June 27, 2010
Q: We want prospective employees to be attracted to our company because we can demonstrate it’s a great place to work. How do we develop an “Employment Brand?”
(Keith M, Technology Company, Omaha, NE)
A: Historically, an employer branding exercise meant calling in your advertising agency to conduct a brainstorming session to develop a new slogan. Thanks to the increasing competition for talent, this discipline has evolved into a much more sophisticated process.
Branding isn’t just about slogans, logos and design; it’s about defining what’s known as your “employment value proposition” and developing a focused communications campaign with your target labor market. So where do you begin? It all starts with your Employment Value (EVP).
The EVP is the collection of attributes that people value in an employment relationship. Generally, there are five main categories of attributes that drive an individual’s satisfaction with their employer: the organization’s success and reputation, rewards and compensation, development and advancement opportunities, work/life balance and, most important, the quality of the people who work there.
There are two main requirements for initiating an effective employer branding effort. First, you need to understand what attributes in each category of the EVP are most important to your employees and the people you are trying to attract. This can be determined by conducting surveys or focus groups involving employees and job seekers.
Identify the top five to 10 attributes that employees (and prospective employees) rank as important. Against this information, you will need to determine how well your organization delivers on those attributes.
Typically this information is also collected using surveys or focus groups. Once you have this information, compare the desired company attributes to the actual attributes conveyed by your organization. In effect, you are now able to conduct a gap analysis to identify your strengths and weaknesses.
For example, you may discover that your target labor market has ranked work/life balance as a top-five attribute; however, your organization ranks low in delivering a work/life balance (weakness). You may also discover that development and advancement opportunities are very important, and you rank high in this area (strength). This is common in fast-paced, high-growth organizations.
The next step is to apply what you’ve learned about your company’s strengths and weaknesses, and decide on the message you want to send to those you are recruiting. Here is where you should engage your communications department, professional recruiter or advertising agency for creative expertise.
Your messaging must be accurate and truthful if it is to have credibility. Don’t sell work/life balance if your company cannot deliver it.
Developing an employment brand will help you attract the people who will feel at home in your corporate culture. As such, you should find it easier to retain them. A focused employer brand development effort takes patience and commitment. Given the competition for talent, the results are more than worth the effort.
As always, please accept my wishes for a great week. If I can assist in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Nationally recognized Retained Executive Search and Employee Retention Specialist.
6/19/10
Does Your Company Need Sweeping Changes?
June 20, 2010
Q: Our Company is in need of several sweeping changes. We had an outside consultant offer valid recommendations and our executive staff has also made excellent recommendations to the ownership. The owners seem to agree with the initiatives in principle, but won’t act because they are afraid the employees won’t buy in or support the process. How can I assist them before it’s truly too late?
A: Here are three thoughts that strike me immediately:
1. Avoid the "all or nothing" approach and phase in the components of the initiative in a gradual, non-disruptive manner, implementing the least risky and widely accepted steps first.
2. If you are unable to phase in the changes, ensure that you gain alignment with the core leadership group before proceeding.
3. Identify the key dissenters and identify the facts behind their perceived resistance. Deal with each individually and try to address their concerns prior to proceeding with any implementation steps.
This scenario is not uncommon for organizations under pressure. You may want to enlist the help of someone who specializes in the management of corporate transformations and change initiatives, particularly one possessing expertise on the on the human-side of change. This should be someone who has experience and a proven track record in this area. Bringing in vital extra resources is a sign of strength, not of weakness.
Have a tremendous week, and remember that your questions and/or comments are always welcome here. Call or write if I can help and I will respond immediately!
Regards,
George F. Mancuso, CPC
President
Gman Business Resources,
Q: Our Company is in need of several sweeping changes. We had an outside consultant offer valid recommendations and our executive staff has also made excellent recommendations to the ownership. The owners seem to agree with the initiatives in principle, but won’t act because they are afraid the employees won’t buy in or support the process. How can I assist them before it’s truly too late?
A: Here are three thoughts that strike me immediately:
1. Avoid the "all or nothing" approach and phase in the components of the initiative in a gradual, non-disruptive manner, implementing the least risky and widely accepted steps first.
2. If you are unable to phase in the changes, ensure that you gain alignment with the core leadership group before proceeding.
3. Identify the key dissenters and identify the facts behind their perceived resistance. Deal with each individually and try to address their concerns prior to proceeding with any implementation steps.
This scenario is not uncommon for organizations under pressure. You may want to enlist the help of someone who specializes in the management of corporate transformations and change initiatives, particularly one possessing expertise on the on the human-side of change. This should be someone who has experience and a proven track record in this area. Bringing in vital extra resources is a sign of strength, not of weakness.
Have a tremendous week, and remember that your questions and/or comments are always welcome here. Call or write if I can help and I will respond immediately!
Regards,
George F. Mancuso, CPC
President
Gman Business Resources,
6/12/10
How Are You Being Treated?
June 13, 2010
Q: How does your boss treat you? How do you treat your boss? How do you treat your employees? How do your employees treat you?
A: I’d like to share with you a story about newly married couple who seemed to be very compatible, in love and good for each other. Almost every day “she” would leave a little note around the house for “him” and she always signed it, “Your Loving Wife.” He always seemed to enjoy the notes and actually looked forward to them.
One day “he” came home in a not so nice mood and they had a few words. The next day the not so nice mood seemed to accelerate and “he” acted immature and said some words that he shouldn’t have said. The next morning, “she” who left for work before “he” wrote him one of her usual notes. Only this time she signed it, “A Distant Relative!”
It takes 11 compliments to overcome one insulting or condescending remark. Think about that statement NOW, so perhaps the next time you open your mouth to speak and your brain falls out you won’t make a complete fool out of yourself.
The entire message this week is about how we treat each other. If you speak to an employee with a condescending attitude and that includes negative facial expressions and body language, why should they respond at a level any higher than the one you are speaking from?
I know a business owner, who when a manager even tries to offer an innovative suggestion, he almost always answers by saying, “….well everybody is entitled to an opinion!” He then promptly tunes them out and walks away from the conversation. And he continues to wonder why growth and employee retention are ever present problems. I personally had that conversation with him, trying to get him to see the errors of his way. Guess how he responded? Yup, I was entitled to “AN” opinion! Not even MY opinion just AN opinion. I did not accept the engagement.
I don’t know if you are guilty of any of the comments above, but make a promise to YOURSELF, that all day on Monday, no matter what, you are going to watch your words, encourage the people around you and offer a better environment for all within your network. Believe me; you have nothing to lose but anxiety, mental anguish and a frown from your face. And the benefits will make you feel warm and cozy at the end of the day.
Have a great week and if I can help in any way, please call or write and I will respond immediately! Remember that your questions and comments are always welcome here.
Regards,
George F. Mancuso, CPC
Gman Business Resources
Grinnell, Iowa
Q: How does your boss treat you? How do you treat your boss? How do you treat your employees? How do your employees treat you?
A: I’d like to share with you a story about newly married couple who seemed to be very compatible, in love and good for each other. Almost every day “she” would leave a little note around the house for “him” and she always signed it, “Your Loving Wife.” He always seemed to enjoy the notes and actually looked forward to them.
One day “he” came home in a not so nice mood and they had a few words. The next day the not so nice mood seemed to accelerate and “he” acted immature and said some words that he shouldn’t have said. The next morning, “she” who left for work before “he” wrote him one of her usual notes. Only this time she signed it, “A Distant Relative!”
It takes 11 compliments to overcome one insulting or condescending remark. Think about that statement NOW, so perhaps the next time you open your mouth to speak and your brain falls out you won’t make a complete fool out of yourself.
The entire message this week is about how we treat each other. If you speak to an employee with a condescending attitude and that includes negative facial expressions and body language, why should they respond at a level any higher than the one you are speaking from?
I know a business owner, who when a manager even tries to offer an innovative suggestion, he almost always answers by saying, “….well everybody is entitled to an opinion!” He then promptly tunes them out and walks away from the conversation. And he continues to wonder why growth and employee retention are ever present problems. I personally had that conversation with him, trying to get him to see the errors of his way. Guess how he responded? Yup, I was entitled to “AN” opinion! Not even MY opinion just AN opinion. I did not accept the engagement.
I don’t know if you are guilty of any of the comments above, but make a promise to YOURSELF, that all day on Monday, no matter what, you are going to watch your words, encourage the people around you and offer a better environment for all within your network. Believe me; you have nothing to lose but anxiety, mental anguish and a frown from your face. And the benefits will make you feel warm and cozy at the end of the day.
Have a great week and if I can help in any way, please call or write and I will respond immediately! Remember that your questions and comments are always welcome here.
Regards,
George F. Mancuso, CPC
Gman Business Resources
Grinnell, Iowa
6/5/10
Are You Winning The Talent War?
June 6, 2010
Q: All the indications point to a continued war on talent acquisition. Is there really a war on talent? (Sarah F., EVP, Manufacturing, Northern Iowa)
A: I recently read a survey printed in the Harvard Business Review and it suggests that only one of five companies claims to be winning and one in ten claims to have lost. Here are there stats:
• 18% of companies claim to be winning the war for talent
• 72% portrayed it as an endless struggle in which they were neither gaining nor losing ground
• 10% declared that the war for talent was winding down in defeat for their companies
I can easily argue one of their conclusions that indicate, “….many companies are losing the war on talent because they really have little basis on which to make decisions about who they want to hire.”
From the recruiting side of my company we see and hear the following from company executives:
Extremely indecisive hiring managers
Job orders that are only designed to fill the resume database (Not really a job)
We’ve hired internally (after weeks of interviewing)
Human Resource recruiters not understanding the need of the hiring manager
Candidates that are perfect but just a little too pricey
Candidates that are perfect from a compensation level but don’t have the experience level
Candidate seems perfect but procrastination sets in for hopes of finding another candidate just a little better
Then from the candidate side we experience the following:
A friend of a friend said he/she heard that it wasn’t a good place to work
I’ve changed my mind and I’m not willing to relocate
Why are they taking so long to decide?
It’s a perfect job for me but I’ve got 3 weeks’ vacation here will only get two there. Will they negotiate?
Even though I’m unemployed, I was making more at my last job
Why haven’t they communicated with me/you (either way) since my interview?
The members of the hiring team said I was perfect for the job, but no follow up
Why did they waste my time?
Yes it’s a good job and a good company but do you have anything else for me that I can compare it to this offer?
The assumption that one can never go too far wrong hiring really smart people is a flawed strategy. Without a clear and consistent strategy, a company will be hard pressed to begin to amass the kinds of talent and experience needed to meet emerging challenges. It is not necessarily high IQ, but a mixture of people with high EQ; Experience, contacts, growth potential and COMMON SENSE!
As always, please accept my wishes for a prosperous and personally rewarding week. If I can assist in any week, call or write and I will respond immediately! Your comments and/or questions are always welcome here.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Q: All the indications point to a continued war on talent acquisition. Is there really a war on talent? (Sarah F., EVP, Manufacturing, Northern Iowa)
A: I recently read a survey printed in the Harvard Business Review and it suggests that only one of five companies claims to be winning and one in ten claims to have lost. Here are there stats:
• 18% of companies claim to be winning the war for talent
• 72% portrayed it as an endless struggle in which they were neither gaining nor losing ground
• 10% declared that the war for talent was winding down in defeat for their companies
I can easily argue one of their conclusions that indicate, “….many companies are losing the war on talent because they really have little basis on which to make decisions about who they want to hire.”
From the recruiting side of my company we see and hear the following from company executives:
Extremely indecisive hiring managers
Job orders that are only designed to fill the resume database (Not really a job)
We’ve hired internally (after weeks of interviewing)
Human Resource recruiters not understanding the need of the hiring manager
Candidates that are perfect but just a little too pricey
Candidates that are perfect from a compensation level but don’t have the experience level
Candidate seems perfect but procrastination sets in for hopes of finding another candidate just a little better
Then from the candidate side we experience the following:
A friend of a friend said he/she heard that it wasn’t a good place to work
I’ve changed my mind and I’m not willing to relocate
Why are they taking so long to decide?
It’s a perfect job for me but I’ve got 3 weeks’ vacation here will only get two there. Will they negotiate?
Even though I’m unemployed, I was making more at my last job
Why haven’t they communicated with me/you (either way) since my interview?
The members of the hiring team said I was perfect for the job, but no follow up
Why did they waste my time?
Yes it’s a good job and a good company but do you have anything else for me that I can compare it to this offer?
The assumption that one can never go too far wrong hiring really smart people is a flawed strategy. Without a clear and consistent strategy, a company will be hard pressed to begin to amass the kinds of talent and experience needed to meet emerging challenges. It is not necessarily high IQ, but a mixture of people with high EQ; Experience, contacts, growth potential and COMMON SENSE!
As always, please accept my wishes for a prosperous and personally rewarding week. If I can assist in any week, call or write and I will respond immediately! Your comments and/or questions are always welcome here.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
5/29/10
Is Your Replacement Trained?
May 30, 2010
Q: “Everyone on the team should be continually training their replacement!” Are YOU training YOUR replacement?
A: My question is valid and not rhetorical. Are YOU training YOUR replacement? I advocate to you that from the mail room to the board room, each of us should train the people around us just like they were going to replace us!
A few thoughts to consider;
1. You know your “job” and you are very good in the performance of your responsibilities!
2. In the event of your absence, whether planned or unplanned, who will or is totally qualified to act on your behalf without any disruption in the process of your everyday tasks?
3. How would you feel if your boss said, “I’d like to promote you to the next level in our company, but we don’t have anybody to take your place, so no promotion at this time?”
4. Are you carrying a heavy load while people around you seem to have more leisure time at work?
Here is my logic with this concept;
To begin with, there is absolutely no room for paranoia in the work place. I’ve heard people say half halfheartedly, “soon he/she will know as much or more than me then he’ll want my job.” This is stinking thinking folks and needs to be out of the workplace. All employees want the opportunity to grow.
The best way to grow an employee and improve his/her confidence level, is to continually offer them education and a feeling of being wanted, needed and respected. Making a person stronger by giving them additional knowledge or tools will improve performance and grow your team. Employees will become contributors and not just a warm body going through the motions.
My message today is a direct challenge to you to give this concept a try. Pick one employee and start giving him/her slightly more responsibility. Do this immediately after you take the time to explain to them your goal and plan and that you’d like them to learn more and add more value to the team. And don’t forget to tell them that you expect them to “train the people around themselves just like they are going to replace you.” COMMUNICATE the plan, the process and intended results.
A few years ago, I suggested to one of my clients that he should have several banners for the office and plant area that read, “EVERYONE ON OUR TEAM SHOULD BE CONTINUALLY TRAINING THEIR REPLACEMENT!” And in small print it said, “See your supervisor for details”.
The results were multiple company meetings explaining this concept and low and behold, production went up, employee retention improved, and people even looked happy to be there. What have you got to lose? Give it a try and I’d certainly be interested in your results.
As always, please accept my wishes for a fantastic week and a safe Memorial Day.
Please take time this Memorial Day Holiday weekend to acknowledge and express gratitude to the brave men and women who protect our Freedom!
If I can help you in any way, please call or write and I will respond immediately! Remember, your questions and/or comments are very much welcomed here.
Regards,
George F. Mancuso, CPC
President
Gman Business Resources
Grinnell, Iowa
Q: “Everyone on the team should be continually training their replacement!” Are YOU training YOUR replacement?
A: My question is valid and not rhetorical. Are YOU training YOUR replacement? I advocate to you that from the mail room to the board room, each of us should train the people around us just like they were going to replace us!
A few thoughts to consider;
1. You know your “job” and you are very good in the performance of your responsibilities!
2. In the event of your absence, whether planned or unplanned, who will or is totally qualified to act on your behalf without any disruption in the process of your everyday tasks?
3. How would you feel if your boss said, “I’d like to promote you to the next level in our company, but we don’t have anybody to take your place, so no promotion at this time?”
4. Are you carrying a heavy load while people around you seem to have more leisure time at work?
Here is my logic with this concept;
To begin with, there is absolutely no room for paranoia in the work place. I’ve heard people say half halfheartedly, “soon he/she will know as much or more than me then he’ll want my job.” This is stinking thinking folks and needs to be out of the workplace. All employees want the opportunity to grow.
The best way to grow an employee and improve his/her confidence level, is to continually offer them education and a feeling of being wanted, needed and respected. Making a person stronger by giving them additional knowledge or tools will improve performance and grow your team. Employees will become contributors and not just a warm body going through the motions.
My message today is a direct challenge to you to give this concept a try. Pick one employee and start giving him/her slightly more responsibility. Do this immediately after you take the time to explain to them your goal and plan and that you’d like them to learn more and add more value to the team. And don’t forget to tell them that you expect them to “train the people around themselves just like they are going to replace you.” COMMUNICATE the plan, the process and intended results.
A few years ago, I suggested to one of my clients that he should have several banners for the office and plant area that read, “EVERYONE ON OUR TEAM SHOULD BE CONTINUALLY TRAINING THEIR REPLACEMENT!” And in small print it said, “See your supervisor for details”.
The results were multiple company meetings explaining this concept and low and behold, production went up, employee retention improved, and people even looked happy to be there. What have you got to lose? Give it a try and I’d certainly be interested in your results.
As always, please accept my wishes for a fantastic week and a safe Memorial Day.
Please take time this Memorial Day Holiday weekend to acknowledge and express gratitude to the brave men and women who protect our Freedom!
If I can help you in any way, please call or write and I will respond immediately! Remember, your questions and/or comments are very much welcomed here.
Regards,
George F. Mancuso, CPC
President
Gman Business Resources
Grinnell, Iowa
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