QUALITIES THAT HR IS LOOKING IN NEW HIRES

QUALITIES THAT HR IS LOOKING IN NEW HIRES

Here are the some key qualities That HR look out in the new hires to ensure longevity of the tenure.

  1.  Endurance:

Turnovers can be expensive for HR. Hence the foremost qualities they look for in new hires are endurance, commitment and prospect of longevity of the tenure.

  1.  Team player:

Anybody can work in silos but it takes a lot of perseverance and high levels of patience and gratitude to work as a team player. Incidentally, all these qualities make for a good employee itself.

  1.   Ambitious:

Motivated and self-driven people are an asset to any organization. Ambitious employees work hard and try to surpass their own excellence, which in turn benefits the organization at large. Who doesn’t want to hire such employees?

  1.   Trustworthy:

Trust is a very tricky characteristic to identify in an employee. An employee who is true in his/her work and dependable is sure to have long-term benefits for the organizations and is most likely to stick around for long.

  1.    Positive attitude:

They say, if you have a positive attitude in life you are a sure winner. Organizations look out for such employees because they know such employees can stand up to failure and competition with much confidence.

  1.  Multi-tasking skills:

Businesses often resort to cost cutting by having fewer employees who can multi-task. With growing competition, multi-tasking is one of the desired quality HR looks for in new hires.

Promoting yourself: the rules of success

Promoting yourself: the rules of success - Morpheus Consulting

A diligent and hard-working project manager at a global bank was known for meeting deadlines. A functional expert and a team player, she never hesitated to work beyond the designated hours. Self-evasive and reticent, she strongly believed that her work would speak louder than words to get her the recognition she deserved. Much to her dismay, however, she was passed over for a promotion that year.

Inherent excellence is not always enough to fetch recognition.

In his book Power: Why Some Have It And Some Don’t, Jeffrey Pfeffer, professor of organizational behaviour at Stanford’s Graduate School of Business, says it’s not enough to presume that success is based on the quality of your work and job performance alone. Potential sponsors need to know about your skills, competencies, accomplishments and experiences to be encouraged to make a positive difference to your career. You can share information on this so that you get career-enhancing opportunities “If you blend into the woodwork, no one will care about you, even if you are doing a great job. Being memorable equals getting picked,” says Pfeffer.

How to do it

Self-promotion is a delicate art because if you overdo it, you come across as a braggart, and if you underplay, you don’t get the accolades. “It needs to be subtle, responsible and balanced,” cautions Saket Kanoria, managing director, TCPL Packaging Ltd. “Self-promotion that takes the toxic shape of running down other people’s work, claiming credit which rightfully belongs elsewhere, and taking advantage of proximity to one’s manager, may fetch short-term gains, but will undoubtedly prove counter-productive in the long run,” adds Sunder Ram Korivi, dean, School for Securities Education, National Institute of Securities Markets, Navi Mumbai. There should be a line between gaining a following and becoming sickeningly self-promotional, especially if you don’t wan’t to be penalized for the latter.

Here are a few strategies to generate more visibility:

Prepare your story

A senior stakeholder you meet in the elevator enquires, “What’s up?”, and you respond with, “All well. Thanks!” Instead, you could have seized this opportunity to promote yourself by highlighting an accomplishment or two. For instance, “We successfully closed a record number of 248 transactions this month—25% above average.” Or, “I finished cross-training on process ABC. I am now conversant with a range of processes in the system.” The trick lies in being prepared with your story, and arming yourself with data points that you can reel off at the drop of a hat.

Redefine self-promotion

Since promoting one’s accomplishments goes against the value of modesty ingrained in us, let’s first rethink the definition of self-promotion. “Just as the objective of marketing a product is to generate awareness about its key benefits to help customers make sound decisions, think of self-promotion as a responsible communication of your talents and accomplishment to those who can leverage and benefit from this information, thus making it a win-win proposition,” says Darshana Ogale, chief operating officer, S P Jain School of Global Management.

In his 2014 book Promote Yourself: The New Rules For Career Success, author Dan Schawbel highlights the disconnect between what managers look for when deciding on promotions (a positive attitude and the ability to prioritize) and what employees think managers want (communication skills and leadership ability). So, it is important to showcase a range of abilities instead of coming across as one-dimensional.

Clothe it in anecdotes

Share your success in the form of a story. Instead of saying that you did an awesome job negotiating a successful deal with a tough customer, share your strategy and challenges in cracking the deal, enabling your team to learn from your experience. Engage with humility, focus on facts, and ensure that those stories are relevant, says Dorie Clark, in a Harvard Business Review article, How To Promote Yourself Without Looking Like A Jerk.

“Align your story with the context and the audience. Share it with a genuine belief that it is relevant to the audience, rather than with a mindset of promoting yourself. Authenticity matters,” says Atul Srivastava, chief executive officer, Effective People, a Mumbai-based human resources consulting and training company.

impactful introduction

When called upon to introduce yourself at an external conference, an internal training programme or to a visiting global practice head, go beyond the vanilla introduction encompassing your role, designation and experience. Make your introduction audience-centric and impactful by incorporating elements that differentiate and lend a recall value. For instance, something like, “I am an avid trekker, I did the Everest base camp trek last year,” is likely to stick in the minds of the audience. “A compelling introduction at an event, almost always an outcome of serious introspection and practice, certainly helps you make an impact. In fact, sometimes just asking a question at a conference or a seminar gets you noticed, and works towards your promotion,” says Srivastava.

Engage beyond your core work

As the organization expands, it is not easy to get noticed outside your immediate circle. “Participating in forums outside my core work, like knowledge-sharing forums, organizational committees, corporate social responsibility initiatives, diversity, etc. has gone a long way in helping me garner visibility and connect with people beyond my operational network,” says Ogale.

Communicate with your manager

“Proactively meeting your manager not only to seek feedback, but also to apprise him of your accomplishments, challenges and aspirations is important. While a manager is likely to be aware of your big-ticket items, your differentiator may lie in some of your smaller achievements,” says Korivi. So tracking your accomplishments and feeding your manager with regular updates would be mutually beneficial—it would not only help you promote yourself, but also offer your manager data points to identify areas where you could contribute. Managing others’ perceptions about your accomplishments separates workplace winners from those who don’t move up the ladder, says Pfeffer.

Engage on social media

Soumitra Dutta, professor at the Institut Européen d’Administration des Affaires (Insead), a graduate business school, and writer of the Harvard Business Review article Managing Yourself: What’s Your Personal Social Media Strategy?, strongly advocates embracing the social media as a platform for promoting yourself, building your personal brand and engaging with stakeholders by communicating who you are. “Active participation on social media is a powerful tool—the difference between leading effectively and ineffectively, and between advancing and faltering in the pursuit of your goals,” says Prof. Dutta.

Start with posting an impactful profile, portraying your expertise by engaging in discussion forums, posting articles and commenting on posts, thus creating visibility for yourself. “I have found that leveraging the organization’s intranet is a great way of getting your story before your audience,” says Ogale.

Reverse promotion

When you promote others, guided by the principle of reciprocity, they promote you in return. This reverse promotion, besides enhancing your visibility and highlighting your achievements, also helps you build relationships and earn goodwill. So, be open to connecting with people, learning about, and promoting, their talents and achievements.

Source: http://bit.ly/2ArpFJH

Job Hunting While You’re Employed? Don’t Make These Six Mistakes

When you’re in a stealth job search, you have to be extra careful to keep your job search under wraps.

Here are six mistakes never, ever to make as a stealth job-seeker.

Six Mistakes Stealth Job Seekers Can’t Afford To Make

1. Don’t update your LinkedIn profile all at once if your co-workers are first-degree connections of yours. Do it in several small steps so that the changes to your profile are never glaring from one day to the next. Never, ever use a LinkedIn headline that makes it clear you’re job-hunting. (Currently unemployed job-seekers can do that, but not you!) Make sure your LinkedIn settings specify that updates to your profile will not generate a message to your connections.

2. Don’t go to job fairs where your own company has a booth — or any job fair where you might be spotted by somebody who knows your boss (or your boss’s boss, etc.) Job fairs are not a great job search channel for stealth job-seekers because their success rate for any individual job-seeker is so low and the risk of broadcasting your job-hunting status is so high.

3. Don’t send out a blast email announcement to tell your friends and contacts you’re job-hunting. If you do, somebody on your distribution list is bound to forward your blast email announcement to everybody they know — and the world is small enough that you could have problems as a result. Tell your friends about your job hunt one-on-one or over the phone, and emphasize the confidential nature of your search.

4. Don’t respond to “blind” job ads that don’t specify the employer organization’s name. It could be your own company!

5. Don’t go to networking events and tell the people you meet that you’re job-hunting. Network as a consultant, instead. Tell the people you meet that you’re working full-time and available to consult part-time. Get some consulting business cards and give them out.  Morpheus Consulting part-time is a great way to get a new job because hiring managers can meet with consultants any time they want (they only need a higher-up’s approval to actually hire a consultant, and sometimes not even then) whereas most hiring managers won’t meet with a job-seeker unless they have a job opening.

6. Do not forget to tell every recruiter, interviewer and HR person you deal with during your job search that you are flying under the radar. Tell them multiple times.

Your goal is to let your boss know you’re job-hunting only at the precise moment when you give notice.

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Why Companies Opt for Recruitment Agency?

recruitment agency helps job seekers find employment,while also helping a company find the perfect person for the job they are advertising.

Companies will hire a recruitment agency so that they do not have to sort through, possibly, hundreds of applications for a job. These days, there are more and more people applying for the same position and companies do not have the time to sift through that many applications. They will therefore hire a recruitment agency to take care of this part of the process and to whittle the number of candidates down to a manageable level. Business owners and executives do not have the time and, in many cases, do not have the skills to find the perfect candidates, so outsourcing to a recruitment agency may be the best solution.

There are a number of benefits to using recruitment agencies for employers and potential employees; below are just a few:

  • Using a recruitment agency saves time. The hiring process can be very time consuming, and especially the initial stages of sorting through applications. With so many people applying for the same position, it is understandable for a company to want to avoid this part of the process. Running a company is time consuming enough without having to take time away from this to sort through large numbers of CV’s and application forms. Giving a recruitment agency the task of creating a shortlist of candidates for a position in a company is good business sense.
  • Some companies will use one recruitment agency to find the best person for their available position and will not advertise anywhere else. Failing to use recruitment agencies means that some candidates will not see these fantastic job advertisements and may miss the opportunity to work in a fantastic company with an excellent package.
  • Not only will recruitment agencies have the best jobs, they may also have access to the best candidates. Companies will benefit from the fact that a recruitment agency may have some of the best talent already registered on their books and it could mean finding the perfect candidate sooner rather than later.
  • There are many levels to the hiring process, including sorting through applications, interviewing, screening, and reference checks. A recruitment agency can take care of all of these steps bar the actual interview. By passing these processes to the recruitment agency, a company can ensure that it does not have to worry about calling previous employers for references or checking up on qualifications, etc. These jobs can all be taken care of by the agency before the interview, and that will give the employer peace of mind that the person they are interviewing has already passed the necessary checks.
  • A recruitment agency will want to make sure that the person they recommend for the position is the best person for the job. They will therefore be meticulous in their vetting process and will only choose candidates that they feel will do the job to the best of their ability. This gives employers the security that the candidate should be a good fit for the company.
  • A good recruitment agency can be used repeatedly for available positions within a company. Once they have found a successful candidate for a company, the company will feel confident that they will be able to do so again and it will take the worry out of the process. It means that when new positions become available, the agency will have the details they need and can find the perfect candidate as soon as possible.
  • Good recruitment agencies will work with both the client and the candidate and will try to help the candidate to make a good impression on the potential employer. This can be hugely beneficial to job seekers who are nervous about their interview.

Locating the Best Recruitment Agency

When it comes to recruitment in Inverses, HR Recruitment Services have access to some of the best positions and the best talent. We can help job seekers find the perfect position and can help employers to find the ideal candidate.

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What HR Look For When Assessing A Candidate’s Job Fit

I’m learning the art of hiring. And every time I run a search for a client, I learn the craft a little more. Now that we have interviewed over 10,000 interviews,  I’m beginning to ask three basic questions about job fit as I assess a candidate for a particular job.

When I sit down with a candidate, I can tell pretty quickly if they’ve thought long and hard about the role and if it’s a good fit for them. It’s not that I’m smarter than anyone else; I just have a lot of reps under my belt when it comes to reading people quickly.

When I’m interviewing a candidate, these are some of the main categories I’m listening for in order to see if they are just applying to any job that comes their way or if they are intentionally thinking about job fit.

  1. Has their previous experience prepared them for this role?

I participated in the #AskForbes twitter chat a couple weeks ago. One of the questions that got a ton of engagement was about hiring for education versus hiring for experience. While I do think education is important and and can be immensely helpful, I would choose experience every time.

I believe size and scope of previous experience is one of the key determining characteristics for success in a future role. As the saying goes, “Past performance is the best indicator of future behavior.” While a few business writers might disagree, I’ve seen this truth played out time and time again.

It’s also important to note that the saying is “past performance,” not past success. In fact, I love asking people to tell me about a time they failed and what they learned from it. Hearing their story helps me understand what behavior they displayed when they failed. Did they take responsibility, fix the failure, and grow from the experience, or did they blame-shift and play the victim?

I’m not looking for someone who has a 100% success rate doing the exact same role. I’m looking for someone who has a track record of positivity, problem-solving, and growth when facing new challenges.

  1. Have they developed themselves and the people around them?

Not everyone on your staff needs to desire to lead a team. Every team needs both great leaders and great followers. However, I would argue that now more than ever, soft skills are vital to becoming an irreplaceable team member.

When I’m interviewing a candidate, I’m looking for someone who genuinely enjoys helping people find solutions, because whether you work for a church or for a tech startup, ultimately, we’re all helping people find solutions. I believe this so strongly, that “solution-side living” is one of the core values at my company.

I see way too many people make the mistake of judging a candidate solely based on output. While results are important (see my point above), I believe that it’s invaluable to hire team members who value people and investing in them.

  1. Does the organizational culture match the candidate’s wiring?

I’ve said it before, and I’ll say it a million times: Culture trumps competency every time. When I’m interviewing a candidate, I’m looking for someone who has researched the organization, evaluated its culture, and has the self awareness to know whether it matches their own wiring.

Questions like, “This is a well-established organization of fifty years. I like to move pretty fast. Do you think that will be a problem?” or, “I’m big on systems and processes. I noticed this is a young company. Do they have sustainable systems and processes in place to support long-term growth?” show me the candidate is being discerning about the organizational culture and whether or not it would be a fit for them.

Both the employer and potential employees need to spend a lot of time and energy assessing culture fit in order to ensure it’s a good fit for both parties. If a culture fit isn’t there between the company and the candidate, both parties should have the wisdom to walk away.

The more a candidate can honestly evaluate their own experience and articulate it to me, the more realistic the expectations of both parties are throughout the interviewing and hiring process. If you look for candidates who are intentionally considering culture, chemistry, and competency fit throughout their job search, you’re much more likely to hire people with the discernment and soft skills to help take both them and your organization to the next level.

 

 

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Top 5 Human Resources Concerns in the Workplace Today!!

While it’s a given that the workforce is in a state of constant change and always has been it’s quite fair to say that today, it changes faster than ever. In this culture of rapid change fueled by generational shifts and technological advancement, human resources departments have their work cut out for them. From sourcing the best talent and developing it to be even better, to driving leadership and navigating the tricky waters of the “gig economy,” HR faces more challenges than ever. Here are some of the largest concerns facing today’s human resources:

The Gig Economy Is Growing

The last few years have seen a shift in the way that people work a shift that will only continue. Freelance and contract-based work are at an all-time high, and the portion of the workforce made up of such contingent workers is expected to reach 40 per cent by 2020. The reason is two-fold: for the contingent worker, they make more money per hour, and for the employer, they spend less on labor. But this presents a significant challenge to human resources. The talent pool, for one, is harder to navigate. Additionally, if companies are not careful about properly classifying contingent workers, they may find themselves in a difficult situation come tax season.

Creating a Powerful Team

This issue sees some overlap with the growth of freelance and contract work. Crafting the best possible team has always been a prevalent human resources concern a team that includes top talent in their fields, that can communicate and collaborate and succeed together. When you add a growth in the gig economy to this, it becomes more challenging. How do you make the best team, when a portion of that team works remotely? This is likely to be an ongoing challenge for human resources, one that will require true dedication to solve.

Streamlining HR Management

With the job of human resources management becoming more complex over time, any opportunity to make it more efficient is a welcome one. By taking advantage of new and powerful purpose-driven software programs, human resources managers are empowered to take their work to the next level without having to put in hours and hours of overtime. Integrated software solutions that combine human resource management, customer relationship management, and more, can be an incredible asset.

Talent Acquisition

Whether the talent you are looking for is full-time, freelance, or contract-based, getting your hands on top talent is going to be a major issue moving forwards. Holding onto that talent in an incredibly competitive job market will be even harder. Today’s workforce is seeing shorter and shorter tenures at jobs and the reason for this, at least in part, is that people are less willing than ever to tolerate low levels of job satisfaction. So in addition to being able to find great talent in your sector, you also have to be able to offer them an attractive position, and work consistently to maintain high qualities of job satisfaction.

Fostering Leadership

With shorter and shorter tenures at jobs, you’ll also see fewer people staying in one place long enough to grow into a leadership role. This is a major issue for human resources, and one that can’t be ignored. It’s of great importance to not only recognize leadership potential in people but to develop those qualities, nurturing them so that they grow and mature. By investing in leadership development, you not only make employees more invested in their work, but you create powerful leaders who go on to do great things.

To stay relevant in an increasingly new and constantly evolving job market, human resources managers need to be certain that they face these challenges head-on while being ready to adapt to new models and paradigms of work. But then again, hasn’t this always been the case? As previously stated, change is the only constant. How you navigate that change is how you define your future.

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Five Ways To Always Get The Right Person For The Job!!

For small, growing startups, each new hire is critical. Get the wrong person for a key role and suddenly your fast track to success becomes a time-sucking pit stop.

Today, we employ more than 100 people and we have an above average success rate with new hires. I’m involved each time we bring in a new hinter and have learned these five lessons for consistently finding the right person for the job.

1.   Hire your weakness.

As a founder, you get used to doing most things yourself. But it’s important to recognize where your skill set falls short. Finding people to fill these gaps helps you focus on what you do best. The classic example is Mark Zuckerberg hiring Sheryl Sandberg to run the business side of Facebook so he could remain focused on all things tech.

Hiring my weakness is something I’ve done consistently. Even though I had grown AOL’s direct-to-consumer (DTC) operation into a billion-dollar business, I also knew that the analytics side of DTC marketing wasn’t one of my strengths. So, I hired a performance marketer who is an expert in all things analytics and now a huge chunk of our sales are DTC.

2.   Use your network.

It’s easy to become completely consumed by the process of building a business. But it’s critical for leaders to spend time away from the office, meeting new people both inside and outside your own industry.

My network is a trusted source of advice and perspective, as well as a valuable rolodex of quality candidates when it’s recruiting time. According to Jobvite, referrals have the highest conversion rates, shortest recruitment process and stay with the company longer. Whenever you have a new opening, let your network know.

3.   Potential is better than experience.

Though our core products are categorized as beverages, I don’t always look for beverage industry experience when I’m reviewing resumes. We’re about healthy living, not creating a craving for sugar-filled fizzy drinks. Having worked at Coca-Cola doesn’t make a person right for us.

Instead I want to see evidence that people have been involved in growing a business, especially in the lifestyle space. It doesn’t have to have been a success. A person who can identify why something went wrong and learn from it is equally as interesting as someone who hits home runs all the time.

4.   Explore their goals.  

The standard interview question “where do you see yourself in five years?” is designed to show a candidate’s level of ambition. But it’s often a waste of time. People just name a job title that suggests enough progress up the corporate ladder without ever revealing anything about who they are.

I’m more interested in understanding what a candidate wants to do with their life. Do they ultimately want to be known as someone who followed a passion and shook up the status quo? That would show me that they have the curiosity, drive, and enthusiasm required for a fast-growing business in a competitive space.

5.   Good cultural fit.

My driving force behind starting my company was a desire to lead a healthier lifestyle. I would say that every hint employee is physically active and conscious about what they eat and drink. Not only that, they are passionate about helping others remove sugar and sweeteners from their drinks.

We’ve hired so many people who came to us simply because they loved our products and what they represent and wanted to be a part of it. Whatever your business, potential new hires should have some emotional connection to what you do. Otherwise you’re just providing a paycheck.

On that Monday morning when I’m introducing a new hire to the company, I want to be confident it’s going to work out. These five tips have served me well and following them will help you find the right person for the job.

 

Source: http://bit.ly/2iQm4zZ

How Positive Employee Morale Benefits Your Business !!

Employee satisfaction and retention are common key performance indicators for business success, but beyond a surface level, how well do you know your employees? Isn’t there a work-life balance for a reason? Past generations of employers have gone by the mantra of “Leave your personal life at home where it belongs” to employee and employer detriment.

The new generations of employers understand that the dash between work and life in the term “work-life balance” is critical to the success of the company beyond a surface level. These employers realize how an employee’s personal life directly impacts their professional life through morale, environment and productivity. Promoting positive employee morale and getting to know more about your employees on a personal level directly benefits your business.

Putting the “Human” in Human Resources

Not every CEO has time to memorize every employee’s hobbies, the names of their children or their zodiac sign. But employers do need to take the time to acknowledge the “human” in “human resources,” by developing more inclusive policies and recognizing individual, yet essential, employee needs.

It’s especially important for employees who are putting in 12+ hour days, because their dedication may literally be killing them by increasing stress and risk for depression, diabetes, heart disease, sleep deprivation and more.

In fact, employees who think they have a positive work-life balance are more productive and dedicated by 21 percent than those who don’t think so, according to a survey of 50,000 employees worldwide. To gain these benefits, the employer only has to offer beneficial work-life services and policies that employees can choose to participate in.

You don’t necessarily have to know every employee’s favorite pizza topping, but it’s vital to recognize their needs from a human perspective and address those issues. In the long run, prioritizing your employees’ morale will be beneficial to the company as a whole as well as to the individual employees.

The Case for Prioritizing Employee Morale

Most employers would agree that keeping employees happy and healthy is intrinsic to a company’s success, but is focusing more resources on boosting employee morale less cost effective than an old-fashioned pat on the back?

Paid sick-leave days cost employers $160 billion annually, but decreasing stress and health risks saves employers money. Meanwhile, extending paid sick leave to contract workers decreases their stress levels because they know they have access to financial security.

In either situation, employees are less likely to show up to work and spread illness due to an unfortunate catch-22: personal health or a roof over your family’s head?

Keeping work hours reasonable can increase productivity. For example, employees in Greece work an average of 42 hours per week or 2,042 hours a year. In 2014, German workers, who averaged a 28-hour work week, or 1,371 hours a year, were more productive by 70 percent.

Burned out employees are more likely to quit. Add in recruitment costs and your business costs skyrocket over what it’d cost to retain that employee and improve their work situation. One study revealed that one out of four workers who felt they had no support structure for adequate work-life balance made plans to quit in the following two years, in comparison to 17 percent who felt they had support.

Interestingly, a separate study found that those who implemented flexible work plans reported an 89 percent retention increase from HR. These arrangements benefit employee satisfaction, health and retention, but it’s important that employers take active steps in making these types of arrangements known to their employees.

The median cost of employee turnover is 21 percent of their annual salary for all positions except physicians and executives, so it’s more economical to retain employees and invest in employee morale. By prioritizing employee morale, employers acknowledge the importance of staff contributions on a personal and professional level.

Cultivate a work environment that promotes true work-life balance by providing access to supportive services and making employees aware of these initiatives. Employees simply having the knowledge of support systems is enough to boost morale, but employers can go the extra mile by being willing to provide realistic and flexible work plans and actively promoting a positive, healthy work environment.

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10 Common Workplace Challenges Impacting Your Business !!

In my work as a speaker and facilitator, I’m passionate about helping teams and team members tackle their biggest challenges. Over the past 6 years, I’ve surveyed my keynote and workshop audiences about their toughest issues. No matter what sort of organization I’m working with, the challenges they face are surprisingly similar.

It may come as no surprise that “a lack of time to get work done” is just as big a problem in nursing as it is in government; and “poor communication” is as rampant in the not-for-profit world as it in in private industry. It just goes to show that ‘people problems’ are universal.

Here are the top ten biggest challenges faced by a wide range of people and teams:

1 . Communication (or Lack Thereof)

Navigating different communication styles and the prioritization of communication in the office is a challenge most employees face. A lack of effective communication hinders a team’s efficiency and can also impact employee’s level of trust amongst each other and management. And although communication covers an array of office obstacles, I find this mostly comes down to managing different perspectives.

One powerful tool I share in my workshops is to use these three words: “tell me more”. While it’s useful when you don’t understand, this phrase is especially helpful even when you think you know what your colleague means or is trying to express.

2. Staying Engaged and Motivated

Only 32% of workers were reported as being engaged in their jobs in 2015. The majority (50.8%) of employees were reported as not engaged, and the remaining 17.2% were actively disengaged. These numbers don’t bode well for the workplace.

Engaged employees are cited as being involved in, excited about and committed to their jobs. Extensive research shows that a higher level of engagement among staff impacts a business’ innovation, productivity and profitability making this a priority for most managers. And it goes without saying that a lack of engagement translates to a lack of motivation.

3. Project Management and Organization

Even if you have a great team in place that is highly engaged and communicates effectively, chances are they are stumbling over the organization hurdle during projects. A lack of organization is up there when it comes to the challenges people share with me. Some of the feedback I hear is that there can be a lack of strong and consistent project management, or a lack of direction in their roles which makes it tough to organize and prioritize tasks.

4. Staff Attitudes and Hierarchy/Bureaucracy

Chances are we’ve all experienced this at one point in our career. Either we’ve had the misfortune of working alongside a disgruntled colleague that affects the mood and morale of the team, or we’ve struggled with systems that make it a challenge to complete a task because of all the red tape. Most employees say a balance between having clearly defined management procedures and allowing staff to be autonomous and to take ownership of their roles would improve attitudes and effectiveness.

5. Dealing with Change

Changes in the workplace can consist of anything from management and staff turnover to procedural changes or changes in clients. Either way, dealing with change in the workplace is another common challenge I hear. One thing that stands out for me when I hear this is the idea of challenging our assumptions. If something around us changes, are we able to challenge our assumption about what we think should be happening, or how this will affect us? This can be another really powerful tool.

6. Countering Negativity – Morale

Let’s face it, if even one of the above is present in the workplace there’s a good chance that morale is being brought down, and some employees have adopted a negative attitude. People share with me that negativity often stems from frustration. The more frustrations they face in the workplace, the more likely the are to become negative.

7. Ability to be Creative

It’s a challenge for anyone to be creative all the time. Generally, what we call creativity, ebbs and flows for most of us. I hear about challenges that come from employees that struggle to be creative all of the time.

Another insight that I hear is how helpful a change in scenery or employees having the flexibility to switch their work environments can be. Encouragement, collaboration and feedback have also been mentioned when it comes to staying creative.

8. Difficult Clients or Patrons

A difference of perspectives and communication styles can also cross over into relationships with clients and patrons. This is another common challenge that I hear, and an opportunity to challenge assumptions and find new solutions with a shift towards a greater mutual understanding from both parties. This is a great place to use the communication tool I mentioned above, asking clients or patrons, “tell me more” opening the dialogue towards a solution even further. Mention empathy?

9. Problem Solving

We tend to get caught in the ‘same-think’ rut. We approach problems over and over from the same perspective, then wonder why we fail to solve them. I suggest you approach problems through a lens of opportunity.  What new perspectives can you adopt to help shift mindsets?  And don’t forget to ask solution-driven questions.

10. New Skills and Professional Development

We all like to feel like we are accomplishing something, working towards goals both professionally and personally. This desire is human nature and exists in the workplace more than you would think. I hear from groups how acquiring new skills and furthering their careers in the workplace increases their overall engagement as well as job satisfaction. As a bonus it increases the collective knowledge of a team and in turn generates motivation and higher staff retention.

So What?

So there you have it – the top 10 challenges faced by people from a wide range of organizations.  When you think of it, none of these are very surprising. Dealing with difficult people, adapting to change, and keeping people motivated are universal challenges. Fortunately, there are simple ways to face these challenges.  Often, a great place to start is to challenge your assumptions about the cause of your specific challenges. By leaving your assumptions behind, you may find that you’ll discover innovative new ways to tackle your most pressing issues at work.

Source: http://bit.ly/2iB4Vdb

Your Company Has A Purpose, But Do You?

If you’re in HR, marketing or any leadership role, you hear it all the time: Your company needs to articulate its purpose. Simon Sinek gave his popular TED talk on the subject in 2009. To date, the video has 33 million views.

LinkedIn and Imperative released a global study on the topic just last year. And a quick Google search will yield a ton of articles covering a different piece of the purpose pie every day. Yet there’s a sliver that deserves more attention.

How does your personal purpose align with the purpose of the organization where you work?

Working at an entrepreneurial agency, I have been able to explore many areas of business over the course of my career and became involved in different passion projects along the way. I have always gravitated towards internal operations and people work — even though I started out in client service and public relations — but I never had a guiding purpose or beacon that led me (at least not that I was aware).

It was working fine for me until five years ago, when very unexpectedly, I lost my younger brother to suicide. I can’t begin to express the tragic and gut-wrenching time this was, nor the difficult months and years that followed.

After this, I questioned everything: How did this happen? What if it happens again? How can we talk about these issues more openly as a society? In my family? At work? How can I better help the people in my life?

The seemingly endless barrage of questions follow me to this day, and probably will for eternity.

It’s that last one that really sticks though: “How can I better help the people in my life?” I ask it every morning, night and moment that my brain quiets.

I am driven to better serve the people around me so they can be more aware of the opportunities they have and can create for themselves, as well as to be a solid supporter for them when they’re troubled.

That’s my personal purpose.

My company strives to be a great place to work where we do great work. It’s a place where employees can be themselves, take on challenging assignments, and have fun while they succeed together.

Happily, there was alignment between my purpose and what the company needed. I was able to transition my career into human resources, where I am helping to shape the experience people have when they work here.

It took a tragic awakening for me to set my life on a more purposeful path, but it doesn’t need to be that way for everyone. What it does take are attention and intention.

If you don’t yet have a defined purpose, think about the following:

  • What are the questions you ask yourself over and over?
  • What are the best projects you’ve worked on? Why?
  • Why were they important to you?
  • What gets you excited to come to work?
  • What brought you joy at – and outside of – work today? Why?

For two weeks, keep a journal to answer these questions. Review to see what resonates and what themes emerge. You can start to identify what you enjoy, want more of and desire to solve. With that in mind, you can look at your company’s purpose to determine if there is or could be alignment.

As you assess the connection between your personal purpose and the company purpose, consider the following:

  1. Look at shifts to your current role. Identify pain points in your company that are connected to your role and are aligned with organizational/personal purpose. Put your hand up and make your case to help or lead an initiative in that area.
  2. Explore new roles in your organization. Like me, you may have a calling that fits your personal purpose and helps the company, but you’re not in that role just yet. Speak with HR or a trusted manager to apply for another opening. If there are no relevant positions, get creative and see if there are steps you can take towards a new role. Maybe it’s shadowing someone in that role now, sitting on a new project committee or developing your own solution to an existing challenge. Sometimes expressing your interest is enough to open new doors.
  3. Acknowledge the round peg/square hole. If you’ve reflected, looked for alignment and sought connection, and it’s just not there, that’s OK. Be real with yourself, and if you can, with your company. At our firm, we have the utmost respect for people who say our company is not for them and are open to helping them find a better fit. If you’re not able to have this open conversation in your company, all the more reason to move on. This is the nature of business, and there is something better and more fulfilling for you out there.When you take a purposeful look at purpose – your own and your company’s – you may be surprised at the meaning you will add to your day, career and future. Worth a shot, no?