Feels like the workforce pool is shrinking. We don’t want to lose good people who might get offers from other employers looking for talent. We want to link pay increases to results: you learn something, now you’re worth more money. What should we do?
Thoughts of the Day: As the economy heats up, it’s normal for employees to consider their job options. People will stay put for lots of reasons – because they seek security, love the job, think highly of the company – but only up to a point. Big annual pay raises can be deadly unless they’re handed out in a more productive fashion, linked to the company’s performance. Also consider options for alternative forms of reward.
We’re getting frustrated with the amount of effort needed to manage some of our employees. If we don’t babysit them, whatever they’re supposed to be doing more often than not falls off the table – either poorly done or not done at all. Feel like it’s becoming the issue du jour around here. They just need to do their job right and on time. Is that asking too much?
THOUGHTS OF THE DAY: Manage the assignments effectively. Hire for motivation. Give people a mission. Set up measuring sticks. Don’t tolerate defectors.
I used to be able to read how people were feeling by observing their body language. Now communication is mostly over email and phone and that makes it harder for me to get clues as to what a person is feeling or how a person is reacting to what I have to say. Any suggestions?
THOUGHTS OF THE DAY: Any skill gets better with practice, including reading clues as to how others are feeling and reacting. It takes time and patience to figure out the signs. Interpreting what’s going on around us is key to more effective leadership. Start with your own communication.
Our shop guy needs help. His hands are on the machines because he doesn’t have the right people working for him. He doesn’t give out enough warnings, says he doesn’t have time to look for people to hire. He’d rather do the work than step back and manage. What should we do?
THOUGHTS OF THE DAY: Managers are made, not born. You will have to help your shop guy make time to step back and assess. Recruiting is a specialized skill. Find someone in the shop who can be a great second in command.
We need to build depth in people who can handle critical responsibilities. If one or two of our key players were out for an extended time, we’d be in big trouble. But I’m not sure who to move up, or when. How do I do this?
Thoughts of the Day: Find out what departments are backed up. Build certification courses. Hire for capable and potential. Get organized for growth.
Building bench strength – what does that even mean? Think about a company that can expand easily by 30%, 50%, 100% or more, confident that the workload will be handled correctly and profitably. Who would need to step up? And who would back them up? That’s bench strength.