Q. Should our Recruiters be salesmen and women?

A. Absolutely! They should be able to pitch ideas in ways that make decision-makers take notice. Building business cases, doing competitive analyses and rethinking their role is what ITM will help them do.

When your Recruiting team can understand issues and challenges facing the organization, they will have ammunition to provide very targeted developmental experiences, more accurate recruiting and more skillful process facilitation.



Q. Has it become easier to find quality candidates now?

A. I'd like to say yes, because the downturn has put a lot of folks on the market who would otherwise have to be pried from the clutches of their employer. But, truth be told, the answer's no, because there's so much resume static right now that it's like being in a snowstorm.



Q. When do you think the talent war will start back up again?

A. It never stopped. It may not be in the headlines anymore, but for key positions - leadership, sales, IT, anything that's high impact - this is still very much a story in progress.



Questions to Ask Yourself as a Manager

Q. Do my business units know and understand the full range of services that we offer? Are they aware of the skills and abilities of the talent our department possesses? Are they utilizing our department to its fullest potential?

A. If you're answering "no," or reluctant "maybes," to these questions, ITM can help by giving your team the competitive edge it needs to become more valuable to their customers.


Q. Are my recruiters and HR representatives conductors?

A. If you answered no, then let us tell you why they should be ....
The career track begins at the inception of a job opening and should follow each employee through their career with your company. Typically Recruiters focus on the first 90-days a new employee is with the company. However, a commitment to remain partners with the employee as they grow within the organization allows for exposure to contributions your team make as THEY grow within the organization as well.


Tips for Handling a Difficult Employee

I recommend a 7-step approach for handling a difficult employee. The same method can be used when delivering difficult performance reviews.

Step 1 - Describe the behavior you want changed.
Don't generalize. It's not specific enough to say that attendance is unsatisfactory.
Example: "I want to discuss your attendance. You were 10 minutes late on Monday, 15 minutes late on Tuesday and 20 minutes late today."

Step 2 - Explain why the behavior is unacceptable.
This will force the employee to take responsibility.
Example: "Being late this morning disrupted our morning meeting. I needed to repeat the information that you missed, which was not fair to the rest of the team. Arriving late on multiple occasions this week is sending the wrong message to your teammates."

Step 3 - Pause and wait for the employee's response.
It forces the employee to come up with a response. The silence may be awkward at first, but wait it out.

Step 4 - State clearly what needs to be changed.
Be clear, concise and confident.
Example: "You must be here every morning by 8:00 am, no exception."

Step 5 - Ask the employee how he or she will make the change.
This will put the responsibility on the employee. Be firm and "demand" a commitment that the behavior will change.
Example: "What can I expect to change?"

Step 6 - Be clear about the consequences.
Be very clear about the consequences, should they not make the change.
Example: "I will have to discipline you the next time you are late."

Step 7 - End on a positive note.
Try to leave the employee feeling confident and with a desire to change.
Example: "I respect your commitment to be here on time and appreciate that you are aware of the impact not being here on time has on the team."