Every March 8th, International Women’s Day celebrates the achievements of women around the world. This year’s theme is inspire inclusion, encouraging people to eliminate stereotypes and to value and respect women.
Your organization may be excellent in terms of inspiring inclusion, and for that you should be commended! Others, however, have some work to do, particularly in women’s leadership.
Management successions occur every day in organizations around the world. These range from promotions to first level supervisors to appointments of new CEOs.
A person who is new in the job and immediately proclaims, “This is how it’s going to be now” will face resistance on multiple levels, while the person who steps in and listens will be received quite differently.
Jonas hired a mid-level manager, Ethan, a few months ago. Since then, he has done virtually nothing to support Ethan’s onboarding and growth in the company. The excuses range from “he’s not ready” to “clients expect my level of expertise” to “he has to earn respect”.
All these excuses are ridiculous.
You know the cliché that good people are hard to find. Well, right now they’re even harder to find thanks to the Great Resignation. Simply put, fewer people are available to interview for the jobs you need to fill. The basic supply and demand equation comes into play, and employers find themselves riding a slippery slope.
Compromising on quality is never a good idea. For those who say that “this is the best we can find,” you need to look in different places. If you lower your standards and hire someone second or third rate, you will regret it from day one.
The Gallup Organization conducted a survey recently that concluded that 48% of people who are active employees are looking for new jobs. In fact, 3.6 million employees quit their jobs in May. Tried to hire recently? I’m sure you’ve experienced that this is more difficult than it has been in recent memory.
Gallup is coining this emerging trend as “The Great Resignation”, but suggests that the underlying theme is “The Great Discontent”.
Last time we looked at issues related to virtual hiring and today’s topic is what to do after someone is hired. Virtual onboarding is obviously a little trickier than onboarding in person, so here are some tips. Some of these are obvious, but who hasn’t had a time when the obvious was forgotten?
+ Replace a job description with a statement of roles and accountabilities. Clearly identify what is expected and identify the accountabilities. Accountabilities are important because it demonstrates from the beginning that you expect the person to be responsible for outcomes. Review this on the first morning and check back during the next few weeks to make sure the person is clear on these responsibilities.
Are you in hiring mode? Even if you’re not at the moment, as we are six months into the pandemic at some point you’ll need to add some staff, especially if you have strategic or even immediate needs.
Not all companies have returned to their physical places of work, and as a result, your interviews and hiring decisions are likely to be made based on video calls.
Most of my clients are hiring new employees and finding it much more difficult than it was several years ago. The main reason? Full employment. As much as they want to attract top quality candidates, it’s much tougher today.
This will sound like a sweeping generalization (and it is), but most candidates who have been unemployed for more than a few months without a reasonable explanation are out of work because they’re just not that talented. Of course, there are exceptions, but at 3.7% unemployment…well, you do the math.