I don't employ anyone else, but I think the greatest challenge is maintaining a sense of balance with standout employees. You need them, but you also need not to become too dependent on them to the point that your business becomes paralyzed when they're not available for whatever reason.
You also don't want them morphing into prima donnas who abuse you, your other employees, your customers, or anyone else through their employment with you.
At the same time, you don't want to alienate them by making them pay unnecessary dues or deference to "company tradition" or ignore unspoken, unpleasant "truths" -- especially if they were hired to bring about a culture change in your company.
One of the greatest challenges to finding any great employee is conveying the passion you may have for your product and/or services to your employee so that he/she can promote it with as much confidence and conviction as you present. In addition, the climate of today lends itself to finding it hard to find employees who will go the extra mile without expecting a carrot at the end of the stick. I'm from a generation that didn't need any carrots or special places for a hall of fame just for doing your job. We worked for the pride of knowing that our name would be attached to the product and or services we provided. We did it for the gratification of a job well done.
The key to finding how each person becomes self motivated is the answer to any challenge in prompting an employee to do their best. There are methods to making people work, have fun, and be willing to give all they have to a company if the right motivation/reward system is achieved.
I tried to cultivate an environment where each person became a unit that operated much like a functional family with love for the other person and a willingness to work together to become the greatest in their particular contribution to the company. We did not tolerate those who could not pull their own weight but we did function with a sense of honor and duty to our fellow employees that allowed compassion to rule in every decision which always made it right for the company and for the individual.
First thing in my search is finding someone not only qualified but enthusiastic about the opportunity to be part of a team. I also let them interview me during the interview and I find the right applicant by the questions he asks me. Also, I look to see if we have some of the same interests outside of work. Common ground!!!
I think the greatest challenge is finding the right people for the job. Finding people that are self-motivated, hard workers, adaptable, punctual and have a great attitude will work in almost any company model. If they have the core competencies, the grafting into your vision/mission shouldn't be difficult at all and success should be inevitable.
Hiring millennials is relatively easy; it's the keeping them engaged part that can be a challenge, so first invest time in a seminar or good book on the subject if this is your hiring demo. Check to see if your company culture, systems and goals align with most to ensure better fit. Also, get your managers trained as well. They tend to see things VERY differently than Xers and Boomers. If not, conduct a needs benefit analysis to see if it would be cost effective to make the necessary adjustments to the work environment. If not, stay with Xer hires. If so, proceed. Stay immersed in millennial "culture" to keep your perspective on point. The cultural aspect is often overlooked by Xer and Boomer managers, the begin to judge worker behavior as bad rather than seeing the differences then are unable to manage it effectively. Subscribe to key newsletters and magazines. Ensure you have a social media mobile presence. A MUST.
The challenge on hiring people is to make sure they truly believe in the promise of your brand. The challenge on the keeping standout employees is to make sure they feel as an important and value part of the company; constantly challenged for development; and properly and timely recognized for their positive contributions.
Business from Calgary, AB
Answered on May 30th, 2018
I used to use. 30/30/30/10 rule in my 20's.
Top 10% well-rounded performers then A/B/C for 30/30/30.
Training and Development and Partnering with leaders and develop as needed depending on owner's objectives. There are many systems and each business has a Top 10 Roles and Responsibilities and keep raising performance bars.
Sometimes you can't overtrain them because they will go elsewhere. You try to understand what perks they enjoy with your company, healthcare, profit sharing, bonuses, car allowance, family benefits in order to keep them. Lots more answers, business, industry, owner, region, technology and economy depending.
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I don't employ anyone else, but I think the greatest challenge is maintaining a sense of balance with standout employees. You need them, but you also need not to become too dependent on them to the point that your business becomes paralyzed when they're not available for whatever reason.
You also don't want them morphing into prima donnas who abuse you, your other employees, your customers, or anyone else through their employment with you.
At the same time, you don't want to alienate them by making them pay unnecessary dues or deference to "company tradition" or ignore unspoken, unpleasant "truths" -- especially if they were hired to bring about a culture change in your company.
One of the greatest challenges to finding any great employee is conveying the passion you may have for your product and/or services to your employee so that he/she can promote it with as much confidence and conviction as you present. In addition, the climate of today lends itself to finding it hard to find employees who will go the extra mile without expecting a carrot at the end of the stick. I'm from a generation that didn't need any carrots or special places for a hall of fame just for doing your job. We worked for the pride of knowing that our name would be attached to the product and or services we provided. We did it for the gratification of a job well done.
The key to finding how each person becomes self motivated is the answer to any challenge in prompting an employee to do their best. There are methods to making people work, have fun, and be willing to give all they have to a company if the right motivation/reward system is achieved.
I tried to cultivate an environment where each person became a unit that operated much like a functional family with love for the other person and a willingness to work together to become the greatest in their particular contribution to the company. We did not tolerate those who could not pull their own weight but we did function with a sense of honor and duty to our fellow employees that allowed compassion to rule in every decision which always made it right for the company and for the individual.
finding people who want to work with my niche population, Older Adults.
First thing in my search is finding someone not only qualified but enthusiastic about the opportunity to be part of a team. I also let them interview me during the interview and I find the right applicant by the questions he asks me. Also, I look to see if we have some of the same interests outside of work. Common ground!!!
I think the greatest challenge is finding the right people for the job. Finding people that are self-motivated, hard workers, adaptable, punctual and have a great attitude will work in almost any company model. If they have the core competencies, the grafting into your vision/mission shouldn't be difficult at all and success should be inevitable.
Hiring millennials is relatively easy; it's the keeping them engaged part that can be a challenge, so first invest time in a seminar or good book on the subject if this is your hiring demo. Check to see if your company culture, systems and goals align with most to ensure better fit. Also, get your managers trained as well. They tend to see things VERY differently than Xers and Boomers. If not, conduct a needs benefit analysis to see if it would be cost effective to make the necessary adjustments to the work environment. If not, stay with Xer hires. If so, proceed. Stay immersed in millennial "culture" to keep your perspective on point. The cultural aspect is often overlooked by Xer and Boomer managers, the begin to judge worker behavior as bad rather than seeing the differences then are unable to manage it effectively. Subscribe to key newsletters and magazines. Ensure you have a social media mobile presence. A MUST.
Try these to start: https://www.managementtraining... https://www.amazon.com/s/?ie=U...
My greatest challenge is I'm not able at this time to hire people full-times and pay benefits -
Economics
The challenge on hiring people is to make sure they truly believe in the promise of your brand. The challenge on the keeping standout employees is to make sure they feel as an important and value part of the company; constantly challenged for development; and properly and timely recognized for their positive contributions.
I used to use. 30/30/30/10 rule in my 20's.
Top 10% well-rounded performers then A/B/C for 30/30/30.
Training and Development and Partnering with leaders and develop as needed depending on owner's objectives. There are many systems and each business has a Top 10 Roles and Responsibilities and keep raising performance bars.
Sometimes you can't overtrain them because they will go elsewhere. You try to understand what perks they enjoy with your company, healthcare, profit sharing, bonuses, car allowance, family benefits in order to keep them. Lots more answers, business, industry, owner, region, technology and economy depending.