The word on the street is that we're in a skills shortage. Companies’ bottom lines are negatively impacted by employees who don’t have the increasingly complex skills needed to consistently perform their work and positively influence customer loyalty. It's not a supply problem, people say, it's a skills problem.
Managers often talk about "empowering" employees. Books are written about it. Studies show it improves productivity, quality, employee satisfaction, and customer service. We all know it's important, but the fact of the matter is that most of the time, when managers try to empower their employees, they miss out on a crucial component.
Too often sales executives find that newly hired sales professionals do not possess the particular traits needed for the jobs they were hired to do. ES Research Group estimates that this happens 25 to 33 percent of the time, depending on the industry. In all cases, those salespeople endured or even thrived throughout a rigorous interview process, and in most, they underwent specific skills training after they began at their jobs.
Your company is growing rapidly, and you're desperately looking to fill in the gaps as quickly as possible. However, putting the wrong people in those positions could ultimately end up costing even more. Thanks to a survey published by Careerbuilder.com we learn just how much bad hires cost companies, and what you can do to avoid them.
This blog is generally about maximizing performance – sometimes through expanding education, sometimes just by stating the obvious. Today’s post is about the latter.
Thousands of people in business today share the same title - 'HR Mananger.' But the similarities often end there. Here's a look at the old-school 'HR Lady Version Beta' and her 21st- century counterpart, 'HR Manager 2.0.' Which one works for your company?