I just returned from a hurried flight to New York due to a family medical emergency. I flew out of Tampa on Delta on a typical plane leaving the airport non-stop. Coming back we flew on US Airways and expected the same type of aircraft. When I arrived at the airport yesterday morning I found that the first leg of the trip to Florida was on a plane run by Air Wisconsin. It was a plane with four seats across and 14 rows and the typical carry on luggage did not fit in the overhead racks. The last leg was on a "normal" plane.
So here is my question to you, do you as an organization set up the environment for expectations on the part of your current and new hires as to what they think they are going to receive from your organization? In reality does the expectation meet what really happens?
We continually hear corporate management talking about the lack of commitment from the talent they hire. Have they stopped to consider that the message sent to the employees is I know what you expect but this is what really is going to happen.
Dictionary. com tells us that the word expectation can be defined as the act or the state of expecting, or the act or state of looking forward or anticipating or a mental attitude. So here is what happens, We interview that great candidate and essentially sell them a bill of goods and then they join the organization. One of the first things likely to happen is that some current employee gets into a casual conversation with your new hire and they talk about the workplace environment and the current employee tells the new hire that the promises made to them in the hiring process are just that promises with no teeth. So how does that new hire feel. I would bet pretty much like my thoughts when I boarded that puddle jumper" at 8:30 am yesterday.
We look at the average length of employment of the Generation Y and it runs somewhere around 18 months. The primary reason is that what they were told by the organization is not what they find when they start. It is imperative that the organizations begin to identify the discourse between the two messages. We need organizations that are comprised of dedicated human capital to achieve the things our organizations need and just as important what the talent needs. The lack of achievement is what brings about the many internal human capital problems we see.
I am currently reading Liker's Toyota Culture in which he stresses the involvement of the entire organization to encompass every employee and put them on an even playing field with every other employee including management. They talk about the Kentucky plant where there s no corner office or executive dining room. The workplace is organized around cross-functional teams which are designed to problem solve. The solutions are shared with the entire organization. There is no such thing as departmental competition.
As a consultant if I was hired to advise your management team on how to improve the workplace environment, my message would be simple and precise. It is one thing to try and tell a potential candidate how great your organization is. It is a totally different thing to tell the employee that this is the organizational world in such terms as to raise their expectations to a level where they are designed to fail. Unless you as an organization are determined to not create incorrect expectations on the role of the human capital assets within the business. Make the decision which road you are going to take before you begin the interview process.
Remember that the employee's view of the world is to them reality. Are you going to meet their view or continue to provide false promises? Your call. Your decision. Define the state of your workplace.
Daniel T. Bloom is the founder and Managing Partner of Daniel Bloom & Associates, Inc. Founded in 1980, DBAI is a Largo, Florida based human Capital consulting firm. Serving corporate clients nationwide, we have assisted organizations from small real estate firms to members of the Fortune 1000 with various human capital related issues.
DBAI services three niche markets with services to assist organizations to maximize the human capital assets of the organization.
The first niche is comprised of those organizations with fewer than 100 employees who either do not have or never had a human resources department and now find them selves in need of expert counsel on human capital issues. We in essence become their HR department but on a retained basis where they can call us as the need arises.
The second niche market are those corporations with a small HR staff who have an urgent need for specialized human capital services and we can provide the expertise to complete the application of these services on a timely and cost effective basis.
The third niche is strategic human capital project completion for the large corporations on a divisional basis.
The service package of DBAI includes, but is not limited to, the areas of talent management, training, vendor management, policy design, relocation management, process improvement and EEO.
A resident of Florida since 1980, Mr. Bloom was an executive recruiter with several contingency recruiting firms in the metropolitan New York market, a member of the internal HR staff of the ECI Division of E-Systems (Now Raytheon), a licensed real estate broker providing relocation services to corporate clients, an educator and since 1980 a Human Resource Consultant. He is a national member of the Society for Human Resource Management, Worldwide ERC (the corporate relocation trade association), and the American Society for Quality. In addition he is a member in the Tampa Bay area of American Society for Training and Development, Tampa Bay Metro Business Leadership Network and the Tampa Bay Executive Forum. In addition he serves on the Expert Panel for the Round Table Group in the area of human resource issues.
Mr. Bloom received a Bachelor’s of Arts degree from Parsons College majoring in Education and Certification in Six Sigma from St Petersburg College. He holds certification as a Senior Professional in Human Resources from the Human Resource Certification Institute, a Senior Certified Relocation Professional from Worldwide ERC and a Six Sigma Black Belt from St Petersburg College.
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