Recruitment and motivation


Recruitment is a serious matter . In fact, one can argue that power and be the number one skill of an effective leader is the ability to recruit effectively. Leadership itself is the main reason for the success of any organization , and as flat observe how often the sad end of many organizations that the sun on the skill and the ability of a particular leader enjoyed to see, but that does not have the depth of the entire organization replicated . So when you leave , chaos and indiscipline infighting broke and lost the game. The organization that once at the top of their field , now goes to the wall .

Even more than that , but the appointment of weapons and / or staff for a weak organization has enormous implications , financial , reputation , motivation and productivity are connected. In purely financial terms , and in the lower levels of the organization , start-up costs of £ 10,000 and can easily be six figures at the end of the plateau emerging as the said person must leave within six months after the start. Can, of course , this is a brain to leave so soon bitter – if there is a pattern – reputationally harmful to our organization . Undoubtedly his passage of influence depends on the customer throughout the organization .

In addition, according to the Pareto principle , we can recruit people who are less productive than most of their peers about sixteen times ! Sixteen times less productive ! Imagine what the front might mean , even if the average member of his team would be four times more productive – what would happen to your business? And this is the ” promise” good posture : These increase the likelihood that we will agree a fantastic appointment . Note that the number one of the world recruiting guru Lou Adler , who said that the average recruiter had a 50 % chance to make things right ! Think about what that means : it means that the hiring of employees is analogous to flipping a coin , that’s a great idea, if you have all the skills , knowledge and technology that we need to look at – we can not do better than a do coin!

Finally , we return to the central question of motivation because it motivated employees are more productive , engaged and happy (they complain less ) . On this basis , then yes , we as managers responsibility to motivate our employees, but before you arrive , there is no doubt , would be good to hire highly motivated , first? For it is a truth that the main reasons are the more energy that all the success .

The benefits , so the actual adjustment should be very clear : increased productivity, improved customer satisfaction, increased retention , lower costs , higher reputation , less waste and fewer errors overall happier employees and greater profitability .

But here’s the strange part : We know that motivation is important, but we have no way of creation, except by three elements , if someone is motivated or not. What are these elements ? Testimonial , interview and performance. But here’s the other one is a bit strange : none of these three elements are very reliable . Certificates ? Well , they may seem , but happy to write to get rid of the testimony of this particular person ? Interviews may not be effective , but mostly because we all have a tendency to appear to our yards, and are not even aware of it. Finally, the performance seems solid, is not it ? Look at what they have achieved , without a doubt , what we need ? But here ‘s where the financial sector is helping us with the famous motto : ” Past performance is no guarantee of future … ” Of course ! How often do we find the keyboard now move elsewhere now looking for a comfortable and relaxed life – go to pasture , as they say ?

And that is why it is necessary for the twenty-first century leaders and managers to recruit , weaning psychometrics but instead find yourself measuring perceptions stocks of the energies of the people . We need to know the location , what are the motivating factors are , and how to measure it . With these two factors in our knowledge , we can seriously make better decisions about the nature of a person of a particular function .

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