Whether you are the CEO, Executive, Manager or staff you are guaranteed to be suffering both emotionally and financially if there is stress in the workplace.
If you are a causing or suffering from stress you will be affecting the productivity and profits of the company, your own earning potential, your relationships with colleagues and your health.
In the main we all blame someone else for our stress, whatever the problem is, it is not ours! That’s why we’re stressed, right? After all if we were at fault we could (or should) do something about it!
Hmm I guess you are cringing a bit by now remembering how you blamed someone else for an action, which caused them stress. Perhaps you never hit your sales target and blamed your support staff for not getting you the appointments, or your marketing colleagues for not giving you the opportunity or even your finance colleagues for not approving your proposals.
All of us are the cause and suffer the affect of work related stress. Understanding how to manage the situation is rarely taught.
Many organisations spend £000’s on the cost of recruitment without considering some very obvious ways to reduce their investment.
The hidden costs of recruitment extends to diverse areas such as the disruption to business of integrating a new member within existing teams to what happens when a wrong appointment has been made.
Here are some key blunders frequently made by business leaders when recruiting:-
1. Don’t consider the business direction
2. Don’t consider the business need
3. Don’t consider the needs and requirements of the team
4. Advert not worded properly
5. Hire misfit ‘Squegs’ (square pegs in round holes)
6. Don’t pay enough for the best people
7. Hire because you like them
8. Don’t see the ‘real’ person at interview
9. Mistake qualifications for experience
10. Don’t adequately check references
11. Assume because the candidate has done the job before they are good at it
12. Don’t know how to motivate different personalities
13. Hire family members to the detriment of the business
14. Don’t use Behavioural Profiling as part of the recruitment process
Using Behavioural Profiling as a key tool in your recruitment process is a sure way to minimise cost and disruption to the organisation.
Call or mail Rikki Hunt Associates to find out more 01793 441450
I have always struggled with mission statements, finding them in the main pointless. I once asked a group of executives if they could quote their mission statements. Not one offered to even have a go.
When creating a Vision, Mission and Values, I adopt the following, which has always worked, both emotionally (buy in) and literally (results)
Beginning with the vision, making clear where you are headed is key to all employees. If they are not clear where they are going they are more likely to get lost!
For the vision to be believable, and gain buy, in it has to be achievable. Conquering World markets may take a tad longer than conquering National markets, which in turn may take longer than Regional and so on.
I have found that 2 to 3 year Visions are more appropriate to start ups and fledglings. A lot can change for a start up in the first couple of years and this necessitates flexibility.
Having clarified the destination I find it helpful to visualise this as a FLAG. It is a future goal which we should all be headed towards.
“As CEO You OWE it to the GOOD to GET RID of the BAD, it’s the only way to Facilitate WINNING”
Others may have expressed it differently, I once heard;
“I wanted a happy culture. So I fired all the unhappy people.”
However you want to say it, factual or fluffy, too many companies put up with employees who are cancerous, slowly destroying all the good and ultimately the company.
This is either due to bad leaders not identifying the problem or even worse cowardly weak leaders who are in denial that the problem exists. Either way, by giving you examples of the type and their effect, I want to persuade you to deal with the problem where and when it arises.