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The Company’s Bottom Line is Directly Related To the Quality of Their Management

management, innovation, leadership, manager, managers, leaders

The title of today’s post seems like a no-brainer, but it’s amazing how many organizations don’t invest in their management. These individuals are responsible for leading the organization.

If you Google the definition of leadership, it’s the “action of leading a group of people or an organization.” To me, the only way a person can successfully do the “action of leading” is with influence. Coercion doesn’t work. Well, it might for a short time. But eventually people will reject it – either by subverting the leader or leaving the group.

While the “action of leading” can happen at any level, many organizations place emphasis on managers as leaders. Here are a few leadership articles you might want to check out this weekend. They make the case for organizations to invest in their manager leaders.

Your Organization’s Last Differentiator: Human Capital

Effective communication drives performance. The new book from Gregg Gordon at Kronos shows how communication empowers human capital to achieve goals.

Dr. Ken Blanchard on Leadership and Management

Dr. Ken Blanchard, famed author of “The One Minute Manager”, talks about leadership and management and how they apply to the new world of business.

Lack of Leadership Has Created the Skills Gap

Has lack of leadership led to the skills gap? We say development is supported from the top down. If the top doesn’t develop new leaders, then what?

Middle Managers Are the Key to Reducing Bureaucracy

Getting rid of middle managers doesn’t solve the issues with bureaucracy. Instead, give managers training and the tools they need to be successful.

Hopefully, your organization is convinced that leaders are worth developing and the return-on-investment is definitely there. There’s another piece to management and leadership development. What specifically should organizations teach them? I hate to say it, but the definition of leadership is pretty broad. Organizations may tend to throw a whole bunch of skills into the definition. Here are some articles that might help your organization clarify what leaders need to know.

I’m a New Manager. Now What?

Every new manager has been faced with the question – now what? Give new managers the tools they need to be successful. Manager onboarding is the key.

Managers Must Be Able to Identify Employee Performance

To manage well, managers need to be knowledgeable about employee performance. They need to know what good work is. Effective performance feedback is key.

The 10 Habits Great Managers Use to Engage Employees

Managers have a tough job. Great managers use these 10 habits to include every employee in the business. That builds employee engagement.

4 Ways Managers Can Create the Work Conditions for High Performance

Employee engagement and high performance should go together. There are 4 ways managers can encourage engaged employees into high performance.

Employee Coaching Is a Form of Accountability

Employee coaching is different from discipline. That’s important because coaching is often perceived as negative. It’s a discussion for accountability.

What Work Should Managers Delegate

Managers and supervisors need to learn how to delegate. But what work should managers delegate? Follow these tips to do it right.

Managers and leaders are essential to business success. But neither managers or leaders learn their roles overnight. Organizations need to clearly define expectations, communicate those expectations, train employees, and support their performance.

P.S. If you’re reading HR Bartender via email or an RSS Reader, I hope you’ll take a moment to click through to our new site. To celebrate nine years of blogging, we wanted to update our look. Thank you for reading, commenting, and sharing HR Bartender. We truly appreciate you. Cheers!

Image captured by Sharlyn Lauby after speaking at the 2016 MBTI Users Conference in San Francisco, CA

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About Mildred Blankson

I am a Human Resource Professional with a Masters Degree in Human Resource Management. I have several years of experience in Human Resources and i hope this blog will be a great resource in helping you find the perfect job or candidate that you seek.

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How to Leverage Company Benefits to Recruit and Retain Top Talent

One-third of organizations have increased their overall benefit offerings in 2016, according to a research report compiled by the Society for Human Resource Management (SHRM). As recruiting and retaining top talent continue to become increasingly difficult for employers, robust benefit packages play a key role. When salaries and perks (think: free lunch) are nearly equal from company to company, employees are likely to opt for the company that offers the best benefits and greatest opportunities.

Medical and financial benefits aside, employees are looking for lifestyle and career benefits. SHRM reported that the top reason employers increased benefits in 2016 was to remain competitive in the marketplace—and the three biggest focus areas for change were in the health (22%), wellness (24%), and professional and career development (16%) categories. Robust benefit packages that include career development, health and wellness, and flexible working options provide a platform for employers to stand out. Nearly one-third of employees look for external positions because they desire “overall better benefits,” second only to higher compensation.

The type of benefits you offer speaks volumes on how you treat and support employees, which always manifests by way of your external employer brand. It’s not enough to say “we have great benefits,” because “great benefits” are now table stakes. Companies have mastered the art of talking about perks, from catered lunches to team building activities. Failure to talk about the real support and development opportunities you offer to employees might translate to missed opportunities. So how can hiring managers and recruiters promote employee benefits to help with recruiting and retention?

#1: Kick “industry standard” out of your vocabulary

When recruiters and hiring managers list their company’s benefits and summarize with the catch-all phrase, we offer “industry standard” benefits, it’s not enough. When all else—compensation, vacation days, and perks—are even, offering a standard benefits package won’t help your company standout enough to secure commitment from a top employee. Even though it might be tempting to default to a quick response, it pays to provide more detail about the benefits your company offers, in length, during the interview process.

And even more importantly than providing a laundry list of benefits (but kudos to you for that list!), explain how these benefits fit in with core company values. For example, if you offer flexible work arrangements and flexible hours, explain that these arrangements support your company’s value of work-life balance. If you provide a gym membership or showers at work, talk about how it enhances company culture or creates opportunities for employees to get the exercise they desire in a convenient way.. When recruits begin to see how your benefits support their shared values and interests, they’ll see the benefits you offer are much greater than “industry standard.”

Employers hoping to keep a competitive edge are offering more than the “industry standard” at every stage of the employee journey, including at severance – according to a recent study by RiseSmart. If you’re on the cutting edge of severance offerings, use those benefits to differentiate your company form the competition.

#2: Talk about goals in the recruiting and interview process

Before an employee is even hired, find out what they’re looking for in their employer and what their short and long term goals are. Ask questions like, “Where do you see yourself in 5 years?” and “How are you hoping your employer will support you along your career journey?” Employees, many of whom are seeking opportunities for career development and continuing education, need to know you plan to invest in their individual career goals.

A Career Builder survey found that 45% of employees, regardless of generation, plan to stay with their employer for less than two years. During their tenure, they expect to benefit and grow with each new role and and at each new company. It’s important to convey to prospective employees that you invest in each individual employee, regardless for how long they plan to stay in the role for which they are being hired.

#3: Amplify the employee voice

Remind employees early on that they have a voice to share about company culture and employee benefits. Glassdoor, for example, recommends employers invite new hires to reflect on their first few months at the company. Whether this leads to internal feedback or a public review, it can assist efforts aimed at creating a positive employer brand.

L’Oréal recently launched a #LifeatLoreal hashtag to encourage employees to share photos of their experiences at work. The campaign all stemmed from the idea that people would trust their peers on social media when it came to L'Oréal being a great place to work. Employees posted a wide variety of pictures, including snapshots of various benefits and perks in action—such as flex days and catered lunches. Encourage employees to share the experiences they enjoy the most on the social channel of their choice.

#4: Keep employees engaged with benefits

On average, salary is only about 70% of an employee’s total compensation. When employees don’t take advantage of the benefits offered by the company, it’s equivalent to leaving 30% of the total compensation package on the table. Employers who keep employees engaged with benefits are more likely to see benefits manifest as part of the employer brand. An employee is highly unlikely to leave a Glassdoor review that mentions a positive benefit if she has never actually utilized the benefit.

Try hosting monthly or quarterly Q&A sessions to discuss available benefits. When you roll out a particularly hefty benefit, such as a new 401K offering, or an update to parental leave policy, give employees ample opportunity to ask questions. You could also share success stories from employees who have taken advantage of a particularly niche benefit, such as an hour of free lawyer services, to showcase how the benefit is used and encourage other employees to check it out.

#5: Benefits are the forgotten negotiation tool

If you are a hiring manager or recruiter engaging with a candidate, think beyond salary, or equity. Everything is negotiable, from vacation days to health insurance choices. Savvy employees, especially as the war for talent continues to heat up, will use benefits as negotiation tools—but don’t shy away from doing the same thing on the employer side. It’s often easier to offer more benefits than to secure additional salary for an employee.

Don’t be afraid to talk about your full complement of benefits, including your severance benefits. Prospective employees may feel more comfortable about joining a company that will take care of them, in the event of a downsizing or restructuring event. You may want to consider offering perks like outplacement and career transition services to employees who leave voluntarily as well as those who are involuntary subjects of a layoff. Knowing that you are invested in their career, even after they leave, will help you create a workforce of dedicated, engaged, and satisfied employees.

The world is small and everyone is connected. When you invest in employees, it leads to a positive employer brand. In the new Employee Relationship Economy, former employees will someday become vendors, customers, brand evangelists, recruiting references, or even boomerang employees. In a world where the employee/employer relationship is no longer finite, it’s important to convey your full support for employees’ career endeavors at every stage of their career journeys -- beginning early in the recruiting and interview process.

In every recruiting conversation, highlight your dedication to each employee’s career. When you frame up your organization’s benefits in context of how they fit in with the employee’s journey, it’s easy for the candidate to see how your company would support his journey. Communication about employee benefits can go a long way in the recruiting process—and will have a direct impact on your employer brand. If you offer much more than “industry standard,” you should be screaming it from the rooftops. Your current and prospective employees deserve to understand just how committed you are to their personal and professional journey.

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