A study of the Corporate Executive Board found that since the recession began, managers have become less effective at defining employees roles and accountability. Before the recession, only 60% of employees said their managers did an okay job of effectively communicating expectations, since the recession that number has dropped to 45%, which considering is quite low. Before, Front Line and HR Managers told employees how they fit in to the overall strategy and market share objectives, now they tell employees to get to work and be grateful they have a job. Ouch…….that is pretty short sighted thinking.
The highly interesting part of this is that when employees understand how what they do fits into the overall strategy of the business and the achievement of their corporate objectives productivity can increase by 10% at a minimum. Ten percent of ten employees equates to an additional headcount.
When I lead my Maximize Your People ROI workshop and keynotes I speak a great deal about Jim Collins’ call to action, “Put the right people on the Bus”. Five years ago I learned two provocative processes for assessing, evaluating & validating job specifications, at Keen we call these Benchmarking and Role Analysis. Both of these tie Organizational Development and Recruitment processes together and drastically improve hiring metrics and recruiting success rates.
If you want to attract more of the best, you first have to truly understand why some of your employees are high performers. Is it coincidence, dumb luck or a lot of hard work when a key manager assembles a team of high performers? Or is it a calculated and well-executed strategy?
Experts say that building a high performance work-group does not happen by anything other than a well defined, executed recruitment plan and selection hiring process. High performing teams are not created by accident. There is always a plan of attack that attracts people with solid competencies, required behaviors, complimentary traits, and shared values. Companies like HP create programs for this by assessing their top performers and understanding what drives their performance; aspects like competencies, motivators, behaviors, values, work style, and emotional intelligence. They then build a hiring model that vets candidates with similar winning formulas.
This is what KeenHire refers to as benchmarking. The Keen team has assessed over 1000 high performers conducted over 200 corporate benchmarks since our launch. In one company alone, we saved the employer over $1,000,000.00 in poor hiring costs Download Keenhireclarknatcasestudy because they stopped hiring people who they thought would fit and they started hiring people they knew would fit. This new age Talent Management stuff really works!
Conducting a Role Analysis on positions that you are filling whether through an internal promotion or a new hire impacts not only your ability to put the right person on the bus,
it effects your companies ability to improve workforce production and engagement. When your employees know that you chose them because they had the natural ability to do the job in a way that amplifies the companies mission and vision and they know what is expected as well as how these accomplishments impact the big picture; they are awake and aware to exactly what you are counting on them to achieve on a daily, weekly, monthly, quarterly and annual basis they are much more likely to achieve it.
The Bottom Line is if you want a more productive, engaged workforce hire the right people for jobs they are well equipped to do, make sure they know what you expect from them and then encourage them to use their natural talents and abilities to get the job done.
If you have professional HR Management, Contract Recruitment staff or In Sourced Recruitment consultants on your team make sure they are trained in these critical hiring selection programs and strategies; if you do not and you need to go outside to Recruiting services require these service providers to offer solutions that enable you to hit your hiring and retention metrics.