Book

» Posted by on Jul 3, 2016 in | Comments Off on Book

“By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day.” ~ Robert Frost

 

Rey bookChapter One:

If you are a department manager, you no doubt put in many hours at the office. At the end of the week, you probably still have a pile of forms, memos, and correspondence a mile high on your desk, numerous issues to hash out with your staff and your boss, and dozens of e-mails you haven’t had a chance to respond to. Adding to your list of to-dos, along with training, motivating, delegating, and evaluating your subordinates, you are in charge of staffing your department. You are supposed to know how to effectively recruit, screen, and hire new talent, even if you’ve never been in a management position before. In addition, the process of hiring someone requires research and planning and, if done right, is time-consuming at best.

Every day thousands of employees receive promotions into management positions for the first time. The majority of these new managers have little or no experience managing and motivating employees, much less handling the sensitive issues that can arise during the hiring process. Even the majority of experienced managers have never had formal training or been given established staffing guidelines. This responsibility becomes a new part of a manager’s job description. New managers are expected to magically know what to do.

In addition, most companies are not proactive in their recruiting practices. Instead, companies tend to be reactive, usually functioning in panic mode, trying to fill surprise openings. News Flash! The days of the loyal twenty-year employee are gone. Most people will have at least ten different jobs in their lifetime.

Successful recruitment strategies don’t get anywhere near the attention they deserve, but these strategies can save a company thousands, even millions of dollars over time. Less turnover increases productivity and that translates into higher profits. Considering the lack of forward planning in effective management training and hiring strategies, it surprises me how so many companies, struggling under the chaos, continue to do nothing to improve. I believe this is true because the majority of business owners have difficulty justifying spending money and time on something as intangible as training. In other words, unless a business expense can translate directly into bottom-line profits, such as sales revenues, it is not perceived as important. So chaotic hiring practices have become the norm, and apparently this haphazard approach isn’t going to change any time soon. Hiring managers are basically left to their own devices. Fortunately, even without the support of senior management, there are a number of things a hiring manager can do.