Articles - Training, Development and Retention

I have recently been reading a number of comments from business minded folks. What are they thinking?

So here is a checklist for CEO’s.

Ask these questions. It is too important to leave it to someone else. Your business your reputation your success.

 More importantly ask those who want to be part of your organization! Your future leaders – not yet hired! Ask them how they were treated and how you made them feel. (You represent what happens!)

This  “temperature business check” is also a meaning full way to gauge the perception of your business from a customer/consumer perspective and identify whether what you do internally is adding to the reputation of your business 

1. How does your business treat applicants? Do many receive a meaningless standard courtesy thank -you. Note: Most never hear anything after that. Realize that applicants can be your next customer or breakthrough though leader and is that how you would treat your customer? Does your business make them feel special when they apply for a career? Do you include them in your process design?
    
2. Where will you continue to you get your best ideas? I hear that many applicants selected for interview, come from the same market/business background. Know that excluding those with a diverse background means excluding those who offer knew ways of thinking and often bring breakthrough business ideas that have IMMEDIATE impact.
    
3.  How difficult do you make it for an applicant to join your organization? Really! Asking them to fill in an online application, which takes 20 minutes! Is that the best you can do for your future stars?Are your processes working against or for your business? Are the brightest and best simply saying, “stuff that” I am going where I feel welcomed and where I can have a conversation!
    
4. Do people in your organization understand the difference betweencustomer care, customer service, and customer satisfaction and customer delight? Ask them, and then ask them how do they live and deliver it!
    
5. Do the people who represent your business really understand what the “best qualified applicant” really means? Do you want regulators or business developers? (Remember the age-old adage.)“Quality is a given. So is being in compliance!” You want people who can do both, but those who do your hiring need to know the difference and know that success only occurs with the builders and developers of your business.
    
6. Are you settling for easy options when sifting applicants? Or do you really put emphasis on finding out the “diamonds in the coal.” Are you so automated with your processes that you are settling for the generic? Ask what differentiates your business in seeking new talent!
    
7. Do people in your business really understand what it takes by way of talent to be the best business you can be and then some? How does that translate into what you do each day?
    
8. Are you taking advantage of skilled people who are already accomplished and trained in “business’ and who can make an immediate impact through bringing their transferrable skillsfrom another industry or business sector? Or are your recruitment processes designed to be “safe.” Better the devil you know then the angel in disguise who will effect real change! 
    

As I said, you business, your success your reputation and more over your responsibility and the responsibility of those who lead with you.

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BIOGRAPHY

It is an oft-repeated principle that an organization is only as strong as its people, and this holds true whether the organization is a profit-based multinational or a community-focused non-profit agency. But it is not enough to attract and retain top caliber talent. The organization must have the business fundamentals, the culture, the structure and the leadership to ensure that quantifiable, bottom-line results can be delivered now and over the long term.

That is where I come in. I have helped organizations in a wide range of sectors become more competitive, more productive, more creative, and more client-focused, by building teams that are strategic, value-driven, business-savvy and partnership-modelled. I am a passionate believer that a company that lives and breathes its vision, mission and values is not only stronger and more agile on a business level, but is a place where people and teams are naturally inclined to deliver to their maximum potential. My strength as an HR Executive is my ability to recognize and challenge ingrained assumptions and patterns of operation that aren’t productive, and offer practical, cost-effective and value-based solutions.

I have steered hundreds of organizational changes, from small procedural shifts that immediately improve efficiency, to the complete build-out of a state-of-the-art manufacturing facility that not only required all new equipment and workflows, but called for a complete re-engineering of employees’ ways of thinking about their work. As such, I know what it takes to rally employees and stakeholders around an innovative concept or vision, and to translate it into a pragmatic, workable on-the-ground solution that makes good business sense.

Peter is a Fellow of the Chartered Institute of Personnel Development, Has a master degree in Human Resources and a Bachelors in Business Administration and Human Resources.

Peter is working on leadership and engagement projects and is available for relocation.

You can find Peter on

His blog : http://hrmexplorer.wordpress.com/

Linkedin:࠼span>http://www.linkedin.com/in/peterlanc

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