Hiring Employees

There is advice everywhere on how to deal with the economic slowdown and in most instances it seems to boil down to:

• Sell/market your products and services more aggressively.
• Streamline the business, cut costs and control finances especially cash flow
• Focus on a clear vision.
• Retain top management.

Whilst I wholeheartedly agree with all of these, there is something missing in most articles written about beating the recession and in much of the thinking done in many of the boardrooms across the UK.

The most powerful weapon that all businesses have and is FREE to use at no extra cost, are your PEOPLE and the TEAMS they work in.

So often companies pay lip service to the concept that their people are their most valuable asset and yet fail to use them effectively. This is not because they don’t want to, it’s more often the case that they don’t know how to. They lack a structure or a process that helps their teams work better together and enable them to best address the actions necessary to achieve success despite the economic difficulties. If you want to achieve success we urge you to start with your people and by focusing on team development. By tapping into this resource you will create more coherent, more powerful, more sustainable action plans than you will do by yourself.

Patrick Lencioni said “If you can get all the people in an organisation rowing in the same direction, working as a team you could dominate any industry, in any market, against any competition, at any time” If you accept that better team working can be the catalyst to business improvement, the next problem is how to achieve this desired position. Most companies and managers instantly recognise the inherent power of teams yet despite this acknowledgement effective team work is elusive in most companies.

To overcome this problem it is important to master a set of behaviours that are uncomplicated but often difficult to implement. You will need to focus on clearly defined processes that work on the 5 key functions (or dysfunctions as they are often refered to) necessary for achieving truly effective teamwork.

These five (dys)functions are based on the work of Patrick Lencioni and are highly effective in creating truely effective teams. The five issues to overcome are:

Absence of Trust

This occurs when team members are reluctant to be vulnerable with one another, and are thus unwilling to admit their mistakes, acknowledge their weaknesses or ask for help. Without a certain comfort level among team members, a foundation of trust is impossible.

Fear of Conflict

Trust is critical because without it, teams are unlikely to engage in unfiltered, passionate debate about key issues. This creates two problems. First, stifling conflict actually increases the likelihood of destructive, back channel sniping. Second, it leads to sub-optimal decision-making.

Lack of Commitment

Without conflict, it is extremely difficult for team members to truly commit to decisions because they don’t feel that they are part of the decision. This often creates an environment of ambiguity and confusion in an organisation, leading to frustration among employees, especially top performers.

Avoidance of Accountability

When teams don’t commit to a clear plan of action, peer-to-peer accountability suffers greatly. Even the most focused and driven individuals will hesitate to challenge their peers on counterproductive actions and behaviours if they believe those actions and behaviours were never agreed upon in the first place.

Inattention to Results

When team members are not holding one another accountable, they increase the likelihood that individual ego and recognition will become more important than collective team results. When this occurs, the business suffers and the team starts to unravel.

Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organisation looking for a powerful point of differentiation.

Functional teams get more accomplished in less time than other teams because they avoid wasting time on the wrong issues and revisiting the same topics again and again. They also make higher quality decisions and stick to those decisions by eliminating politics and confusion among themselves and the people they lead.

About the Author:

Leigh Dorling is passionate about helping businesses succeed and he created http://www.CreateYourMessage.com  as a fun way to produce motivational posters for his clients and to aid them create powerful reminders of values, vision, beliefs and goals. He also runs Cognisi.co.uk and helps business leaders achieve their goals more quickly than they will do themselves.

[tweetmeme]As a small business every pound has to be accounted for and it can be a difficult balancing act juggling the need for a particular skill or service without incurring the cost of hiring an extra staff member. A great way around the problem is to hire a freelancer or contractor to tackle specialist areas such as bookkeeping, marketing, IT, HR and office admin.

If your small business is growing and in need of some extra hands on deck, taking on a freelancer can prove a cost effective way to ensure high quality staff without the overheads involved in direct employment. Freelancers are often highly qualified individuals who prefer the flexibility that such employment offers them – working either for several clients at the same time, on a part time basis or combining different skills to earn their living from different income sources.

To ensure you hire the cream of the freelancing crop it is worth considering the following pointers:

1. Start with who you know, seek referrals, then harness the power of the Web

When looking for a freelancer or contractor first think about everyone you know – might a former work colleague fit the bill? Ask people you know and trust – other professionals in your network, friends and family members. Ask if they can recommend someone or can reach out to their network – there is a popular idea that everyone is only 6 steps away from each other. So, someone you know knows someone, etc. This is where websites like LinkedIn really come into their own and in their own words: ‘Strengthen and extend your existing network of trusted contacts’. And if no-one within your contact base can help their Open Groups feature will connect you to professionals within that group.

And remember to thank those who make referrals to you, perhaps with a small gift like Belgian Chocolates or a Business Card Case.

When you’ve approached everyone in your immediate networks you could try the Web for recruitment. You could turn to websites that specialise in matching employers to freelancers such as peopleperhour.com or freelancer.co.uk where freelancers bid for your project. It is also worth trying the professional or trade association that represents the skill you are looking for.

If you are looking for more high level strategic help take a look at The Alternative Board which brings together business owners and executives of non-competing businesses to share their business expertise and problem solve each others’ challenges at monthly board meetings.

Once you find candidates that fit the bill in terms of qualifications and experience, remember to conduct interviews and conduct background checks just as you would for a full-time employee.

2. Cover your legal bases

Make sure you check out employment law as different rules apply but generally speaking if someone is classified as an independent contractor or freelancer that person is considered to be in business for him or herself. They are responsible for their own National Insurance contributions and tax payments.

Another legal area that should be covered before moving forward involves drafting a contract – one that clearly defines the scope of work, the agreed rate of pay, who owns the work upon project completion, confidentiality and terms for ending the contract. Make it easy and include page marker flags where they need to sign. Make sure you take the appropriate legal advice and consult your accountant if appropriate.

3. Clearly define the project scope and expectations

Not only should you define the scope of the project in the initial contract, you should also discuss your expectations in terms of communication with the freelancer, whether they need to interact with your clients or customers, if you have a dress policy and if you’d like them to wear a logo’d polo shirt or business shirt. Remember that a freelancer is free to choose their own working hours and generally works with other companies so it is important to ensure there is no conflict of interest and the freelancer is generally available when it suits you.

4. Make them feel like part of the team

Last but not least, even a temporary relationship is still a relationship. Foster the employer-freelancer connection by treating them like a true member of the team. Welcome them with fun logo’d items, like a printed mug or mousemat as a nice ‘welcome’ gesture.

About the Author:

About 4imprint: 4imprint is part of the Direct Marketing Division of 4imprint Group plc, serving more than 100,000 businesses with its innovative promotional products throughout the UK, Ireland, USA and Canada. Its product offerings include corporate gifts, personalised gifts, promotional pens, ceramic & travel mugs, cotton bags, drink bottles, Post-it Notes, diaries & calendars, and much more. 4imprint’s ‘no quibble’ guarantees include the promise that if the personalised goods are not despatched on time they’ll be free! For additional information, visit www.4imprint.co.uk

[tweetmeme]Management looks really easy, doesn’t it? You’re awarded a title, and, if you are lucky, an office, and away you go. You bark some orders here and there and then you sit back until it’s time to give another directive. Of course, everyone does exactly what you ask of them, because you are the person in charge. If this were really the case, everyone would want to be a manager!

Here are ten tips to help you become the type of manager that everyone wants to work with.

1. Be credible –

It is difficult, if not impossible to get others to follow you if you aren’t perceived as being credible. Credibility is not something you earn overnight, although it is certainly something you can destroy in one day. Be mindful of how your words and actions have a direct impact on how others perceive you on a daily basis.

2. Lead by example –

Behave, as you would want your employees to behave, but also understand that your role is different from that of your employees.

3. Surround yourself with the right people –

Hire for fit, train for skill and if the opportunity presents itself, hire people who are better than you. Prepare for the arrival of new hires so they immediately feel connected to the organization.

4. Build on strengths –

Weaknesses may be more visible, but strengths are where you will receive a greater return. Find one or two strengths in each of your people and help them become the type of employees you know they can be.

5. Cut your losses early –

Mismatches happen, no matter how good you are at interviewing. Take action quickly to avoid having the rest of the team distracted by a poor hire.

6. Cultivate the success of others –

To succeed as a manager, you will need to shift your focus from “me” to “we.” Going forward, your success will no longer be measured by your individual contribution. Instead, you will be evaluated on your ability to create and maintain a highly engaged team that is willing to give it their all.

7. Manage performance –

People want and need feedback in order to improve their performance. Don’t be the manager everyone complains about. Give your people continuous feedback and provide them with timely performance reviews.

8. Be respectful –

One of the quickest ways to lose credibility and trust is by being disrespectful. Regardless of the situation at hand, treat your people the way you would like to be treated.

9. Master the art of influencing –

As the boss, many times you will be asking people to do things on your behalf. Be specific in your request and let them know why it’s in their best interest to comply, and you will be well on your way to getting what you need.

10. Get respect –

As human beings, we have a natural tendency to want to be loved. But what happens when your desire to be loved interferes with your ability to lead? Effective leaders recognize it is more important to be respected by their people than adored. They make the tough decisions that are needed to secure the future of those around them, including their direct reports.

About the Author:

Roberta Chinsky Matuson is the President of Human Resource Solutions (http://www.yourhrexperts.com ) and author of the highly acclaimed book, Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around (Nicholas Brealey, January 2011). Her firm helps organizations create exceptional workplaces that deliver extraordinary results. Sign up to receive a complimentary subscription to Roberta’s monthly newsletter, HR Matters.