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No matter how skilled and talented your individual leaders are, in this challenging time of uncertainty and change, their ability to collaborate and communicate as a team will be key in your overall business success.

In the current environment, with supply chain shortages, a constrained and highly competitive labor market, and gloomy global outlook, all your business leaders will need to work together to be responsive, proactive and ensure they make the right decisions for your business’s future.

Coming together is a beginning,

Keeping together is progress,

Working together is success.

Henry Ford.

So how well does your leadership team work together? Now is a good time to reflect upon the overall success of your group and take the right steps to ensure you have a high performing team to see you through these tough times.

Is your team?

1. Clear about their group goals, which are tied to your business priorities?

Making sure they are all clearly headed in the same direction is an important starting point. Try asking your leaders individually what they think the team’s goals are – if they’re in sync, you should get similar answers from the group.

2. Clear about their individual defined responsibilities aligned to these goals? 

What does each individual contribute towards these goals? To get your team really firing every leader needs to be clear about their role, the impact it has and to be excited and motivated towards doing what they can to help the team.

3. Able to communicate clearly and respectfully?

The best place to test this is to observe your team in difficult discussions. Is everyone’s voice heard? Do they respect each other’s opinions and really get to the heart of the matter? Too often leadership teams shy away from tough discussions or allow the loudest voice to dominate. Without everyone’s voice being heard you can’t be sure you have reached the best possible solution, so respect and effective communication is critical.

4. Trusting of each other, appreciating individual differences?

No two leaders are the same and no two leadership teams are the same. This diversity can be what makes your team really hum, but only if harnessed properly. A high performing leadership team trusts each other enough to be themselves, take risks, share ideas and support each other in hard times

5. Able to celebrate their success as a team?

A business win is a win for the whole leadership team, and this should be recognized, especially in these unstable Covid times. Wins are hard fought and may not come often and it is important your team feel proud of their efforts and inspired to keep going.

Putting the focus on your whole leadership team’s combined efforts, success and effectiveness rather than individuals will strengthen your culture, improve the leadership team’s engagement and help alleviate stress as they feel more supported within your business.

For over 25 years Positive People have been helping businesses grow their leadership teams through an understanding and appreciation of individual differences as well as improving relationships. Our MBTI assessments and leadership team building sessions enable your leaders to work through differences of opinion and conflict successfully and take the necessary steps to be a high performing team.

Contact us today to learn more or checkout our website for more details.

 

Right now, the quest to find and employ the best people in their field is very competitive. For you to secure the super star your business needs, business owners and managers need to be doing absolutely everything that they can to ensure that people out there want to come and work for your Company.

This means doing a lot of things well – having a great culture, an attractive employment brand, offering personal and professional training and development, and to be very, very, good at marketing your organization throughout your total recruitment process.

“Hiring the right people takes time, the right questions, and a healthy dose of curiosity.”

(Richard Branson.)

Many organisations develop what can be described as a good set of recruitment systems. However, over time and with staffing changes, these systems become watered down, corners are cut, ad hoc additions are made and the whole recruitment process becomes incrementally weakened. This can result in you only attracting average candidates, and then also missing selecting the best ones from that batch.

There is no need to spell out what the outcome will be and, repeated a number of times, what this does to your chances of lifting your organization into the top tier.

To employ the best a top recruitment process needs to be in place so that you are 100% sure you are getting talent.

Focusing on the essentials is a great starting point to review your process:

1. Decide on a Company recruitment philosophy and incorporate it into your recruitment policy

Do all your employing managers know that you only employ the best every time there is a vacancy? Does everyone involved in recruitment understand the need to only aspire to employ the absolute best and have a clear picture of what “the best” looks like? Yes, sometimes compromises do have to be made. However, the point here is to ensure that those involved fully understand where you expect them to start from. This is about their mind set and setting high expectations at the outset

2. Develop a Recruitment Policy

Having a formally issued recruitment policy signals the importance of this critical activity. The policy needs to be regularly reviewed and continuously communicated within the organisation. It should include points related to:

• Company recruitment philosophy
• Equal Employment Opportunity statement
• Channels of attraction/sourcing
• Merits of tests /personality profiling
• Recruitment process
• Job offers and employment agreements
• Induction & on-boarding

3. Review or Write a Position Description

Often, we ask the questions of whether a Position Description exists for a role and most usually the answer is “Yes”. We also frequently establish that the description is out of date, badly written and is not outcome focused. Make 100% certain that the Position Description that is going to be used to drive the recruitment is current and solid, and properly describes the role for which you will be recruiting.

4. Think through the Person Profile

In addition to the skills, knowledge and competencies identified to successfully fill a role, it is important to reflect a little deeper and think through the amount of inter-action the role will have with others. For any role that has a fair amount of contact with others, be it through meetings or individual inter-actions, it is imperative to give consideration to what sort of personality characteristics the ideal person is likely to possess. Also, to consider the dynamics of the current group and think about what sort of personality would complement the team (and also what type of personality would create problems or not add value in the team). Person profiles can end up very long with generic descriptions, which are impossible to recruit against. Make sure yours are clear, succinct and really contain the key skills and personal characteristics of someone who will be a success.

5. Carefully consider and choose the channels of attraction/sourcing for each role

Make sure that the sourcing channels used to find a new employee are appropriate for the role. Each role is different and a standard approach trotted out for every role may not be appropriate and can be a big waste of money. Consider networking, social media, internal incentives, referrals, internal advertising, SEEK and Trade Me advertising, industry publications and external consultants.

6. Deliberately use the Position Description and Person Profile to evaluate each application

Make sure that these two documents remain top of mind when assessing applicant suitability for the role. Its easy to get side tracked as a candidate may have some other great skills, but they aren’t exactly what you need.

7. Screen applicants via both a CV review and telephone screening

Rather than inviting Possibles into an interview straight away, screening Possibles via a brief telephone call can save a lot of time and effort. Using a few standard questions, the telephone screen quickly allows you to get a feel for a candidate’s suitability as well seeing if remuneration expectations align.

8. Prepare for interviews by drafting a set of suitable questions

Put the time into preparing a set of questions that will be both standard for all those interviewed as well as relevant to the role. Frequently questions asked are done on the hop and are not well thought out or particularly probing. The interview is your chance to really find out a candidate’s suitability, so make the best use of the time by preparing well.

9 . A second interview is essential

It is imperative to conduct a second interview for a favored candidate as the second meeting allows the interviewer to see if first impressions still hold and also to view the candidate inter-acting in a more relaxed way. Depending on the role, a second interview also allows for more in-depth questions that are directly job related to be asked and for practical examples of transferable achievement in previous similar roles to be assessed. The all-important fit with the team and organization can also be explored in more depth.

9. Consider a test or assessment of a favored candidate

For some roles, an on-site test can be very revealing and qualifies/disqualifies candidates simply. Personality assessments can be useful for more senior roles. Both tests and assessments provide more information for you to make a good recruitment decision.

10. Reference checking provides external validation (or otherwise) of your impressions

Using a standard set of questions, with some role specific customization, allows for you to hear what others think of the suitability of your favored candidate for the role. Listen for subtle warning signs in their language as most referees will not want to directly provide negative feedback on ex-employees. This ability to read between the lines is an important part of the listening process in reference checking.

11. Carefully consider your offer

Before making an offer, make sure that you are confident that the remuneration and conditions offered will be close to what the candidate expects. Whilst some negotiation is normal, ideally you would want your offer to be close to what the candidate would expect. This allows the new employee to join with a positive frame of mind, feeling valued before they start. If they have had to fight to get what they want (which you may have been happy to offer in the first place), it can create some dissonance before the employment relationship has even begun. Make sure that your Recruitment Policy spells out what the Company’s stance on pay rates is and ensure that offers reflect the intention of the policy.

12. Issue the Employment Agreement quickly

Once you have made the decision to offer a job to an applicant, and have had the preliminary discussions/negotiations and have settled on the remuneration and conditions, move quickly to confirm the appointment by email, followed almost immediately by issuing the actual Employment Agreement. It often happens that tardy administration in this regard results in the favored candidate slipping away and accepting another offer. Then it can be all the way back to the drawing board. And often this second go at filling a role is hurried and conducted with less enthusiasm. Make certain that the Employment Agreement is signed and sealed prior to the start date.

13. Induction and On-boarding really matter

Once the Employment Agreement has been signed, induction has pretty much started because in the new employee’s mind they project themselves forward and are already feeling associated with their new organisation. This means that any inter-action you might have with them from then on needs to be positive and reflective of your Company values. From there to the first few day’s introductions and orientation, and through the longer process of on-boarding, every step of the way needs to be professionally handled. This initial period in an organisation is critical and needs to be well organized.

If you need help with any aspect of your recruitment, we can help. Working with you, Positive People have over 25 years of recruitment success.

Call us on 09 445 1077 or email info@positivepeople.co.nz

 

Start now to think through the employment changes and challenges that will certainly confront you in the coming months.

The election was an historic one – Labour won 49% of the vote with a slam-dunk victory. This means Labour can choose to govern alone – the first time this has happened since New Zealand introduced a mixed member proportional (MMP) electoral system in 1993.

There are no doubt going to be many workplace challenges ahead – not least being able to afford the terms and conditions enhancements, as well as the ability to work constructively with Unions because it is a certainty that Unions will increasingly come to the fore in the next little while.

What does this mean for you? And what does it mean for workplace relations?

The Labour Party’s Workplace Relations and Safety policy is based on a principle that businesses and the economy will be boosted by supporting workers and valuing their contribution.

Specifically, Labour’s Workplace Relations policy commits to:

• Increasing SICK LEAVE – from 5 days to 10 days; Labour plans to do this within the first 100 days.
• Increasing WAGES and continuing to improve PAY EQUITY –the minimum wage will increase from $18.90 to $20 in 2021 and legislation will be introduced around pay transparency.
• Legislate and implement FAIR PAY AGREEMENTS- fair pay agreements are industry-wide agreements set by Unions and employers that establish minimum terms and conditions for workers.
• Strengthen key EMPLOYMENT LEGISLATION – changes to the HOLIDAYS ACT are planned to simplify leave calculations, and to allow sick leave and annual leave to be taken as it is accrued.
• A MATARIKI PUBLIC HOLIDAY will also be introduced from 2022.
• PROTECT VULNERABLE WORKERS – increasing protections for dependent contractors (dependent contractors are workers who are under the control of an employer but who do not receive the legal protections that are currently provided to regular employees); and, raising the age for workers to be allowed to perform hazardous work (from 15 to 16 years).

If you’re a business owner, it is important to start getting prepared now for these workplace changes.

• Think through the quality of the relationships that you have with your employees. The closer you are to them the better. The more engaged they are with you and the organisation the better.
• Consider what changes need to be made to your employment documents and processes (e.g. employee handbooks and employment agreements) to implement the changes to sick leave, the minimum wage, and the new public holiday. Think about the cost implications of these and start to factor this into your future wage budget.
• The implementation of fair pay agreements may mean an increase in Union presence in your operating environment. Consider how to work constructively with Unions. Get prepared for this by learning about your industry’s Union now, ensure you have a good understanding of the number of Union members in your business, and gain a good understanding of what Fair Pay Agreements actually are.

There are many workplace changes and challenges on the horizon for businesses. The impact on your organisation, however, can be minimised by planning ahead, bring prepared, and putting in place actions now that will make for a smooth transition when these changes take effect.

 

 

With all the employment complexities surrounding Covid-19, it is fair to say that organisations are now operating in a very different commercial environment from 7 months ago.

Whilst your Vision, Values and Purpose may not have changed, your Goals may well have to be amended or tweaked to reflect the scrambled environment in which you are now operating. In one way or another your operating environment will definitely be different.

Have you re-assessed your goals?

Having some clarity on these is useful as a driver for the whole business, and especially important to provide focus for your employees.

If you want your employees on board, then they need to know where they are going.

• Take an hour or two to reflect and decide on what your realistic short-term, medium-term and long-term goals now are
• Decide on the priorities
• Communicate these very clearly to everyone in the organisation
• Involve at least your senior team in working out and planning how to achieve these new goals
• Set short term actions that can be easily reset due to disruption
• Cascade these plans down so that everyone feels they are individually playing an important part in keeping your business alive and successful

These new goals are a great opportunity to provide your team with a fresh challenge and to inject some much needed new enthusiasm and energy into your workplace!

A couple of hours on your goals will be well-spent and will pay big dividends by providing a simple and clear focus for all.

Positive People has over 25 years’ experience supporting businesses to develop business plans that get you the right results. Contact us now to learn more.

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