When reflecting on my career progression, I recall the early years when I first started working. I relied on delegated orders, would dutifully fulfill them and wait for new assigned tasks. It was an endless cycle of repetitiveness and I often found myself on autopilot. Sometimes I even found myself disengaged when I couldn’t identify the intent of some of my responsibilities. But, being young and not feeling like I was experienced enough to have a voice, I continued performing without ever questioning it…that was a mistake.
As I’ve made my way through my career, obtained a degree and became more involved in understanding business and organizational development, I started to see that never questioning anything has done a disservice to my growth and a disservice to the betterment of the organization I was working at. Asking thought-provoking and well-structured questions won’t make anyone question your competency (as I often feared it would), but it gives you a chance to perform better. At this stage of my career, I make it a point to perform with purpose. And to do this, you have to start with one simple question – Why?
- Asking questions: Once I started to know why certain tasks relevant, I was able to get a bigger picture. Asking what or how always helped too, but I felt the “why” was the most important thing to know. Questioning this allowed me to gain insight into the overall purpose of each function, what the expected outcome was, etc. Knowing this information not only helps you do your job better, but also sets you up to do MORE.
- Performing better: knowing key details as to the purpose of your task and what’s the expected outcome can help drive the direction of your performance: It gives you a starting point, a path and a goal that you are aiming to meet or exceed.
- Continuous innovation: set up time regularly to review the information you gathered from asking questions and critically analyze it. With the fast changes in business, it’s important to constantly reevaluate processes to ensure efficiency and effectiveness. Even if you aren’t in a role to implement change, your analysis and suggestions can help leadership see ways to positively impact the business.
No matter what level employee you are or how swamped you are at work, I urge you to take the time to ask questions, find ways to perform better and look for opportunities to innovate. I’d personally rather take the time to do these things and ensure every function I’m performing has a purpose than keep my head down. To help your professional growth and your organization’s growth, its things like this that can help move everything forward.
A strong and efficient onboarding process can make or break the engagement of your new employees. Unfortunately, the onboarding process is often overlooked. How can your company ensure it’s hitting all the key points of an effective onboarding program? Check out my recent blog post on WilsonHCG to find out more: What You Can Learn About Onboarding From the Sochi Olympics.
Lately I’ve been having a lot of interaction with a variety of leaders, ranging in experience, function and more. I was impressed to see diversity in the ways they were able to successfully perform the role and each conversation allowed me to understand the complexities a leader faces every day. Although many of their styles have differed, I did notice two traits that seemed to be common across the board. They were humanized and they were flexible.
With the evolution of the workplace, both with an increase in members from multiple generations and diversity, leaders now have to face the challenge of being able to perform leadership functions in a way that will be effective for the ranging personalities. With the variety of people found there, a leader must know how to be able to show the qualities that these people value to get buy-in. Although some people may disagree or have varying opinions, I appreciate the following traits in the leaders I’ve come across.
- Humanization: Although some leaders are a little more open than others, I like the ones that aren’t scared to show that they aren’t perfect. I appreciate it if a leader tells me that they don’t know something 100%, asks for help, or is willing to collaborate on something. I don’t necessarily need a perfect leader but I do want someone who can admit when they’re wrong, show that they’re willing to learn and respects his/her employees enough to trust them to take ownership on a project.
- Collaboration: Falling in line with the leaders who admit that they aren’t know-it-alls, I like it when leaders are open to working with others and/or are open to learning from one of their employees. The leaders who are willing to work together with his/her team to find a solution is one that I can have faith in.
- Flexibility: As I said earlier, the varying personalities in an organization means that a leader has to be flexible. To be able to notice when a certain way of working with someone isn’t as effective as with someone else is key when determining the best way to lead the team as a whole and the individual members. It may take a bit extra time, but it has favorable results.
- Ability to identify potential: Although a leader’s job is to forge forward and help the business to progress, it’s important for them to take a look back at those they are leading. Employees have potential, some are very vocal about it while others are a bit more subtle. Identifying the potential and finding ways to foster it is so important to helping the business grow.
- Passion to develop: I know leaders are busy and don’t necessarily have the time to notice each individual person, but that needs to change. A leader won’t be there forever, so it’s important to take the time to develop their successors to feel confident that the company and the team will be left in good hands. Developing others can even help discover new areas of opportunity that may have not been uncovered otherwise.
I’ve been lucky enough to work and learn from some really great leaders. Each of them are unique and have found a way to encompass all of these characteristics in their own way. Because of it, I’ve seen employees and the organization flourish in ways that I’ve never seen at other companies. I’m looking forward to learning from them and will find ways to incorporate these qualities and others as I progress throughout my career.
Throughout my career, I’ve been a sourcer and recruiter for various industries and positions. I’ve learned what works for each industry, new tricks and new tools to make the most out of recruitment initiatives. I attempted to perfect the process but even I’ve slipped up a few times and have made the faux pas that many recruiters make at some point in their careers.
Although I was deeply involved in recruitment and interviewing, it’s been a while since I’ve been a job seeker so the opportunity to help friends during their hunt has helped me gain perspective of what it’s like to be on the other side of the recruitment process. Seeing the job hunting process in motion has brought to light the many things job seekers face that contributes to a poor candidate experience.
The most common recruitment mistakes I’ve seen:
- Recruiter spam: One of my friends who is a software development is constantly blasted with emails from contracting agencies, third-party vendors and the like. All of the messages are impersonal, don’t seem to match his experience except for a couple of keywords and require him to apply to their jobs. This basically takes recruitment to the laziest form by requiring the candidate to put in the work before physically having a conversation, especially since the recruiter was the one who reached out to the candidate first! Also, it’s noticeably a template. He’s gotten to the point where he automatically deletes the emails without even looking at them, rendering this recruitment process useless.
- Lack of candidate profile competency: Similar to the recruiter spam issue, I’ve had another friend deal with recruiters reaching out to her about jobs that aren’t even remotely relevant. Of course, we all experience companies reaching out to us about its sales jobs if we post our resumes on the job boards. But in this instance, it’s even worse. She connected with a recruiter via LinkedIn and the recruiter seemed to quickly respond that he wanted to speak to her about positions at the company. She decided to apply to their graphic artist position just to be in the ATS by the time the phone screen was set up. A week later, she finally got to the phone screen stage in which the recruiter spoke to her about their account executive positions. Not only was my friend annoyed by the fact that her resume had NOTHING to do with sales, but also by the fact that the recruiter didn’t check their own systems to see which jobs she applied to. This was enough to turn her off from the company completely and she decided to opt out of the interview process.
- Poor communication and updates: As a recruiter, I completely understand how hard it is to move the process along. Sometimes other people drag their feet. Sometimes it’s impossible to get updates from hiring managers in a timely manner. Sometimes the job has been put on hold and that news hadn’t trickled down to you yet. Things happen but it’s no excuse not to be respectful to your candidates, especially if they reach out to you about updates. Even if you have no update, it only takes a few minutes to respond back to tell them as much. So many people have become disengaged due to the lack of communication that candidates actually pulled themselves out of the process and recruiters lost out on great talent.
- Broken processes: In another example, a friend recently had a phone screen with a company that reached out to him about one of their positions. It turned out this position was more senior-level but the candidate was more of a fit for junior-level. The recruiter informed him that there were entry-level positions within the organization but he didn’t currently handle them. After they got off the phone, the recruiter emailed him the name of the recruiter handling those entry-level positions but made no effort of passing along his resume to one of his own coworkers. Perhaps he wasn’t recruiting for the position, but the company should all be on the same page when it comes to filling their jobs. For example, if I couldn’t use a candidate but thought another recruiter could, I would instantly pass it along even if I wasn’t 100% sure if it was a fit.
Now don’t get me wrong, I’m not writing this to bash recruiters. That would completely go against the industry I love dearly. I’m writing this to bring awareness of things recruiters may be doing wrong and even pinpoint my own mistakes as I progressed in the industry. As a recruiter, it’s important to realize these things and make adjustments so you can create a better candidate experience. As a candidate, I understand how frustrating these situations may be. Some of them might have been caused by poor training, poor business processes or maybe a recruiter is just new to the industry. Be patient but also know your limits and know when it’s time for you to walk away from a bad experience.
We hear a lot about the challenges organizations face when they consider virtual employees or telecommuting options. These challenges are even more predominate when discussing flexible work options or results only work environment (ROWE). How can they evaluate an employee’s performance? How can managers ensure that they’re working full-time? Will there be backlash from employees who work in a traditional capacity? After working as a virtual employee for almost a year and a half, I can honestly say that it works… sometimes.
There are a lot of factors that affect the success of these flexible options. Before a company or an employee decides that this is right for them, consider the following:
- Employee personality: As an employee, it’s important to really understand yourself as an individual and as a professional. For me, virtual work was ideal because I knew that I have a type A personality and my morale is higher when I don’t feel the watchful eyes of a micromanager. Additionally, I can produce better results more frequently in my private (and quiet) office than I would at a distracting workplace. Although this has worked for me, many people informed me that they would probably go crazy without social interaction. Others have admitted that the leniency of being home could distract them for work. It would be best to think about these things if considering this as an option.
- Employee functions: As a company, you need to determine if full-time telecommuting or ROWE work for this particular job. Does an employee need to be available at certain times to interact with other members of the company or clients? Can the employee handle tasks remotely or are there some things that require the employee to be on-site? Does their status/level cooperate with the type of employees in it, such as, are they responsible and can self-manage?
- Restructuring of management functions: This might be one of the toughest areas to figure out but it’s definitely not impossible. In my current experience with virtual employment, I have the privilege of working for a company that seems to have this sorted out. Even if it isn’t perfect, they take the measures needed to ensure ongoing improvements. Somehow their ability to increase support through communication and measure productivity without micromanaging has actually helped me feel a stronger connection with my leadership team and direct managers. Despite the fact that I’m not physically working in front of them every day, they have taken the time to recognize my achievements as well as areas I’ve struggled in. Does it take extra time out of their week to pay attention to their individual employees? Sure, but it’s the best experience I’ve had with a manager thus far.
- Benefits: For companies, there can be plenty of benefits as far as cost savings go due to reduction of overhead. When it comes to hiring, it allows employers to find diverse talent and top candidates because they aren’t limited to one specific area. As an employee, it can be really beneficial for your everyday life. I’ve been told that mothers enjoy the ability to be available to their children when they are home or sick. Military spouses like the mobility aspect when their significant others move around. I personally like it because I don’t feel restricted to a particular area. If I wanted to move to another state or travel, I could do it tomorrow. I also love the fact that I don’t have to waste time commuting or spending money on clothes or gas. Instead, I actually have more time to actually do the things that matter, like work.
- Challenges: Of course, there are always challenges. How can managers keep morale high if on-site employees feel like virtual workers have it easier? Can managers ensure the virtual workers have the same exposure to internal mobility? How do managers know that their virtual workers are being productive? These are just a few things that companies face when developing and implementing flexible work options.
I’m an advocate for virtual work, telecommuting and flexible options. I don’t think employees should be limited or confined and that some of these options can actually help employees performed better and allow companies to retain talent. Of course, I’m aware that this doesn’t always work and that a great deal of thought and strategy has to go into the development and management of it. However, for me personally, I would love to stay in a virtual position for as long as I can.
Want to know what others think about this? Check out the discussion on #TChat tonight at 7pm ET. Take a look at a preview here.