We have to think about the team as a whole, which you were just talking about. People often leave their managers due to lack of care, connection.Īnd misalignment with the team. One is their health, their culture, and the other is how are they running the organization operationally.Īnd when we think about the health of an organization, there's four key factors that cause employee disengagement.Īnd one is misalignment with the job, that employee does not have the key skills or the behavioral traits needed for the job. And I like to look at each organization that we partner with in two ways. And employee disengagement is a big reason why people leave. So if we're not being really intentional about the who and the why we're bringing in, then we'll actually lose control of our organizations and end up with a little bit of happenstance and just kind of getting the results of it instead of actually planning it out and knowing what's going on. Where do we want to be? Who do we want to be? Who do we want our organizations to be? And what is it going to take to get there in a way that doesn't cause so much disruption that we can survive the change?īecause anytime we choose to add people to the team or grow or any of those things, it does change our organizations little by little-especially service-based organizations that most of it, most of the money being spent and most of the things going on is the humans. And it's really that going back, things we've talked about in the past, of starting with the end in mind. Are people taking that first step and thinking about getting ready to hire before they start just jumping in and reacting to all the kind of chaotic things that are going on around us when it comes to hiring right now? And I think that was clear to us when we were talking about hiring and onboarding and all of this, everything that's going around right now, the Great Resignation, the Great Reshuffling, whatever it is. Why? Why do we need to hire? Why do we want to grow? What's the why behind what we're thinking about? The who, who do we really need? And then when do we really need to hire? You know, all of these kind of strategic questions and thoughts that we need to have as leaders and as leadership teams before we just react, before we just pull the trigger and start hiring people.Īnd there's so many things strategically to think about when we think about when should we hire, why should we hire, who should we hire. And that is not an intentional way of growing our business or looking at our business or maintaining our business.Īnd we like to talk about here on Overly Human really always pausing and taking a breath and asking those clear questions that lead to great answers. We've won a client," whatever the trigger is. Or we feel like we want to increase profit, as you were just saying, and we say, "Okay, well, let's just add some people. We can, somebody leaves, we just replace that position, replace that person. I'm excited to talk about this because you're right, I feel like we can get really mechanical and kind of thoughtless in our hiring processes.
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