KeenHire Blog by Margaret Graziano

Workforce Performance Management - A Must For Progressive Companies!

Workforce Performance Management, how does a company maximize their return on their people investments?  If you read my blog you know my first rule of thumb is to hire people who can naturally produce the results you expect with minimal coaching. Trying to fix a performance problem with a person who is not engaged, under-qualified, or whom lacks the inspiration and motivation to do the work is an utter waste of time and gives managers an ulcer just thinking about it. If you want a high performing team, I recommend follow these guidelines.

1. Define Your Role by Expected Outcomes

2. Hire people who are RIGHT for the job, the company and who want to produce the results

3. Clarify Expectations early and often -during the recruitment process, in the on-boarding process and quarterly. Integrate individual performance with company performance so people can see and feel how what they do or do not do impacts the organization.

4. Have the Employee Measure, Track and Report results to the Manager (take the monkey off the Managers back- Ken Blanchard, One Minute Manger)

5. Create Awareness and Consciousness in the employee's mind

6. Communicate and Give Feedback-Recognize Positive Behaviors, Steps, Milestones, Effort and Execution towards Outcomes

7. Correct the Opposite and Remember to Separate the 'Person's Identity' from their Performance

Often, Workforce Performance Management conversations are dreaded by Managers, after interviewing and coaching several hundred people who hold the responsibility of managing others I have discovered that the issue is lack of training in this area. Utilizing a comprehensive software that tracks performance, teaches the Mangers to have empowering conversations and coaches the employee on how to accept responsibility for their performance without making it mean they are broken or wrong makes a world of difference.

Dr. Stephanie Marberry teaches Industrial organizational psychology at Argosy University and Workforce Performance Management is a major component of her curriculum. In 2009 Stephanie conducted an all industry software evaluation of performance management providers, the results were incredible, educational and inspiring. The good news is there are several programs to choose from, the bad news is it takes TIME, KNOWLEDGE and RESOURCES.

If you would like to ask Stephanie questions about her research LinkIn to her, email her or give her a call @ 312-618-3252.

Retention: Will Your Key Contributors Be There When You Really Need them?

Even though Human Resource Executive’s Magazine is geared towards HR Management professionals, the January 2010 issue is excellent reading for any leader concerned with Talent Management.  The cover story is about the necessity of Re-Engaging of Mission Critical, Key contributor and next level leadership talent. The most pressing post recession issues for leaders will be to provide highly engaged worker with the ability to execute new business strategies.

HRE reports that as the nation heads for an economic recovery, HR leaders at some of America’s largest companies will have to focus their attention on securing and keeping the talent capable of executing new post recession business strategies and metrics. 

Isn’t that what we have been saying all along?

KeenHire Talent Strategy 3.0 program not only delves into the changing demographics effecting the US workforce and the companies employing it, we also dig deep into the continual stream of issues surrounding and effecting employee engagement, organizational design, recruitment, and talent retention.  The course is quite content heavy however because of the group interaction the journey is barrel of fun!

The Washington based Executive Board reports that the number of disengaged workers has doubled during the recession of 2009 and 2010; even more disturbing many high potentials, workers who very possibly hold the key to a companies ability to press through the rebound are waiting with baited breath for a headhunters call. When the call comes, these highly valuable contributors will not only take it, they will leap at the chance to escape the last few years of misery.  Actually another report by the same organization indicates that nearly ¼ of all high potentials are already looking for a new job and beyond that one in ten of the broader workforce is actively on the hunt for a new job.

In Peter Drucker's 5 New realities and 8 Business Strategies he speaks about Business Leaders being willing to see the truth even when it hurts. To ensure you are not running in front of the truck and scrambling for Talent Management and Recruitment solutions, the time for planning how your firm will handle these changing workforce realities is now.

2010 Goal Setting and Accountability

It is January 26th, Have you Set your 2010 Goals and Action Plans yet?

Here is a quick overview of the process that Keen Coaching utilizes with our Emerging and Executive Leaders. 

1. List 2009 Successes - Celebrate, pat yourself on the back, kiss the mirror, get a hug, give a hug

2. List 2009 Resentments, In-completions and Disappointments - then say what you need to say, burn them, laugh at them, but get over it.

3. List your 100 Life Goals 

4. Look 5 years old and imagine your life as the masterpiece you want. What are you doing? Where are you living? What is your bank balance? How does it feel? Create Affirmations for each area of life that is important to you, be very descriptive of how life looks, feels and is in the future that you create. 

5. Create a 1-2 page 2010 Plan - Business & Personal Goals in the areas of life that are important to you. For me it is Fitness,Family, Fun, Financial, Love Life, Work - not in that order. Chose what your overarching area of concentration for 2010 is going to be. Chose the Values that you will use to monitor your behavior. Set dates to each goal. Make them measurable.  Add some ZIP and ZAP to the goals. Loose 10 lbs gets old and boring, like washing the toilets. Looking fabulous and sexy in the speedo is a bit more enticing. 

6. Create a monthly habits chart - things you will do that bring out the best in your. Drink lots of water, do Yoga, meditate, Say thank you, etc. Download MonthlyHabitschart

7. Create a monthly score sheet for your goals so you can track your progress.

8. Create a Weekly Activity Tracking Sheet Download WeeklyGoalTracking2010

9.Use a daily 6 Most Inspired Actions worksheet to keep yourself attached to the weekly, monthly and annual goal.

10. Create a HOT, Fun, Inspiring Vision Board  -See  Above..... :)

11. Engage  buddy you can count on to schedule weekly accountability calls with you, have a consequence for blowing the call.

2010 - Your Time To Ascend !

Choose Wisely-Now Is The Time For Strategic Hiring

Poor hiring decisions are costly mistakes that can range from 150% to 300% of an employee’s base salary. Financial losses include expenses associated with hiring and training, low employee morale and decreased productivity. Plus, poor hiring choices frequently lead to damaged client relationships, loss of new business and business in general, unemployment and more. The bottom line is that bad hiring decisions can make or break a business. 

The two most common hiring traps are hiring in a hurry and hiring the résumé
rather than the person. Companies that don’t have succession plans or fail to practice cross-training often rush to relieve the pain of the empty chair. Businesses that ignore the hiring process in the interest of expediting it are far more susceptible to missing important clues that could prevent a poor hiring decision. For example, studies on the behaviors of job applicants report that more than 65% of all candidates do not prepare their own résumés. Even more unsettling for prospective employers is that more than 45% misrepresent their credentials with one or more “tall tales.” From reporting academic degrees never achieved and embellishing roles to listing completely fictitious positions, many of today’s job seekers will do whatever they can to appear qualified. 

A third and very common trap is to hire on the basis of job descriptions. 

These typically list a subjective interpretation of required skills and experience.

By highlighting only hard skills, they leave out the most critical elements such as key performance objectives, behaviors, values, emotional intelligence, character traits and soft competencies — the defining criteria that lead to effective performance.

With the war on talent in full force, there is tremendous pressure on hiring
managers to keep their organizations fully staffed and productive.

But how does one meet these demands without falling into hiring traps?

After more than two decades as a recruiter, staffing agency owner, and leader of the KeenHire™ strategic hiring and retention initiative, I’ve developed an arsenal of practical tips and “insider” tools that empower business owners and HR executives alike with the ability to make informed decisions about their most important resource — their people.

Transforming HR Into A Strategic Business Partner

As the landscape of doing business shifts, as off shoring and outsourcing become more prevalent in a companies quest to be lean and mean, as profitability accountability becomes pervasive across the horizon; who Human Resources is and how they operate must alter for this department to remain  inside companies.

Now more than ever there are more Human resources out-sourcing alternatives, there are companies that perform payroll administration and everything that entails, there are companies that take over compensation and benefits, there are PEOs that adopt every employee and every payroll, benefits and all administrative issues from 401k to beneficiary change. Actually this sector of HR outsourcing is one of the fastest growing business process out-sourcing models; for example Paychecks is one of the largest employers in America.

 

Another out-sourcing model that is becoming pervasive is Recruitment Process Outsourcing, this is when a company completely removes recruiting and staffing from the inside operation of HR. An outside company handles every aspect from creating job specification to on-boarding candidates. 

Even more interesting is the surge of Human Capital Consulting firms, like Keen Hire that companies outsource the entire talent life cycle to - from benchmarking roles and accountabilities, and talent attraction programming to recruiting, selection, on-boarding and succession planning. Some firms label themselves as organizational development consultants, others as Talent Management Outsourcing, others as RPO.

And another interesting twist is the emergence of off shored recruiting resources; in these operations all job board recruiting, or sourcing is processed and for a very low fee.

What this means for the Human Resources Agent currently employed in Corporate America is, accountability and performance metrics are key. If a company does not directly see and feel your value and how it impacts their bottom line, you soon find yourself as part of a Reduction in Force, aka a RIF.    

Why is it that in every recession an abundance of human resources professionals and recruiters find themselves out on the street while others are busier than ever. There are no accidents. The ones that are eliminated are the ones whose skills are narrow and their impact is nil. Companies realize that the work these folks generate can more cost effectively and efficiently be done elsewhere. The ones who get to stay are the ones who not only do their job extremely effectively; they honor the company’s values, contribute in multiple areas and generate a measureable return on investment. You may be saying to yourself, well, “that is Jack of all trades and a master of none”.

As times change, as the economy is impacted by global forces, we as human capital specialists whether internal or external must also change. We must take a good look in the mirror and inquire about our ability to generate ROI, profit and powerful impact. If we don’t know how to do that, we must identify how and take the necessary steps to master both how and what we can do to impact a companies success. The impact is always measured by metrics.

 

Metrics effecting a companies ability to compete, retain ideal customers, generate profitable revenue, eliminate extraneous expense, and develop powerful leaders are the type the metrics a CEO or CFO will respond to with an open mind and an open heart.  

 

If you want a seat at the Talent table, at the ‘people table’ it is time to investigate the future of human resources metrics and where your role is in that future. Then its time to get to work on establishing how you attain those metrics!

Use Jack Canfield's Success Principles to Empower Your Sales Force

I am on day 4 in Jack's Breakthrough to Success Seminar in Scottsdale Arizona. This has been an amazing week so far, and what I am walking away with already is an amazing plan of action for my Human Capital consulting business and my life

The success principles covers ways of being and operating from the law of attraction, to visualization to specific goal setting and action planning. We have learned the power of daily conditioning of our mind, body and our spirit.  If you have not read the Success Principles, I highly recommend it. It is by far the largest contribution to my having the power and courage to alter the course of my life and up my game.

Overall there are 40 Principles, much more than the 7 habits, and for the sake of keeping your attention I am listing the top eight to ten that have helped me in my career. If you want more, tell me and I will continue on this subject for the next few weeks.

1.    Taking 100% responsibility for your life, for your production, for your candidate submittals for the quality of client you are working with, to the amount of clients you generate to the money in your bank account. This seems easy; however every time you complain, justify or blame you are avoiding responsibility for the way things are going. When   you avoid accepting responsibility you are rendered powerless to change your situation. Like it or not --YOU are behaving like a victim. 

2.    Define your purpose and your mission for being in the business of recruiting, for being alive. I have met many recruiters who tell me their purpose is to make a lot of money; I believe they answer this way because they think I want to hear that answer. Many of us who chose to make recruiting and talent related careers our life’s work operate in our business with a purpose that is much more inspiring and meaningful than money. Money is the end result of our hard work and our passion; it is however not our purpose. My purpose it to be a conduit for people to embrace their personal power, live extraordinary lives and make a difference in the world.  What ‘s yours?

People Don't Quit Jobs - They Quit Managers

Building first class team begins with you. Are you the type manager that you would want to work with and reach for, or are you a type of manager that you would run away from, as fast as you can? It is a very pointed question, and one that takes time and consideration.

After reading Jack Canfields’ “Success Principles”, attending several seminars and workshops on personal power and effectiveness and coaching many leaders and emerging leaders it has become a passion of mine to communicate the need of good management as one of the solutions to the retention quandary.  

Not only does each and every manager and business leader need to own the accountability of new employee selection and internal employee advancement they must also own and forward their personal accountability in doing the right things with the right people when they get them. It is not just a Jim Collins cliché, it is a reality of being in management today.  Great people want to work for great people; it is a complete waste of time and money to conduct a search, pay for selection instruments and then pay a finder fee for a stellar candidate only to put them in a situation with a no win manager.

Each one of us in a leadership and people management role must do what we can to be the best mentors, coaches and developers of the people who work with and support us; it is one of our most poignant responsibilities.

Margo’s Management Reading Recommendation

Below is a list of books that made a great impact on my life both in business and personally and pieces all of the below books are integrated in my KeenHire trainings and operating systems.

 

The Truth about Managing People, and nothing but the truth
Stephen P. Robbins

Secrets of Hiring Top Talent
Daniel Abramson

Empowerment Takes More than One Minute
Ken Blanchard

The 21 Indispensible Qualities of a Leader
John C Maxwell

The 5 Temptations of a CEO
Patrick Lencioni

Top Grading
Bradford Smart

Leadership & Self Deception
Arbinger Institute

A Carrot a Day
Adrain Gostick & Chester Elton

 

Good Reading !

Breaking Through Barriers On The High Ropes

There I was 40 feet in the air, having just climbed the pirates net to the top of the high ropes course.  Sitting on the perch looking at where to go next, it occurred to me that I was scared x&*%less.

I called to “Big Dog,” the group leader, and asked what I do next. His response was to “follow your instinct”.  For 23 years in recruiting I followed my instinct and for the most part it led me the right way. Other times that old instinct got me in trouble. “What if my instinct is wrong” I called.

Implementing A System to Hire: Part VI And VII

The finale on our series on smart hiring.  Part I is here.

Step 6 –Choose Wisely

Matching is where the rubber meets the road in the recruiting & staffing industry.  Are you submitting the candidate because they are truly a match or are they the only one left who is breathing?  If you say to yourself, “Well they are all I have, " then pick up the phone and start making MPC calls. Just don’t make it a practice to shove a round peg into a square hole.

Step 7 – Briefing the Candidate

One can never under estimate the power of preparation, in your life or your candidate job search life.  The candidate who is prepared in mind, body and attitude is the candidate who puts their best foot forward and whether they land the offer or not; your wisdom, coaching and partnership is not soon forgotten. I recommend having the candidate research the company well beyond their products and services. I recommend the candidate call the customer service, sales or HR department and inquire about core differentiators, competitive advantages and strategic initiatives.  Additionally, I recommend the candidate take an inventory of what they have to offer and how it accomplishes the employers’ objectives for the position. I strongly believe that if the candidate prepares this in advance and brings a summarization of these matching parameters to the interview that the candidate will have everything they need both physically and mentally to close the hiring gap and nail the job offer.

As always try it on, see what fits, use it and throw away the rest!