Hiring is the Front door to Your Future Success

Posted on by John Bishop

Today’s employees want to be validated for what they bring to the company. They want to learn and grow professionally, want more life-work balance, and a manager they can respect.  

Importantly, they want to know they are making a difference and contributing to something larger than themselves.

Employees are far more open about their needs and will turn off  or turnover if those needs are not meant. To meet these challenges, CEOs must look at the HR function differently. A supportive role is no longer acceptable. HR must have a seat where the strategic decisions are made.

HR is a supporting role if:

  • Your website identifies the key executives without including the head of HR.
  • Remote branches are “doing their own thing.”
  • HR is blamed for an increase in the employee turnover rate.
  • HR reports to the accounting or legal department.
  • Managers say, “we would have hired better if HR had gotten us better candidates.”
  • HR is not involved on the front-end of the company’s strategic decisions.
  • An executive drops a resume in HR’s desk and says “can you get the paperwork going? We just hired him/her, and they start in two weeks.”

If you answer “yes” to four or more, your company is at a significant disadvantage. One way to gain a competitive advantage is by splitting the HR department.

  • Vice President – People and Culture – this includes the recruiting, leadership and talent development and onboarding. This is an executive level position with the person reports directly to the President/CEO.
  • Human Resources – Administration – reports to the CFO and includes the important support functions like benefits, payroll, compliance, etc.

Hiring is the front door to your future success.  Make sure it is working properly for today’s business environment.

If You Can Answer “Yes” to 5 of These Questions, You’re a Good Leader

Posted on by John Bishop

CEOs are asking, “How can we increase employee retention and engagement?”

Maybe that’s the wrong question.
What if you asked: “What are our employees grateful for?”
How would your employees respond to these statements?

  1. I am respected by my boss
  2. My manager helps me to learn and grow
  3. I have the tools and the necessary training to succeed
  4. I am motivated to do my best
  5. I trust my manager and the company’s senior executives
  6. The company deals with employee issues honestly and fairly
  7. I am valued for my ideas, my talents, and my diversity

People stay where they are wanted, respected, and appreciated. If you answer “Yes” to five or more – CONGRATULATIONS – your employees are grateful for more than just their paycheck.

Culture Fit and Manager Fit: Your Strategic Advantage

Posted on by John Bishop

How many current employees would you rehire if the company or your department were started today?

Problem: Too many hiring decisions are based solely on job fit — the candidate’s first impression, number of years in the industry, worked for a competitor, has a degree from a prestigious college, or came highly recommended by a friend.

All valuable information, but job fit is not enough for today’s rapid-fire business environment. Hiring is the front door to your future success.

If you want to increase your employee retention and engagement you need more information. Today, candidates must fit the job, the culture, and the manager. For example: Does the candidate have the right attitude to fit your culture? Will this person be a good fit for your management style (i.e., micro-manager, dominating, affirming, etc.)? Hiring decisions that are based on a person’s overall fit will benefit the company and the individual.

Here are three ways to tell if a candidate will fit your management style and your culture:

  1. Today’s candidates come prepared with standard, canned answers to the most asked interview questions. Dig deep and don’t accept their prepared answers. Be prepared with behavioral-based interview questions with several probing follow-up questions.
  2. Scientifically based pre-hire assessments will give you objective 3rd party information about the candidate. Your assessments should include a distortion scale to determine if the candidate is misrepresenting themselves. Your assessment should have company-specific benchmarks, include interview questions, and have multiple uses (i.e., selection, promotions, career development, conflict resolution, leadership, etc.)
  3. Ask the candidate what type of manager he/she performs best with – dominant, detail-oriented, aggressive, etc. Conversely, what management style most intimidates them?

    Employees are looking for work/life balance, to be part of something bigger than themselves, to contribute to a worthwhile cause, and to be respected for what they bring to the job. Hiring for job fit alone is no longer working. Add culture fit and manager fit to gain a competitive advantage.

Culture Fit and Manager Fit: Your Strategic Advantage

Posted on by John Bishop

How many current employees would you rehire if the company or your department were started today?

Problem: Too many hiring decisions are based solely on job fit — the candidate’s first impression, number of years in the industry, worked for a competitor, has a degree from a prestigious college, or came highly recommended by a friend.

All valuable information, but job fit is not enough for today’s rapid-fire business environment. Hiring is the front door to your future success.

If you want to increase your employee retention and engagement you need more information. Today, candidates must fit the job, the culture, and the manager. For example: Does the candidate have the right attitude to fit your culture? Will this person be a good fit for your management style (i.e., micro-manager, dominating, affirming, etc.)? Hiring decisions that are based on a person’s overall fit will benefit the company and the individual.

Here are three ways to tell if a candidate will fit your management style and your culture:

  1. Today’s candidates come prepared with standard, canned answers to the most asked interview questions. Dig deep and don’t accept their prepared answers. Be prepared with behavioral-based interview questions with several probing follow-up questions.
  2. Scientifically based pre-hire assessments will give you objective 3rd party information about the candidate. Your assessments should include a distortion scale to determine if the candidate is misrepresenting themselves. Your assessment should have company-specific benchmarks, include interview questions, and have multiple uses (i.e., selection, promotions, career development, conflict resolution, leadership, etc.)
  3. Ask the candidate what type of manager he/she performs best with – dominant, detail-oriented, aggressive, etc. Conversely, what management style most intimidates them?

    Employees are looking for work/life balance, to be part of something bigger than themselves, to contribute to a worthwhile cause, and to be respected for what they bring to the job. Hiring for job fit alone is no longer working. Add culture fit and manager fit to gain a competitive advantage.

10 Leadership Lessons Learned on a Unicycle

Posted on by John Bishop

Ever try riding a unicycle?  I had to agree with most of my friends who call it “terror on a stick,” but I wanted to teach my grandkids that it was important to try new things even when you are afraid. 

My friends thought this sixty-year-old had lost his mind and, in truth, after my first fall, I thought they might be right. Admittedly, the learning curve for riding a unicycle is steep. It consisted of several major falls, picking myself up, dusting myself off, and trying again. After those failures — that resulted in many sore muscles — my grandkids saw me successfully riding the unicycle. In the process, they learned some important life lessons, and I was reminded of several that I’ve used in business and life.

1.    Some of life’s lessons are painful, but keep trying.
2.      Determination helps you overcome your fears.
3.      You won’t go very far without balance in your life.
4.      Breathe naturally – even when you are scared.
5.      Talk is cheap – action pays the bills.
6.      Don’t be concerned about what others are thinking.
7.      Goals help you push through the pain.
8.      You’re as old as you think you are.
9.      To reach your goals – you must be willing to stand out in a crowd.
10.     It’s important to get out of your comfort zone.

Fear can hold us back from reaching our full potential. However, it can also be an excellent motivator and teacher.

Good Luck! You are a WINNER!

10 Leadership Lessons Learned on a Unicycle

Posted on by John Bishop

Ever try riding a unicycle?  I had to agree with most of my friends who call it “terror on a stick,” but I wanted to teach my grandkids that it was important to try new things even when you are afraid. 

My friends thought this sixty-year-old had lost his mind and, in truth, after my first fall, I thought they might be right. Admittedly, the learning curve for riding a unicycle is steep. It consisted of several major falls, picking myself up, dusting myself off, and trying again. After those failures — that resulted in many sore muscles — my grandkids saw me successfully riding the unicycle. In the process, they learned some important life lessons, and I was reminded of several that I’ve used in business and life.

1.    Some of life’s lessons are painful, but keep trying.
2.      Determination helps you overcome your fears.
3.      You won’t go very far without balance in your life.
4.      Breathe naturally – even when you are scared.
5.      Talk is cheap – action pays the bills.
6.      Don’t be concerned about what others are thinking.
7.      Goals help you push through the pain.
8.      You’re as old as you think you are.
9.      To reach your goals – you must be willing to stand out in a crowd.
10.     It’s important to get out of your comfort zone.

Fear can hold us back from reaching our full potential. However, it can also be an excellent motivator and teacher.

Good Luck! You are a WINNER!

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