Many issues that organizations have can be resolved or mitigated by implementing a hiring process that brings in the right people in the first place.
Have an issue with theft? Make sure you hire the right people.
Have an issue with absenteeism? Make sure you hire the right people.
Don’t have the skill level you want? Make sure you hire the right people.
Have staff who are indifferent to customers? Make sure you hire the right people.
I think you get the idea. Combine accountability, competency (skills), and mindset (passion) in your hiring practices and you will make more good hiring decisions than bad ones. That is the simplicity of the ACM model for hiring. Try it, you just might like it.
We always seem to be discussing how to manage the new generation of workers. The ones who enter the work force with no supposed loyalty to their companies and an entitlement to live a balanced life. But what about the most experienced workers? Why is no one talking about them?
These are the employees who have a great deal of knowledge about the organization, its customers, and the industry as a whole. But we don’t often talk about these employees except when discussing the huge demographic shift that is happening. These employees will be leaving their organizations within the next 5-10 years, so we tend to focus on what’s next. How do we effectively develop the next generation of workers?
So why do we overlook these employees, even though they still work for us? Because we think of these experienced workers as dinosaurs who are out of date with the current realities of the business world and stuck in their old ways. It is so difficult to get them to change their ways, so why bother? In some cases, that will be true, that the more experienced workers will not want to change. But in many cases, it’s simply not true. Here are some ideas on how to maximize the value of these more experienced workers, even those that don’t want to change:
- Ask if there are any initiatives they would like to lead – Many experienced workers still have the desire to learn new skills and lead new initiatives. Identify those with the best potential and give them an opportunity to lead.
- Offer them mentoring opportunities – As many workers get more experienced, they shift their mindset from ‘doer’ to ‘teacher.’ Give them opportunities to mentor new employees or high potential leaders. This will allow them to contribute to the organization in new and creative ways.
- Train them in new roles – Some experienced workers are actually ready and willing to make a change. Find a new role where they can be more valuable. 5-10 years is still a long way away, so investing in their development will not be a wasted effort.
- Offer them early retirement – For those that really don’t want to change, offer them an easy out. Give the next person in line the opportunity to make their mark on the organization. Everyone will benefit.
- Have them train apprentices – Even if your experienced workers don’t want to take on formal mentoring opportunities, always have them train other people on what they know, so that knowledge is not lost. Knowledge management will become more important so you need to capture all of that relevant knowledge.
- Help them find other jobs – If your experienced workers are no longer a good fit for your organization, then help them find new roles elsewhere. They have been loyal to your organization for a long time, so it is time for you to show loyalty to them and support them on their new endeavours.
As you can see, there are many different options to ensure experienced workers continue to add value to your organization. Don’t just focus on the demographic shift, also focus on the people you still have. How will you maximize the value of these experienced workers?
In an earlier post, I talked about how technology is used in the workplace is not aligned with the way employees use technology away from the workplace.
What I mean doesn’t relate to updating hardware and software or getting the latest version of something, but more about how people communicate and making sure organizations align how they use technology to achieve specific outcomes.
Outside of work people use mobile phones and tablets and other technology to stay in constant contact with one another, share information, gather information, search for resources, etc. They expect immediate results. Yet in many organizations, technology is not used for collaborating or communicating quickly and effectively. In fact, it’s the opposite and can act as a hindrance to performance because the objectives for using the technology were not considered appropriately before it was implemented . Hence the reason you see many people with two mobile devices, one for work and one for personal use, which makes little sense to me.
If technology is not supporting employees to do their job as quickly and effectively as possible, then there will be lost opportunities, hence the impact on profit.
I’m not suggesting that organizations always determine technology decisions based on how employees are using it away from the office. I do think however, that technology adoption would be higher inside organizations if it was used in a way that was better aligned with the way people are using it outside of the office.