Valgina Nina Sergeevna professor, candidate of philological sciences. Svetlysheva Valentina Nikolaevna associate professor, candidate of philological sciences
Well, Maria, where are our workers??? asked Boris Petrovich, nervously tapping his ballpoint pen on the table.
“I… I don’t know, Boris Petrovich,” answered Maria, lowering her eyes. - There are no suitable candidates ... And where to get them - I'll never know - Maria's voice became guilty and apologetic.
Maria was an excellent office manager, possessed organizational skills, did everything quickly, accurately and did not make mistakes in her work. But when it came to recruitment, there was very little sense from it, to be honest.
- Mashenka, well, you understand that the employees were needed yesterday, - Boris Petrovich said, softening a little. - And we have not been able to find a single employee for the second month!
- Boris Petrovich, I'm trying my best! I also submitted a vacancy to the newspaper, and posted an ad on all job sites. It seems that everything is described so well - but no one responds. We have good conditions, and the work is interesting, and in terms of salary we are no worse than many. Well, what do they, the applicants, need?
- So, Masha, go to work. And do something already so that by Monday the employees will be. Otherwise, you know what...
And Boris Petrovich, pulling his spectacles over his nose and knitting his brows, began to study the entries in his diary. And Mary went to her workplace, and in her head there was only one question: “Well, where can I get them, these candidates?”
How often do you encounter a similar situation when an employee was needed yesterday, a week ago or a month ago? And there were no candidates, and no.
The fact is that every employer in the process of recruiting staff faces certain difficulties. This also applies to attracting applicants, and conducting interviews, and choosing the right candidate. With an interview and the selection of a candidate, everything is more or less clear - you can study the relevant literature, take note of several methods for assessing candidates, prepare for an interview, make a list of necessary questions ... But in order to select, evaluate and interview someone, you need to have, from whom to choose. And for this it is necessary to organize the process of attracting candidates for your vacancy.
To prevent the closing of a vacancy from turning into endless hours of waiting for responses from applicants, you need to remember and follow some rules. These rules are quite simple, but following them will allow you to significantly increase the number of candidates for your vacancy. At the same time, if everything is done correctly, then the candidates will be suitable a priori. And you just have to choose the one you like the most.
Rule number 1. Be clear about who you need
That is, make a portrait of your candidate. Write a list of the main functions that your employee will perform.
Even if you have a job description, even if a specialist has already worked for you in this position, formulate the key functions anyway. This will help you draw up a portrait of the candidate.
What exactly will be included in the duties of your employee depends on what professional and personal qualities your candidate needs. Be sure to include formal features, business and personal qualities, character traits, professional skills, special knowledge, and also simply in your own words, without unnecessary “smart” phrases, describe how you see this employee in the portrait.
It is also important to determine the leading motivation of your candidate. What should he focus on the most?
If this is an accountant, then most likely for stability and Professional Development. If this is a sales manager, then he should be motivated by the result, as well as the opportunity to earn. If you are looking for an office administrator, then the best motivation for your candidate is the possibility of development and growth within the company, as well as recognition from colleagues. Take the time to describe the candidate in as much detail as possible. So that you have a complete image of the employee in your head.
Remember, in order to find a good employee, you need to clearly understand which employee will be good for your company.
Rule number 2. Stand out from other employers
If you open any job site, you will see that most job advertisements are of the same type, faceless, not attracting attention.
When a job seeker looks through the offers of employers, there is nothing to catch his attention, because the ads are almost the same!
Try to stand out from other companies. Give in the ad only the information that will attract the attention of the applicant. You should not place an ad that does not make it clear at all what the company expects from the employee and what functions he will need to perform. And, conversely, you do not need to copy the entire job description into the ad.
Find a middle ground - a clear and understandable presentation of the essence, and nothing more.
Creative ads are often found on job sites. So some companies try to stand out from their competitors. But it is worth considering that a bright, non-standard, creative ad will only work if you are looking for a creative person.
For example, one great company is looking for a "Princess (Sales Manager)" to join their team. Yes, that's the name of the job! And this is just great, because this company needs creative, creative, talented and modern! But imagine if, for example, some bank places such a vacancy ... It will not be very respectable.
Therefore, if you claim to be creative, then be creative wisely and in moderation!
Rule number 3. Offer Job Seekers What They're Looking For
Remember, in the first rule we wrote that it is important to determine the motivation of your candidate in the portrait, that is, what drives him, encourages him to work efficiently and effectively. Write about what the candidate will get by working for you.
Accountants, for example, are very systematic, process-oriented, accurate and disciplined people. Offer them stability and confidence in the future, the opportunity to improve their professional skills. They will also be attracted by a well-organized accounting system, the availability of the necessary software, and a comfortable workplace.
A sales manager focused on results, money and influence will find the opportunity to form an effective team of sales managers, the need to clearly set goals and control their implementation, the ability to influence the company's profit, etc. attractive.
If you are looking for a system administrator, then let the candidate know what is important to you: the equipment works like clockwork, the best system administrator is not the one who is constantly busy, but the one whose nothing breaks. How to attract him: independence in decision-making, the opportunity to develop and do what you love, modern equipment, etc.
And one more very important point - do not offer the candidate something that is not of paramount importance for him (according to the portrait of the ideal candidate). Why do you need a sales manager who dreams of career growth, and not high earnings? Will you be able to provide him with this very career growth or is it in the distant future?
Rule number 4. Choose the right resources to post your job
If you have clearly defined the target audience, that is, you have written down the portrait of the candidate, then you assume exactly where your applicant is found. That is where you need to look for it and attract it.
Look for a cleaner through posting ads near your company. It is unlikely that you need an employee for this position, who will travel to work from the other side of the city. Therefore, it is much more logical to attract those candidates who live nearby for the vacancy of a cleaner.
If you are looking for an employee to administer an Internet project, then it is more expedient to look for such a specialist on the Internet, on specialized forums, websites, etc. But the ad placed on the work site may not give the desired response.
Do you need temporary part-time employees? Contact universities directly. Almost every one of them has a student club where you can place your ad.
One company has internal rules: for each open vacancy, you must advertise in at least 30 different sources. But the inconsistency lies in the fact that out of 30, usually 1-2 sources work, and the rest of the time is wasted.
Take not quantity, but quality.
Rule number 5. Design a presentation for your company
What do you usually say when you call a candidate and invite him for an interview?
Here is the standard conversation pattern:
- Hello, Peter! My name is Svetlana, "Bee" company. I saw your resume on the job site. Still considering job offers?
Ugh, I'm looking. Depends on what.
We are doing something. We have an open position for an employee.
How to do it? Very simple. We rely on the leading motivation, which we have already talked about more than once in this article.
Since now the most common vacancy is a sales manager, let's consider an example of this particular position. The sales manager is result-oriented, money-oriented. For him, it will be important: the company's place in the market, the demand for the product, the presence of a sales market, high profitability, commission percentage, a real opportunity to earn money.
Present your company as a reliable supplier, as the manager always feels responsible for the product to his client.
The company is a leader in the building materials market. Factory-manufacturer of high-quality equipment. Our clients are well-known companies such as…
All these phrases will motivate your candidate, leave him room for imagination, thereby arousing interest and a desire to meet with you to find out more detailed information.
And one more tip: Before inviting the applicant for an interview, ask him a few questions. Talk to him for at least 10-15 minutes. This will reflect positively on your image as an employer. It is desirable that the questions were both professional and personal. By doing so, you will show the candidate that you are interested not only in his work experience, but also in his personality. That's all. As you can see, the rules are quite simple. They do not require any special training, large time resources or financial costs. Try to follow them, and you will definitely succeed in attracting “your”, “necessary” candidates.
What is attractive for an employee when choosing your company Financial incentives Reliability of the company Attractive working conditions Prestige of the company Social security Remoteness of work from significant places in life Positive image of the company Presence of acquaintances, friends and other significant persons Other (write in) Task: highlight and prioritize factors on which the employee will choose your company
Methodology for identifying "gaps" leading to a new job search List of company qualities Qualities of a company that a working employee would highlight Ideal company in which employees work for a long time with full dedication Authoritarian Aggressive Indifferent Reckless Fearful Democratic Dynamic Caring Caring Task: What needs to be done to achieve closest to the ideal state in the development of the company? Motivation Management
Studies in the field of dismissal of employees Studies conducted in March 2008 by the recruiting agency Kelly Services (St. Petersburg) showed that 25% of the 4 thousand respondents in Moscow, St. Petersburg and 6 other Russian cities (including Novosibirsk) work in the current workplace for less than six months, and another 17% - up to a year. It turns out that 42% of employees tend to change jobs during the first year of their stay in the company.
Research in the field of dismissal of employees More ambitious and prone to dismissal are employees at the age of 45, while employees after 45 years of age are less concerned about this problem. The situation is approximately the same when employees do not have interesting work. Its presence is more important for those who are a year old than for people over 45 years old.
Research in the field of dismissal of employees About 5% of the 4 thousand respondents would change jobs due to the lack of social guarantees, working conditions, informal employment, dislike for the company itself, the boss, the team in which they work, the work schedule and its location.
Why does an employee leave the company? Dissatisfaction with the social package (material incentives, pension savings, “white wages, etc.) Lack of respect for the employee Low group cohesion Lack of accounting individual features Lack of job satisfaction Failure to keep promises by management Destructive conflict resolution Weakening of commitment and loyalty of the employee in the company “Ruptures” in interpersonal relationships (“every man for himself”) and production processes (mutual substitution of tasks, multiplicity of diverse tasks, etc.) Inadequate assessment of work an employee from the side of management “Developing all your resources” in a “non-developing” (according to the employee) company Others (wedding, divorce, relocation, change of activity, training beyond work experience, etc.) Task: highlight and arrange in order prioritize the reason for leaving an employee from your company
Why does an employee leave the company? According to Kelly Services, low or insufficient assessment of work by the employer is the main demotivating component. In second place is the unethical behavior of colleagues, which can also make you think about dismissal. Further, but to a much lesser extent, follow: the uniformity of functions, unsatisfactory working conditions, low corporate spirit, refusal to revise wages. Employees are even less concerned about work schedule, company location, time for personal life and career prospects.
Examples from interviews on layoffs Maxim KHALYOV: - Employers, of course, were interested in the reason for leaving, but sometimes it is so difficult to explain it. Especially when it seems to the employer that the employee should be satisfied with everything, but in fact he is not satisfied with anything. It was necessary to indicate the facts as the reason for dismissal, which are enough to quit, and which the employer already knows very well. Most often, I explained my departure by the fact that they promised to pay me more at a new job. And to explain to employers that I just got tired of this place and want something new is very difficult. They persuaded me to stay, but rather sluggishly, because they could not offer better working conditions or promise professional growth. Alexey SHIPILENKO: - When I left my previous job, I was invited to a conversation with the deputy chief engineer and the head of my service. They asked about my plans. At that moment, I was not yet sure whether I would be able to leave for the job that attracted me. Therefore, I honestly said that I really think about dismissal, but I can’t name specific dates. They were not interested in the reasons, since they lay on the surface - the company did not index salaries for 3 years, it was believed that they were already decent. This was partly true, of course, but it is purely psychologically difficult to realize that, taking into account inflation, from month to month you earn less and less. They tried to keep it, promised a promotion, but I was used to bringing my plan to the end, especially since I didn’t have any special prospects for growth at this enterprise. In addition, the management of the organization complained that they spent a lot of effort and money on my transformation into a competent specialist. We agreed to solve this moment in the following way: I promised to find and prepare a successor, which I eventually did. After that conversation, I worked for about two more months, after which I wrote a statement and quit without much delay. By the way, no one forced me to work for 14 days.
What keeps an employee in a company? Kelly Services experts: When asked what could keep an employee in his company: vertical promotion (promotion with a corresponding increase in salary) - 33%, additional training at the expense of the employer - 14%, salary increase without changing the position -13.63% . opportunity to work abroad - 10%, horizontal promotion - 10%; less than 5% - change in work schedule or working conditions, expansion of the social package, promotion without increasing wages. Preferences are shifted towards intangible factors - the staff wants to grow, develop, and not just momentarily receive more and more money. 7% of respondents will not stop anything - they realize their intention to quit in any case! So 93% of valuable employees can be retained to work in the company
Means of retaining an employee During the work of an employee in the company: Supporting, developing corporate environment and management (reflexive management, self-developing environment): -Conditions for social security -Career growth (reserves for management, reserves for changing positions and functions) -Self-realization and self-development of an employee -Awareness by the employee of the significance of his contribution to the development of the company and its adequate assessment by the manager Reflective assessment of labor (adequate assessment and encouragement, respect and stimulation for development, for great achievements) Dialogues aimed at retaining the employee (during his work in the company) Reflective dialogues ( structured survey techniques and feedback, When an employee decides to leave: An in-depth “farewell interview”
Reflexive management in the company Today, employees are increasingly tuned to open and honest interaction with employers, and this implies the most objective open feedback on performance (reflexive management as an employee retention factor). Reflective assessment of labor as a motivational factor and employee retention factor.
Dialogue aimed at retaining an employee "The law of figure-background relations." In each situation, in the course of a dialogue with an employee, it is necessary to find pluses that you cannot immediately single out for the minuses that bother the employee. In every situation there is a variety of pluses, the value of which is quite high for the Employee in comparison with the initial desired results!
Reflective dialogue with an employee The main skill that a HR manager needs to develop is “the ability to see the pluses”. With this skill, it is easier to help employees in a new way perceive the situation in terms of meeting their interests. Task: identify the most significant difficult situations in retaining an employee and highlight the advantages for the employee in them if he remains to work in the company.
What to do when an employee leaves? if a company knows how to benefit from each layoff and minimize its risks, it helps a lot in further development. What to do in case of layoffs? The first is work with the employee himself. First of all, to identify the reasons for his dismissal (if he was not fired by you for some critical violations). And then - for the sake of equalizing the impression that he has of your company. The second is teamwork. It is important for employees who remain to work to clearly explain the reasons for leaving you. Or, even more so, why are you firing. Otherwise, rumors are possible in the team (not always provoked by the person leaving, but often arising simply due to lack of information and the presence of fear), and even subsequent mass statements - “for the company”, “just in case”, or even with the aim of teaching the management a lesson . The third is work outside the company. It is important that the employee leaving you does not take away confidential information (and if he did, he could not use it), and also that he does not try to spoil the company's reputation. Sometimes, however, you really want to ruin his reputation, but it’s better not to do this ... Most of tasks of the first and third blocks are solved by conducting an in-depth "farewell" interview. Task: Highlight what measures your company takes when an employee leaves?
In-depth “farewell” interview with an employee The tradition of conducting a “farewell” interview has recently become part of the company. And that is more at the level of intuitive understanding. Indeed, it is very important to carry it out regardless of whether a person has become a victim of “headhunters”, leaves “for company” with a colleague or moves to another part of the country, and also regardless of whether he leaves or “leaves him” . But why? The need to conduct an interview in the event of an employee's dismissal should be considered as an opportunity to obtain useful information for the company for the future as a whole - for example, to analyze the reasons for layoffs and work with them.
Tasks of an in-depth interview with a departing employee Conducting an in-depth interview with a specialist who leaves the company for any reason is a serious tool in common system HR branding. In this case, several tasks are being implemented simultaneously: One of the main questions that can be clarified and on which a lot will depend: what mood does a person leave you with, does he think that he was treated fairly here, or does he think that he is only used as a resource or even offended and touched the most sacred ... If a person leaves the company in a state of extreme indignation and dissatisfaction, the main goal is to calm him down and make every effort to mitigate some of his obvious discontent. This will help the company reduce the risk of transferring a high degree of dissatisfaction to others, as well as the possibility of transferring any important information (if it has not already managed to transfer all the bases to competitors, of course). With the right questions, you can find out the quality of management in the department, and the main difficulties of most employees, and general mood. Often, employees who leave the company due to moving to another place are ready to objectively point out a number of shortcomings within the company. There is an opportunity to find out what area or company a person is moving into, as well as his plans for further activities, and, therefore, to find possible points of contact for further cooperation (which is very important in the situation of the existing personnel shortage). Finally, this is just a fashion move - not every company can boast of having heart-to-heart conversations with "traitors", which are often referred to as leaving employees.
Some questions from the in-depth farewell interview Friendly environment and expression of concern for the employee and the company What would ensure that an employee has the opportunity to work in your company until retirement? What are the top three mistakes a department head should not make? What could improve the performance of the department? What would an employee change if they were a manager? With what feeling and mood does the employee leave the company? You "work out" each objection of the employee and thereby strive to come to an adequate assessment of the dismissal, leaving a pleasant impression and the image of the company with the employee. And also contribute to the development of the company by taking actions to reduce the risk of dismissal. Assignment: Write down the questions you ask an employee when leaving? Discuss their significance and importance for employee retention in the company?
If the dismissal of an employee is unavoidable, this is a reason for improving work. The HR manager should consider the dismissal of an employee (and any other undesirable event) as a kind of “gift”, since by the very fact of its appearance it gives a reason to improve something, to provide something for the future . Or consider that it warns about something. For example, the situation of dismissal of new valuable employees who “do not fit” into the team (which most often happens), considered as a “gift”, will make it possible to make the following adjustments to the adaptation program for new employees: the mandatory development of a plan for the new employee to enter the position, in which interim reports, interviews with the HR manager, a new employee receiving a regular “ feedback» from the manager.
Many managers are faced with the fact that people, when they come to work, do not perform their duties with due efficiency, so we bring to your attention, and, consequently, the effectiveness of their work.
Of course, one of the most significant motivational factors is monetary reward for the work performed. However, the stereotype that the higher the salary, the better the employee works, does not always justify itself. Another important lever can be recognized as the presence of non-material incentives, such as a social package, and others. But, from the point of view of the employee, these factors are what he goes to work for, so they are not always able to influence the interest of employees in the success of the company. Many believe that by coming to work and completing the task, they have already justified their wages and social benefits. The main question for the manager is how to change the attitude of the staff to work at the root - to interest, to arouse love for their duties.
Completely different results of work can be obtained if you force a person to complete the task on time under the threat of a reprimand or a fine, and if the employee really wants to do the task with the highest quality and well of his own free will. Employee interest in work allows them to work using creativity, think about the essence and grow like professionals, and this, in turn, helps the leader to form a reliable and strong team. Often, the success of the company's activities is influenced precisely by the attitude of its employees to their activities, because no matter how hard the boss tries, he will not be able to complete all the necessary tasks himself and check every element of the work performed, which sometimes forces one to rely on the performance of the staff.
In order for employees to try to fulfill their duties for the benefit of the company, it is necessary to build a management policy in such a way that they feel that they are needed by their management and the organization as a whole. How to do it? To do this, we bring to your attention 10 ways to increase employee engagement, which are used by the largest successful companies.
1. Let employees shine.
This method does not mean that you have to cancel all the rules and regulations established in the company and let everything take its course - in no case should you act like this. The established principles must be observed by all employees, otherwise discipline and performance can be forgotten. There are many different ways to give people the opportunity to express themselves, feel needed and significant, regardless of position. If the management policy leads to the fact that people do their work like robots, not knowing why they are doing it, then the interest of employees in such activities will be equal to zero.To really show people's interest in work, it is necessary to let them know that a lot depends on them, that they are trusted and count on an individual approach to resolving the issue. If you provide an employee with a clear project and indicate the deadlines for completing it, it will be just another task that is performed at the level of automatism and with the thought “ just to be faster". Talk to the employee, explain to him the essence of the project, ask for his opinion - perhaps he will make really weighty comments. Invite him to show his vision of this task, to show a little imagination and creativity in the performance of a particular task. Such a statement of the task will interest a person, he will want to show his abilities to the maximum extent and will work with pleasure and responsibility - after all, this is not just a job, it is, from some side, his personal contribution to the success of the common cause.
2. Wake up the team spirit.
In a team where everyone is for himself and tries to overtake the other, work efficiency is always at a low level. A real leader must set his employees up to be one team, regardless of who is the manager, who is the courier, and who is the administrator. It is necessary to think about how to make people feel that they are all working for the good of one common cause, and if the company wins, then everyone wins.Try to make sure that the interest of employees is not limited to their own success, but concerns the work of the entire team and the company as a whole. You, as a leader, must set an example of mutual assistance, support and solidarity. Of course, if your communication with subordinates will be limited only to reprimands at meetings and the distribution of tasks, then the only thing that will unite the team in this case is negative attitude towards the leader. Communicate with colleagues, try to give advice, ask for their opinion and, of course, in every possible way show that you are all one big team and each task is another step towards common success and it does not matter who performs it.
3. Let employees understand the meaning of their work.
Any person, before starting to do something, needs to know the ultimate goal and the meaning of achieving it. When the manager, having received an order, distributes it to people in parts, without explaining why it needs to be done, and answers questions about why the task was set, “Because I said so,” then you should not count on the interest of employees in the work . Any of us will treat such tasks as an incomprehensible and unnecessary routine. Of course, people need to be allowed to show their creative qualities and the opportunity to think of something on their own, but not so much.Leaders of companies that have achieved great success are always improving, offering innovative solutions to various problems and developing new strategies for doing business. All this is due to the fact that their employees are trying to reach new heights for the benefit of the company. Developers try to implement accelerated task implementation processes, managers try new sales technologies, and management gladly accepts and implements their ideas, thus obtaining the best results.
Try to follow the same pattern - explain to employees why it is important to complete a particular task, what will be affected by the successful result of their work, and what are the possible advantages of a positive outcome. After all, if a person understands what he is doing important work and knows why, he will treat its implementation with personal interest and responsibility.
4. Create general, corporate goals.
Remember that in order for people to feel like a team, it is necessary that they are united by something more than working in one company. Let this be a common goal, to which the whole team will strive. The employee's personal interest in the success of the entire company, and not himself personally, will appear when his goals coincide with the goals of the company.Try to conduct such an experiment: gather a team, and invite each person to express the goals that he has set for himself personally, in order to improve his own self. After that, offer to express opinions about what goals they set for themselves for the development of a common cause, that is, your company. This will help you get to know the staff better, understand their views on your case, and also make people feel that their opinions matter.
5. Encourage subordinates to express ideas.
Remember that your subordinates are first and foremost ordinary people who have their own opinion on any issue and their own ideas, due to their worldview and attitude to life. Allow employees to share their views, so your team will be more open, motivated and responsible. If people feel that their thoughts matter to you, then they will understand that they are not indifferent to the company - and this is already the first step towards making the company not indifferent to them.By brushing employees off like annoying flies and ignoring their ideas, you will end up with a team of indifferent people who will think about anything but the company. Leaders of successful companies advise not only to be attentive to the ideas of subordinates, but also to stimulate them to develop such ideas themselves. For example, do not be too lazy to ask employees for their opinion on how best to act in a given situation, or what should be a successful outcome. If an employee offers you an option that is impossible to implement, go beyond the answer no - explain why it is impossible. The interest of employees directly depends on how much the company supports and appreciates them.
6. Let people know that you value them as individuals.
Each person wants to work in a team where he is treated not just like a computer or a calculator, but, above all, like a person. Everyone wants to be surrounded by people worthy of respect. Also, a person has a desire to receive this respect in return.To personal interest of employees in work was high, show them that each of them is a separate person for you, and you perfectly remember everything that they told about themselves. Address people by name whenever you ask them to complete a task. If an employee once told you any detail from his life about a family, a move, or any other area, ask how the issue was resolved and how the situation ended.
Try to make sure that you have something to talk about with each employee other than work, be it sports, computer games, cars or pets. Show people that you treat them not just as employees, but as your team, empathize, rejoice in their success, and as a result, the interest of employees in the common cause will not be long in coming.
7. Consider the psychological characteristics of people.
All people are individual, and it is necessary to influence each of the subordinates in the same way in different ways. If one person works more efficiently when he is given free rein, then another needs strict discipline to work effectively. For someone, a strict tone and reprimand acts as a recognition of incapacity and humiliation, and someone will not be able to work without it. Any leader is primarily a psychologist, and his success depends on how well he manages to understand people. further work with the team. Do not be afraid to sometimes treat someone stricter than others, if it is really justified. The interest of employees is, first of all, a focus on results, and if you treat the one who tried and the one who did nothing equally, this will not cause a desire to work better. It will be much more effective to objectively evaluate the work, and praise or scold those who deserve it.8. Don't rule out criticism.
The opinion that after you criticize the work of any of the employees, you will become bad for the team is wrong. Of course, criticism should be justified, and not just nit-picking a person because of your bad mood. All people make mistakes, so even the best worker who is a professional in his field can make a mistake. In this case, it is necessary to point this out to the person and let him understand that he could not only let the company down, but also discredit himself as a specialist.An always kind leader who treats all mistakes in a slipshod manner will never have respect in the team, therefore, sometimes you can afford harsh criticism or reprimand. The main thing is to follow two rules: firstly, under no circumstances do not get personal - you are at work and criticize the working moment, and secondly, clearly indicate to the person what you are chastising him for, and what consequences his flaw could entail. The interest of employees in getting better is often based on an unwillingness to listen to criticism and let the company down.
9. Praise your subordinates.
Criticism, as already mentioned, is necessary if a mistake has been made. But in the same way, praise for a job well done is also necessary. Working with a team, you gradually get to know the capabilities of a particular employee, and you understand that what is standard for one is already an achievement for another. Praise all your employees for their success and they will strive to achieve even more. Find a reason to praise in front of the team not only the best employees, but also average workers, and those who did not work very productively. Even they tried and did something useful, you just need to study their activities, and you can find a reason for praise. Often, after public praise, the employee's personal interest in performance increases, and they reach a higher level.10. Give employees perspective.
Each person, getting a job, and then, regularly coming to the office, hopes that in the future he has a chance to climb the career ladder, receive an award or take part in some interesting event. When a person regularly performs the same duties, work for him turns into a routine necessity, and, as a result, interest is at a minimum level. Remember that the success of each of your employees individually is the success of your company as a whole.Help staff develop, acquire new knowledge, organize trips to conferences both in our country and abroad, arrange various tests to develop skills, train employees in new approaches to solving problems. Remember that the higher the professionalism and interest of the staff, the higher the efficiency of your team as a whole.
So we have considered 10 Ways to Increase Employee Engagement in the success of your company, use them and you will see how your team will start to work more efficiently and successfully.
Zarine Karapetyan, Head of HR projects at CITY Consulting Group
For a company striving to become a leader in the industry, the primary goal is to attract as many customers as possible. Fighting for the consumer, each organization chooses its own strategy: some enter the market with rather aggressive marketing campaigns, others rely on exceptional product quality, and others rely on high-quality service and service. However, the basis of the competitiveness of any company are people, thanks to whom the steps to success are taken. It is the employees - their qualifications, knowledge, personal qualities - that guarantee the implementation of any strategy of the organization.
STAFF
We strive to become leaders in our industry
and therefore we attract the best specialists to cooperate.
Large holding owner
Indeed, many leading companies do just that - they hire the best professionals in the industry. How to do it? There are several ways, and they are most effective in combination. The first option is headhunting (English head hunting - “hunting for heads”) - a popular concept in modern science on the selection of personnel, the essence of which is to entice employees from competitors. This method is quite expensive, because. the specialist you are luring should be offered more attractive conditions: a salary that exceeds his existing income by more than 30%, additional bonus schemes, guarantees and benefits. Yes, and headhangting services are quite expensive.
Do not neglect the labor market - often highly qualified specialists look for work on open vacancies of companies. However, HR managers play a significant role here, who have to do a lot of work on the search, selection and evaluation of candidates. With a lack of internal resources, it is more expedient for companies to involve recruitment agencies in the performance of these tasks.
Based on my own experience, I note that there are rare cases when a professional specialist himself comes to the company. Having worked certain time in the initially offered position, he understands in which direction he wants to develop, monitors the position of companies in the industry, chooses the most attractive career options for himself and offers his candidacy. It is these specialists who are the most effective and loyal to the company.
Another source of “supply” of professional employees can be personal connections, acquaintances of top managers and company owners. As a rule, when a top manager joins a new organization, he brings with him the best specialists with whom he worked at the previous place. And the owners, when developing a new direction or a new business, prefer to put people at the head of the company, whose professionalism and responsibility have been tested over the years of successful joint work. Without a doubt, each company must raise its own professionals, invest funds and knowledge in their development now, in order to get a multiple economic effect after a certain time, which will be the result of a correct management decision that allowed a line employee to become a leader and leading specialist.
Separately, it should be noted that if earlier companies were looking for the “best of the best” only for key positions, now this rule is increasingly being applied to the vast majority of positions. The fact is that any company is like a ship in a raging ocean of dangers and opportunities. It depends on the well-coordinated and qualified work of all personnel whether the elements or the team will win.
MOTIVATION
I work for this company
because it is not like any other.
Large company employee
Let's answer the question: how can a company stand out from others for a highly qualified specialist? I suggest you give examples according to your experience. I think the factors that we will note will coincide. So, these factors include:
■ product / solution;
■ company goals;
■ leadership and team;
■ technology;
■ tasks and capabilities of the employee;
■ working conditions, wages;
■ compensation package.
Each of us spends a significant part of our time at work. No one wants to consciously “ruin” their own life, and in this regard, most specialists are looking for exactly “their” company in which they will work comfortably. The selection criteria for each individual - from the location to the status of the organization. The company, in turn, is not as mobile as the individual. Accordingly, she has much fewer selection criteria, and they remain constant:
■ qualification of the employee;
■ his personal qualities;
■ salary.
Not all companies are leaders, but each occupies its own niche in the market. So how do you retain valuable employees? Experience shows that wages are not the main driving force, the motives of the employee are often much deeper than material gain. Everyone knows that the level of wages in large companies is not the highest. Its performance is close to the market average, and sometimes even lower. However, leading organizations can offer their employees a lot of other benefits: an extensive social package, company-sponsored training, modern management mechanisms, advanced operating technologies. Small firms, in turn, attract specialists, providing them with an extensive area of responsibility and significant powers, the opportunity to earn more with high performance, a close-knit team, and a “family” atmosphere.
CORPORATE CULTURE
Man is a social being, therefore the environment in which he is important role for personal and professional growth. Specialists belonging to the category of “valuable employees” are distinguished precisely by the fact that, by accumulating experience, they gradually delve into the essence of key issues, closely related to such a phenomenon as the spirit of the company. First of all, the specialist understands why the organization exists on the market and what internal tools allow it to develop. Based on this, he can adjust his personal action plan by analyzing what contribution he himself, as well as his colleagues, can make to the common cause. From this follows the opportunity to evaluate the performance of each employee and how loyal the company is to its specialists.
Everything is subject to change - people, companies, and principles. But you probably noticed that any organization adheres to the criteria of work approved by the owner. This is also true for the features of the corporate culture, which often reflect the character, tastes, worldview of the business owner. You can draw up a fairly detailed “portrait” of the owner, for example, by how you are met at the reception, how the company conducts interviews, meetings, entrusts the work site, solves problems, interacts with customers, congratulates you on your birthday, supports you in difficult times. life situation, hold corporate events, training and much more. Rules of good manners have existed for centuries, but even they have undergone changes. What can we say about corporate ethics - this fragile substance requires constant attention from the management of the organization and the participation of each employee.
Depending on the size of the company, the owner, HR director, manager or director of corporate development of the company can deal with issues related to corporate culture. It is not necessary to indulge all the requests of workers. Each organization should have its own corporate values and select employees in accordance with them. The system of values should be built "from above" and instilled in the staff in stages. Collective adherence to common values, which extends to top management, creation necessary conditions for their implementation is the key to the formation of a superteam and the successful development of the company.
In the last two or three years, the phenomenon of remote work has become quite common, when some employees perform duties that do not require their presence at the workplace. In such situations, the interaction between team members worsens, team cohesion weakens. In this case, the manager needs to pay more attention to maintaining the corporate spirit. Modern telecommunication means can come to the rescue, which will allow employees who are far from each other to communicate and exchange information. Here is an example from the practice of our company: as you know, consulting is a constant communication with clients. The work of consultants is traveling in nature, and it is quite difficult to get everyone together. That is why the “Monday rule” was introduced in our organization: every Monday in the first half of the day we gather in the office, allocate about two to three hours to resolve work issues, exchange information, discuss plans and just communicate with each other. In addition, during the day we are all in touch using phones, the Internet and other means of communication.
WAGE
However, if your company has not only the desire to take a leading position in its field, but also the ability to offer the applicant a decent salary, you have the right to attract the best highly paid specialists. But keep in mind that not everything is sold and bought for money - in addition to economic benefits, there must be moral ones as well. If you set yourself long term goals, then the union of a specialist with your organization should be based on trust, confidence in each other and mutual benefit.
The experience of participation in international projects with the involvement of foreign specialists has shown that for Russians the main factors in the feeling of successful labor activity are the very possibility of work, the excitement of achieving goals and the approval of management. In addition, we are not at all afraid of processing.
As you know, the world financial crisis led to a sharp decrease in the level of wages in our country, which affected almost all areas of activity. Some companies quickly recovered and raised salaries again, some failed to improve their performance. At the same time, the vast majority of specialists from companies belonging to the second group did not refuse to cooperate with their employers: people understand that this situation is temporary and will soon change in better side.
It would seem that if a company does not have the opportunity to pay a “market” salary, as well as provide employees with attractive bonuses and benefits, then it remains to be content with those employees who “no one hires” for work. I dare to refute this opinion. Such companies can attract professional specialists if they follow four rules.
1. Search the right people from those living in nearby areas. Moscow is a huge metropolis. The need to travel long distances every day, as well as the notorious traffic jams, are inciting an increasing number of people to look for work close to home. Material and time costs for travel, as well as shattered nervous system You can't always compensate with a slightly higher salary. In addition, companies and online employment resources provide an opportunity for a territorial search for vacancies and workers.
2. Provide the possibility of a flexible work schedule. Unfortunately, many people associate a “flexible schedule” with idleness, but what matters in an employee is the efficiency of his work, which is reflected in the results of work, and not sitting at the computer from 9.00 to 18.00. Naturally, this does not apply to positions such as, for example, a call center operator. Thus, if you tend to control the results of an employee’s work, and not the process, then feel free to implement a flexible schedule.
3. Invite young professionals to work. Let them be applicants with not very extensive work experience, but able to quickly delve into the tasks assigned to them.
4. Invite older people to work. Due to the reluctance of many companies to accept specialists “over 45”, there are a large number of such candidates, they are ready to work for a lower salary, and young and ambitious specialists can envy their experience and knowledge.
OPPORTUNITIES AND PERSPECTIVES
Some experts had the opportunity to evaluate the benefits of having a social package, which includes medical insurance, a subscription to a fitness club, payment for communication services, company transport, bonuses, and training. For some, such bonuses are not yet available. In connection with this, there important question: how to intrigue the first group of potential employees?
It's no secret that routine work and the same type of operations get boring and quickly lead to fatigue, unwillingness to fulfill our obligations, because nature has laid in us a constant desire to comprehend the new. So it is at work: even being in the same position, you can and should perform new operations. I am impressed by the experience of large foreign companies, in particular Japanese ones. People can work in them all their lives, but in different positions. Upon reaching certain results, Japanese specialists are distributed to other departments and even to other positions. Thus, management, on the one hand, encourages employees not to relax, on the other hand, it receives more qualified personnel. All in the same Japanese companies, according to the kaizen strategy, each specialist considers it his duty to make a proposal to optimize the activities of a particular business process, which is useful not only for the mind, but also for the wallet of employees, since the best proposals are encouraged.
In many companies, the personnel reserve system works intensively, when a specialist can develop within his organization. Some firms are increasingly implementing socially significant urban and international projects, within which employees switch to new tasks, gain additional experience, as well as new connections.
Separately, I would like to dwell on the question of whether individual specialists should be retained. The decision is always individual: in some cases, the whole team may leave for a specific person, and you will be left with nothing. In other situations, the state of affairs can change dramatically for the better: a conflicting person will leave, and someone who enjoys authority and trust will come in his place. It is always necessary to analyze what is happening in the company and what are the risks of leaving one or another specialist.
Never forget how small the world is. If it so happened that you have to part with a person, do it beautifully: the moment will come when you can be useful to each other. If neither you nor the employee have an unpleasant aftertaste in their souls, then you can forget past disagreements and direct your common forces to new tasks. That's exactly what my client did - rehiring former employees. During their work in another organization, they gained additional experience and new contacts, becoming even more valuable for the company.
In conclusion, I would like to note that work with personnel is a continuous and cyclical process. The best specialists will pay attention to you if the company is of particular interest to them, which, in turn, largely depends on the well-coordinated work of your team.