Often in this blog topics center around hiring the right person. But once on board, selecting the right people for teams is just as important. While you want to give the makeup of the larger team serious consideration, the makeup of work teams can be critical. In other words, teamwork is where the rubber meets the road.
The reason for this is that in the larger organizational team the bigger picture may be the focus in terms of theories, strategies, and even brainstorming. While in smaller or work teams, the work is the dissecting, organizing, testing, and implementation of those theories, strategies, and innovative ideas.
The point is that for a group of people we call teams to be able to work together, the right chemistry of personalities, skills, talents, and attributes must come together much like an orchestra plays in harmony by delivering the right notes, at the right level, at the right time. Notice I didn’t say without conflict.
Read more: Why Good Team Selection is Critical
We all can have our moments. Moments when we are happy, sad, miffed, and difficult. If an employee who usually exhibits relatively happy and cooperative behavior and suddenly or unexpectedly shifts behaviors for the worst, then it’s probably due to some out of the ordinary happenstance. This employee may need some time off or require services such as a counselor or legal advice that is outside our skill set as managers. It’s those employees who exhibit consistently difficult behavior that are the issue.
These employees try our patience and emotions. However, patience and controlling our emotions are of paramount necessity to help handle these trying people. This is increasingly difficult to pull off when dealing with these types of behaviors is a daily occurrence. Let’s look at some of the causes and cures of these difficult personalities.
Diffcult Conversations,, Managing,, Difficult People
Read more: Difficult People: Causes and Cures
One of the biggest contributors to poor employee engagement is the lack of a structured employee development program. Several sources suggest that about half of organizations have no employee development program. Some that do have such a program, describe it as broken, or outdated.
Just as with anything, creating an employee development plan involves strategy and prework. This prework begins long before anyone makes a hire, advertises an opening, writes a job description, or even before someone decides what positions the organization will fill. What ideas can an organization implement to ensure that an employee development program is successful?
Talent Management,, Strategic Planning,, Employee Development
Read more: 6 Ideas for a Successful Employee Development Program
Organizations often lament high turnover and its costs. Indeed, it can be costly and there is a plethora of information on the internet, in books, white papers, and studies to assure you of this fact. But is all turnover bad? The truth is that turnover wears two faces as there is both good and bad turnover. OK, before you have me put in a straight jacket, hear me out.
Here’s a question for you, if a poor performer, toxic employee, or a bad fit for your culture quits, is that good or bad? It will no doubt be good. Now it may be that the toxic employee, just as an example, was there a long time and had become a sacred cow, that employee may take a lot of knowledge out of the organization. Losing the knowledge is bad, but you only have yourself to blame for allowing the toxic employee to remain as long as they did. In fact, the toxic employee may have been the cause of good, highly productive, and other knowledgeable employees leaving in the past and that’s bad. Thus, the two faces of turnover. What do these two faces look like?
Read more: Turnover Wears Two Faces
Sitting outside my office door, a manager is interviewing a candidate in a meeting room. He is talking loudly and non-stop. The manager did not ask the candidate any questions. Even if a question was forthcoming, the candidate couldn’t get a word in edgeways. How the manager thought this technique was providing good information about a candidate, I’ll never know.
Other managers use the technique that anyone who shows up, can state their name, complete paper work, and pass the drug test gets the job. Just another warm body.
Still others don’t feel it’s necessary to prepare. They have a few stock questions they ask every candidate and if the answers are even close, the job is theirs.
Being in a job interview is not news. However, it seems that being a good interviewer just might make headlines! We’ve all been in job interviews. It’s sad to say, but most of the time, the candidate is better at interviewing than the interviewer. Having a career in HR brought this fact home to me as the opportunity to observe both candidates and the hiring manager puts me, and now you, in a rare position of sitting on both sides of the desk.
Read more: 12 Techniques For Better Interviewing
Building anything takes time and involves effort, resources, and yes, maybe even some blood, sweat, and tears. Producing high performance teams is no different. That’s why we call it Building High Performance Teams. Many professionals may think that building high performance teams begins with the hiring process; and yes, that is part of the process. However, laying the foundation begins long before that with your strategic planning process with the cornerstone being your vision, mission, and business philosophy.
Once those components are in place, then you can begin writing position descriptions for the tasks to help the job talk as to what it needs to function at an optimal level. Seeking the talent for those positions involves looking for a match in KSAs (knowledge, skills, and attributes). Remember that when you find the person with the right attitude and is a match for your vision, mission, and business philosophy, you can always train for skills. But that’s just the beginning.
Talent Management,, High Performing Teams
Read more: 6 Tools for Building High Performance Teams
Let’s face it, hiring can sometimes feel like a roll of the dice, an exasperating task, a time-consuming monster, and seemingly more trouble than it’s worth. Some team members want to examine every piece of data about a candidate, and others just want a warm body so other team members will stop complaining about all the extra work they have to perform due to a vacant position. Therefore, so many positions remain open, take forever to fill, or that warm body is brought on board. But let’s say you do everything right to hire the best candidate. You…
- Take the organization’s strategic plan into consideration
- Benchmark the job
- Write a definitive position description
- Write an attention-grabbing ad
- Use the best recruiting processes
- Conduct a strong screening process using
Read more: 7 Ways to Cure a Hiring Headache
Hiring, its tangents, trends, and techniques, is receiving a lot of attention. Yet there are only three basic techniques in procuring talent, buying, borrowing, and building. Buying talent is having someone recruit for you and paying them. Borrowing talent is hiring a contractor and paying them for a project or some period for their talent. Building talent is taking the talent you already have on board and developing it for handling more skills. However, tools and techniques surrounding the basic strategies is changing at warp speed.
Once upon a time, you could find talent writing a resume, and maybe a cover letter, sending it through snail mail, and waiting for a response. Today, talent has many options for getting your attention, and you have many more places to seek out that talent.
Read more: Tangents, Trends, and Techniques for Hiring