Needle in a Haystack
Why are good people so hard to find? Is it due to leaders setting their expectations too high? Is it a matter of modern day economics? Could it be more related to the emergence of a sense of entitlement among the professional workforce? More than likely all of these things are contributors to not being able to keep businesses staffed at a desired level of employee complement.
So what are some of the things successful leaders are doing to ensure their company has the employee fuel it needs to make a push to higher levels of success? First they are making sure that their message is the right one to attract the best type of candidates, as well as those who are most qualified for the position. (If this is currently a challenge for your business, you can contact one of our 57 Employment Guide offices across the country, and we will work with you to make this a reality for your business.) Leaders are also taking advantage of social networks and building a community that can aid in their ability to reach out to talented folks with their opportunity. It is keeping your hiring managers engaged in the process of constantly building their teams and not just waiting until they have an opening. It is also being on the lookout for talent no matter where you are at any moment over the course of the day. When was the last time you handed out a business card because you came across someone with a highly transferable skill set that could translate well into your industry or occupation? The organization, more specifically the leadership within an organization, that has the responsibility for staffing their operations with those skilled individuals who can do all of these things will be the one that sets itself apart by finding the best talent (often referred to as the proverbial "needle in a haystack").
In my opinion, no matter how automated, electronic and avoidance-natured our business culture becomes, the most successful organizations will always point back at their people as the primary reason for their success or demise. Leaders who understand this will make sure their organization will have the greatest opportunity to always possess and attract the talent needed to drive results. What tools are being used to accomplish this goal all come down to the specific needs of the business and leadership that is is steering the organizational ship.
What are you dong to attract the talent you need to drive your results?
2 comments:
Can you expand a bit on the emergence of a sense of entitlement? Is it that people feel entitled to more responsibility and money than they are prepared for, and leave their current position? or is it that they overstep their bounds, and aren't of real value because they're too focused on what they're owed instead of what they can bring to the table? Is it found more among younger team-members? What would you personally recommend as a plan of action for combating it?
While I have read more articles about how the sense of entitlement is more prevalent in those entering the workforce for the first time, I sense that this is a growing trend among current and tenured employees. One author (whose name currently escapes me) described this issue as being a bi-product of a generation of children that grew up with their parents hovering over them every time they made a move. My suggestion for overcoming this is to make sure that clear, precise goal setting takes a priority in how you are steering the individual's professional development and be a mentor, so when things get tough or a challenge seems too great there is always a door open for added direction. As their leader it will be critical to always encourage these folks to work on their ongoing professional development, and keep these individuals challenged while offering plenty of kudos (when deserved) along the way.
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