerns about skill degradation. An office worker, who has not worked for the past several years because he or she has been raising a family, caring for a sick relative or other completely legitimate reasons, may be seen as lacking skills in current technology. If you have a gap in your employment history, you’ll have to decide how to handle it on your resume. Below are three tips that will help.
a. In our opinion, asking applicants (female or male) whether they have children is not a good practice. That’s a can of worms that you just don’t want to open. It’s also completely unnecessary. You can get the information you seek without asking questions that may be perceived as inappropriate.
Having children does not necessarily make an employee less reliable―parents may have childcare arrangements. In our fifty-plus years of business experience, we have disciplined many childless employees for attendance issues. We have also worked with many colleagues who had children and showed up to work on time every day. Our opinion aside, you have already answered your own question. If you want to know whether a person will come to work, on time, every day when scheduled, the first step is to ask that question.
Q. My small business is growing and we have more than 50 employees. I’m thinking of creating a Human Resources Manager position. My Administrative Assistant has indicated an interest in the job. She is very loyal, currently handles the employee files, and is a wonderful people person. I would love to reward her hard work. Do you think this is a good idea?
A. Do you think it would be a good idea to promote your Administrative Assistant, who has no knowledge of accounting, to Accounting Manager? Most CEOs would never consider this. You simply can’t have an Accounting Manager who doesn’t know anything about accounting.
In the last several posts, we have outlined ways to increase employee effectiveness through improved management practices. As a consultant friend of mine once said, "management is cause, all else is effect." While we may not like to admit it, she's more than a little right. Many issues that seem to be caused by employees actually stem from a reaction to management and/or organizational practices and policies. In this series we have discussed the first three ways to increase productivity: how to define and deliver clear objectives, remove roadblocks and train employees. The fourth way to increase performance is through motivation.
If you have been reading our blog, you know that this is the third in a series of six articles outlining ways to improve employee effectiveness in your office. When diagnosing performance issues, there are typically five reasons why employees miss the mark (lack of clear objectives, roadblocks, a need for training and development, motivation, or the employee's inability or unwillingness to perform). This article will address the second cause: roadblocks.