Recruitment - Employers - The bottom line... : Creating happy work spaces
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Recruitment - Employers - The bottom line...

by Tami Anderson on 09/03/10

Employers/Managers
The first thought when recruiting is to fill in the gaps of what is not getting done. The list of what needs to get done becomes a bit of a 'To Do' list rather than a job outline that will improve the bottom line for the company.

Right here, I'd like to explain how we see the term 'bottom line'. It is the end of the line where there is a measurement of how we are doing. There's an economic bottom line of income or expenditures. I think we are all aware of this one. There's also an emotional bottom line; what people are emotionally able to do for a company. This is measurable too. When people feel: there is too much work; or not enough work; able to maximize their talents; able to see a future; their managers are controlling the strong interpersonal issues; support; and management uses strength and respect are all ways to measure the emotional bottom line for an organization.
A second point to look at in this scenario is that a company doesn’t typically look for a new hire until they are at their end - time, money or resources (occasionally a threat by the current staff). With the boom and then bust of the economy, especially in Alberta, there were increases in production (this includes services). The increase didn’t always end if new services or products were added during the boom. So, when the orders reduce and the company still has all the production to maintain, there is difficulty making the economics work. So, staff are laid off. But, services and product lines are not necessarily reduced at the same rate. The existing staff picks up the difference. Most people can operate at this accelerated pace from 6 months to maybe 3 years. At some point, the bottom line starts to come into focus. They start to create boundaries with the employer, supervisor, staff or families - with whomever they can start. When the limits are not respected, something has to give.  Often it is work performance. With a chronic condition, the employee will eventually take short/long term leave or quit.

Here's the first idea to hiring. So where does an employer start when looking for the right person? It is always critical to look at the bottom line. What is the core business? What is the core income with the products/services? It is important to always stay focused on the core. From there, everything stays apparent. We look at the roles and responsibilities needed to operate at the current level and how to grow. Then measure all the skills and talents currently existing. Juggle people to their strengths. Train the areas outstanding. Keep your people in this loop. Get their feedback of what they see, need and where they see their future with your company. Build a complete picture of what is needed. the reporting, role, strengths, personalities and bottom lines all around.

Here's the result: The new hire has a defined place to fit into the organization. They know they belong and are an important part of the whole process. They are not there to pick up all the slack of each person not able to get their work done. They have value.

Tami Anderson
Best Foot Forward Consulting Inc
Bringing Common Sense to the Workplace
www.bestfootforwardconsulting.com

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