Posts tagged fingerprint time attendance
We all make mistakes. However, in business, mistakes that involve your people can severely drain your bottom line, your piece of mind and possibly your entire business. We will start out this month by reviewing the top 10 human resources mistakes” and then, in the coming months, go more in depth on each one.
1. Not hiring for talent and fit
You want to hire for 1) skills and knowledge, 2) talent and 3) fit. There is a difference between the three. Skills are the “how to” of a role and are capabilities that are learned. Knowledge is “what you are aware of,” either factually or experientially, and can be transferred from one person to another. Talents are natural or acquired capabilities and a key recurring pattern of thoughts, feelings or behaviors. Talents are extremely difficult to teach. An ideal fit will not, in itself, result in superior performance, although fit becomes an issue if the person’s values and behaviors are not in alignment with the organization’s culture.
2. Hiring quickly and firing slowly
When companies do not have sufficient staff to cover an open position, they may rush through the hiring process and make a poor hiring decision. Poor hires are typically a costly mistake. They take up a supervisor’s time, create “bad vibes” among current employees and increase costs for an organization. Poor hires can affect service and product quality and create a poor impression with customers. While training supervisors in lawful and effective interviewing and hiring practices, it is important to also develop and train them on a formalized effective disciplinary action process. Too often, poor performers are allowed to languish instead of being held accountable
in a more timely manner.
3. Poor leadership, lack of effective communication
If you want to be an effective and motivating leader — you had better know the difference between leading, managing and coaching. Leaders influence, do the right things and are outward-focused. Remember, leaders do right things. Managers do things right. All of us could use a little more coaching — it helps others become more successful. Always deal with your employees with open, honest and direct communications. Maintain self-esteem during all interactions with your employees and respond with empathy.
4. Not appreciating generational differences
Ask the two people sitting closest to you this question. “Where were you when Kennedy died?” Boomers and older people will think of JFK, while younger people will think of JFK Jr. Boomers have a view of Gen X as “the army of aging Bart Simpsons — armed and possibly dangerous.” Gen X views job security as a big joke and Gen Y is the largest of the three generations at 80-plus million. While they were the centers of their parents’ universe, you as a Boomer or a Gen X supervisor do not have to send the “carbon copy” of their latest performance appraisal home to their mother.
5. Winging it with pay practices
Having no system is not defensible and may result in perceptions of favoritism. A recent World at Work survey of HR and compensation professionals found that 78 percent of their organizations had a “formal compensation philosophy,” yet only 26 percent said theirs was in writing. A formal compensation system, including written compensation philosophy, will support the attainment of your strategic goals by helping your organization’s ability to attract, reward and retain the necessary organizational talent. It also allows supervisors, managers and business owners to have a rational conversation with employees regarding how they are compensated.
6. Failing to recognize and reward people effectively
Fifteen percent of the value of a company is traceable to tangible assets; the other 85 percent is intangible. Human capital is the dominant asset in modern business strategy. Employees leave for a variety of reasons, the most common among them being:
- Poor supervisory relationships
- Lack of opportunities for growth and development
- Inadequate recognition and rewards.
Three key ways to keep your employees:
- make them feel valued (supervisory issue)
- make them feel appreciated (rewards and recognition)
- provide opportunity for growth (learning and growing)
7. Not providing growth, development opportunities even with limited budgets for formal “employee development programs
Companies need to invest in their human capital” to meet ever-increasing customer requirements in today’s global economy and leaner organizational structures. With a higher percentage of employees being described as knowledge workers, providing new technologies and the opportunities for “continuous learning” is essential, particularly with younger workers. Organizations that fail to provide more than lip service to the development of their people are likely to experience higher turnover and lower levels of customer and employee satisfaction.
8. Allowing an inwardly-focused culture to develop.
Who is your customer and what’s the reason your organization exists? Customers these days are smarter, price-conscious, approached by more competitors, more demanding and less forgiving. It takes 12 positive occurrences to overcome one negative experience.
9. Failing to successfully navigate the changing legal landscape
U.S.-based companies and their employees enjoy many employment rights and freedoms (i.e. from unlawful discrimination to sexual harassment) that have evolved over the past 40 years of federal, state and local legislation and through legal rulings on statutory law.
New legislation and legal rulings are continuously occurring, requiring employers to stay on top of the changes and ensure that they — including all of their supervisors and managers — are in compliance while performing and interacting in their daily roles.
10. Not effectively dealing with complex HR issues
Not everyone has the ability or desire to deal with people and their issues. If you are the one dealing with employees at your business, know your limitations. What is your personality, motivation, expertise of the jobs and how much time do you realistically have to recruit and manage employees? If you have a person who handles your HR, do they understand people? Do they keep their technical skills sharp? Do they support the organizational direction? Do they have attention to detail?
Employees are the only truly unique component of any organization and can help it grow and prosper as well as fail and die. The investment in effective HR practices and functions is as critical to the success of an organization as having the right equipment, materials, products and processes.
All of a company’s employees add value and contribute to its success – some in small way, others in large measure. Because sound recruitment and retention strategies provide a competitive edge, hiring should be done carefully, methodically and strategically. Here are ten ways to attract top prospects to your company and retain them once they’re on board.
1. Recruit Continuously
Aggressive companies are always on the prowl for talent. They have a sense of what skills they need now and in the future, and what type of person will be a good fit. They look even when there are no current openings, because one can never predict when an employee might leave.
2. Know What You Nee
Know the skills and personality traits that will make a person successful in a given job, so you can develop job descriptions when you’re hiring. This helps in framing interviews with potential applicants, who in turn learn in advance more about the skills needed for the position.
Initially, a job description facilitates the selection of the right employee. But a good job description also ensures that he or she has a clear understanding of responsibility, authority and expected results, so it also becomes a useful training outline.
3. Interview Many Candidates
Don’t hire the first person you like. Commit to meeting a number of people – even though you won’t be interested in most of them. If you don’t think a person is a good fit for your company, use the interview to dig up information on your competitors or create a business-development opportunity. (Who knows where your company’s next alliance partner will come from?)
4. Ask Probing Questions
The only way to find out if candidates will be a good fit for your company is to ask a lot of questions to discover whether:
they possess a positive attitude.
- they have high energy.
- they are trustworthy and possess good character.
- they feel good about themselves and life.
- they take responsibility without making excuses.
- they desire to keep learning and hunger for growth.
- they are willing to follow the leader and work with the team.
- they have a good track record.
- they are able to flow with the organization and accept change.
5. Check References
Today’s employment laws are extremely strict on how much information can be obtained regarding past employment; previous employers are not supposed to give out any information other than the length of employment. They cannot give out any information with regard to skills, attitude, attendance or anything else in the applicant’s job history while employed there.
6. Clarify Expectations
New employees seldom know exactly what is expected of them, how they will be measured, or with whom they will work the most. It’s important to communicate expectations and metrics clearly and succinctly from Day One.
7. Offer Attractive Compensation
Money buys the house and the bacon, but it also represents recognition and fairness. Talented people expect their contributions to be acknowledged and their compensation to reflect their impact. If necessary, do a competitive compensation survey.
8. Establish a Buddy System
Often overlooked yet consistently successful, mentoring systems give employees a sense of history and community when they enter a new company environment. By introducing recruits to the office culture immediately, mentors make them feel important and necessary to the company’s success.
9. Develop People to Their Full Potential
Every company leaves a tremendous amount of human potential untapped because its people are inadequately developed. Provide informal feedback and coaching, cross training and opportunities for advancement. Train all new employees thoroughly in job requirements immediately upon hiring. Putting a new employee on the job to “sink or swim” results in frustration, sloppy work habits and omission of important details. Reinforce the attitudes and behavior patterns you want. A new employee is usually highly receptive to suggestions and eagerly assimilates and readily accepts the organizational vision, mission and goals.
10. Conduct Exit Interviews: Retention of talent often begins at the end of the process. Chances are, an employee who is walking out the door will be more honest and forthcoming than a person who still depends on your company for a paycheck. But in order to ensure truly effective exit interviews, a leader must establish a climate of trust long before he receives the letter of resignation.