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Hub You - Do You Make This One Big Mistake When Recruiting And Retaining Staff?
Gold metal detectors are used to find small and large gold nuggets. Small and slightly small gold nuggets can be detected at medium depths. Large gold nuggets are the most difficult to search and locate. Gold metal detectors have ground balance modes for alkali soils and black sands for smooth operation. The maximum sensitivity of a gold detector helps to locate small gold bits at greater depths. It can operate with ideal frequencies for locating gold nuggets. The search coil used in gold metal detectors is water proof. Additional features of gold metal detectors are meter display, manual group balancing adjustment and discrimination adjustment. These supplementary features vary with the technology used in each type.Gold metal detectors are generally based on digital technology. They have automatic and manual modes. The auto-trac feature cancels the ground minerals in seconds and then tracks to the changing conditions. The features include iro
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on th
Starting a new business? Whether you're a therapist beginning a private practice, a dog groomer starting a new mobile service or an eBay seller opening an eBay store with dropshipped products, one of the most important keys to your success is to write a business plan, an outline which serves as a roadmap for your business. Here are some of the reasons why a business plan should be one of your first priorities.1. Helps You see if This is the Right Business for YouA business plan will help you to readily see if you really have the desire and interest to stick with your new business. If you can't maintain the interest and passion to sit down and write out 30 to 50 pages outlining all the aspects of your business, that may be a clue that you won't stick with your business long enough to enjoy success. You'll know when you're starting a business just for the money, or because you truly have a desire for that business.2. Keeps Yo
By not keeping your word and delivering on your promises (no matter how small), you will lose that trust and with it your existing customers.
The very same applies to finding & keeping your team.
If you make the mistake of not keeping your word with employees – whether it be your current team or potential employees, you will lose their trust.
Once you have lost the trust of your team, it is almost impossible to win it back and it will be a clear signal that they will at some stage move on.
The break down of trust between an employer and an employee is in fact, one of the single biggest reasons for staff turnover.
So how do you build and keep trust?
In simple terms, I suggest you follow these 3 steps:
1. Under promise, over deliver
2. Always do what you say you are going to do
3. If you know you won’t be able to keep your promise, be proactive in informing people as early as possible and manage their expectations
Following these 3 steps will, in most circumstances, help you keep people’s trust and so maximise the chances of hiring and retaining the right people.
So how do these specifically apply to your business on a day to day basis?
FINDING THE RIGHT PEOPLE
Losing someone’s trust during the recruitment process is a sure fire way to miss out on the best people.
Remember, the best people in the market place want to work for people and businesses that they like, trust and respect.
So you have a great opportunity during the recruitment process to compete for the best talent by the way you act during the recruitment process.
1. Call them back when you say you will
Remember first impressions count: Doing what you say you will right at the beginning of a relationship with a potential employee makes a huge impact on someone. (Particularly if they are unhappy with their existing employer).
So if you have told someone that you will call them “before the end of the week” or “on Tuesday afternoon” to discuss their application or CV, then make sure you do it. If you can’t, then get someone else to make contact with them an explain that the delay.
2. Make decisions when you say you will
If you tell someone at the end of an interview that you will have a decision “within 24 hours”, then make sure you do. If not, make sure you contact them to explain that there is a delay. Better still, telling them it will be 48 hours (under promise) and try to get back to them within 24 hours (over deliver) will help you exceed their expectations.
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on th
All employers have a duty of care to protect the safety and welfare of all employees whilst at work or conducting activities on behalf of their employer.One of the many areas of health and safety which requires attention is first aid and its provisions to enable the protection of employees in the event of an injury or emergency situation. All employers no matter how large or small should take the welfare of the employees very seriously with first aid being one of the highest priorities in protecting their safety.First aid has been proven to be an extremely useful tool when preventing or assisting injury. In the US many states have a programme introduced at school level where students are trained in first aid, this has been proven to have saved many lives and is commended throughout the world as good working practice but unfortunately not all countries such as the US obviously take first aid as being a serious issue which can prevent ser
3. If you know you won’t be able to keep your promise, be proactive in informing people as early as possible and manage their expectations
Following these 3 steps will, in most circumstances, help you keep people’s trust and so maximise the chances of hiring and retaining the right people.
So how do these specifically apply to your business on a day to day basis?
FINDING THE RIGHT PEOPLE
Losing someone’s trust during the recruitment process is a sure fire way to miss out on the best people.
Remember, the best people in the market place want to work for people and businesses that they like, trust and respect.
So you have a great opportunity during the recruitment process to compete for the best talent by the way you act during the recruitment process.
1. Call them back when you say you will
Remember first impressions count: Doing what you say you will right at the beginning of a relationship with a potential employee makes a huge impact on someone. (Particularly if they are unhappy with their existing employer).
So if you have told someone that you will call them “before the end of the week” or “on Tuesday afternoon” to discuss their application or CV, then make sure you do it. If you can’t, then get someone else to make contact with them an explain that the delay.
2. Make decisions when you say you will
If you tell someone at the end of an interview that you will have a decision “within 24 hours”, then make sure you do. If not, make sure you contact them to explain that there is a delay. Better still, telling them it will be 48 hours (under promise) and try to get back to them within 24 hours (over deliver) will help you exceed their expectations.
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on th
Logos tell a story about your brand. Potential customers look for a logo to tell them about the value your business will deliver. More than a first impression, a logo describes what might be. For the repeat customer, a logo talks about your firm’s consistency and commitment, while reassuring the customer that buying your product again is a smart decision.Essentially, there are three kinds of logos: font-derived logos, image-based logos, and abstract logos. A font-based logo presents the letters from the company name in a stylish or memorable way; HP’s logo is an example. An image-based logo uses a graphic or photo image of what the company does as a visual representation of the firm; a good example of this would be a logo depicting a skier for a ski resort. Finally, an abstract logo captures the essence of the firm in an interpretive design such as the golden arches for McDonalds (yes, I suppose the arches were an “m” at one time).A log
So if you have told someone that you will call them “before the end of the week” or “on Tuesday afternoon” to discuss their application or CV, then make sure you do it. If you can’t, then get someone else to make contact with them an explain that the delay.
2. Make decisions when you say you will
If you tell someone at the end of an interview that you will have a decision “within 24 hours”, then make sure you do. If not, make sure you contact them to explain that there is a delay. Better still, telling them it will be 48 hours (under promise) and try to get back to them within 24 hours (over deliver) will help you exceed their expectations.
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on th
Failure is something that none of us ever plans for but it is a part of the human condition. As we go through our lives there are few if any who have never experienced this phenomenon. So as we experience failure, how do we accept it and move on if we are unable to admit it?I am not suggesting that when we fail that we broadcast our failure to the world at large. I am suggesting though that admitting failure is a necessary tool that we must use if we are ever to be successful again.An admission of failure is a very personal thing and it should be done with those whom we have a special relationship. Often we can find it difficult to admit to those we love that we have failed. It is especially difficult to admit failure to those who had expected it from the beginning.To be wildly successful at anything requires us to go into a venture with a narrow definition of what success looks like. if we have not defined success before we atte
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on th
CeMAP training is an excellent career boosting qualification, offering CeMAP qualified individuals greater earning potential, increased promotion opportunities and enhanced job satisfaction. Because of this, in the past, some employers have paid for their staff to undertake the CeMAP training courses. In these cases, the employers have usually insisted that the employees who take advantage of these CeMAP training courses sign contracts agreeing to repay to the company in part or in full, the cost of the CeMAP training course if they leave the company within a specified period of time. This can amount to a substantial amount of money, and the employees can find themselves tied to the employer for up to three years if they want to avoid the penalty.The recent trend is showing that more and more companies are now withdrawing this opportunity, instead relying on the staff members to pay for the CeMAP training themselves. Our company received an e-
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on the job coaching from you, doing what you say helps you build trust and loyalty.
3. Deliver on your career progression promises
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will give you a step-by-step guide to hiring the right people in the right way so that you truly have a loyal team around you. Take a look right now by clicking on this link: www.findstaffnow.com
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