Comments on: Keeping the Best When Times are Tough http://www.ere.net/2009/01/22/i/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Mon, 13 Feb 2012 21:04:11 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: josie erent http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10825 josie erent Sun, 01 Mar 2009 16:43:50 +0000 http://www.ere.net/?p=5814#comment-10825 how do you keep you best....when the mediocre with long tenure are retained....Most companies do a very poor job of rewarding talent...There were some well know successful American Companies that laid off people in December 2008. These companies were in fact profitable...however decided to hire in Asia......ACTIONS SPEAK LOUDER THAN WORDS...I would never suggest anyone to recommend people to these companies that fired great people for the sake of a attractive Balance Sheet. how do you keep you best….when the mediocre with long tenure are retained….Most companies do a very poor job of rewarding talent…There were some well know successful American Companies that laid off people in December 2008. These companies were in fact profitable…however decided to hire in Asia……ACTIONS SPEAK LOUDER THAN WORDS…I would never suggest anyone to recommend people to these companies that fired great people for the sake of a attractive Balance Sheet.

]]> By: Latest HR/Recruitment News | The Job's On! Blog http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10356 Latest HR/Recruitment News | The Job's On! Blog Tue, 03 Feb 2009 05:09:58 +0000 http://www.ere.net/?p=5814#comment-10356 [...] Keeping the best when times are tough Even though there are layoffs announced every day, organizations I am speaking with still need to keep the people who generate sales, create new products, or have the intellectual capital the organization needs to continue functioning. Good people know that even in these difficult economic times, they can find another position. They are most likely being actively recruited without your knowledge. [...] [...] Keeping the best when times are tough Even though there are layoffs announced every day, organizations I am speaking with still need to keep the people who generate sales, create new products, or have the intellectual capital the organization needs to continue functioning. Good people know that even in these difficult economic times, they can find another position. They are most likely being actively recruited without your knowledge. [...]

]]> By: Kelly Magowan http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10226 Kelly Magowan Sun, 25 Jan 2009 02:43:48 +0000 http://www.ere.net/?p=5814#comment-10226 Hi Kevin, A great practical article Kevin, thank you. I agree that it is so important for businesses - particularly those medium and larger size businesses that are often in a better financial position to retain staff when times get tough, to actually take a longer term view. Not only is recruitment frequently approached in a reactive manner with a short term goal, the same applies for retention. When businesses see it is getting tough, the simplistic way to deal with it is to shed people. Often these businesses don’t know who they need to be keeping in the short term and the longer term to help them turn the business around. Without a workforce plan, and formal practises in place to monitor performance and know who is generating what value for a business, it can often be a case of perception about who they need to keep and who to shed. If there is no clear case for either they should be thinking twice about how they are operating. There are not enough companies who manage the retrenchment process well, which in unfortunate for those who are exited without any dignity and those who are left working in s state of constant unease and no doubt planning their escape! I am also a great advocate for all businesses who retrench staff to offer some sort of outplacement or career coaching support. Some consultancies here such as Bravo Consulting work with those employees who have been retrenched and those who remain with the company, which I think it just brilliant to ensure your staff can discuss how they are feeling, talk about where their job sits or may be heading and to actually keep moral and productivity. On Six Figures we have some complimentary resources around succession planning and career coaching for HR http://www.sixfigures.com.au/advertisers/resources Regards, Kelly Magowan CEO, Six Figures www.sixfigures.com.au Hi Kevin,

A great practical article Kevin, thank you. I agree that it is so important for businesses – particularly those medium and larger size businesses that are often in a better financial position to retain staff when times get tough, to actually take a longer term view.

Not only is recruitment frequently approached in a reactive manner with a short term goal, the same applies for retention. When businesses see it is getting tough, the simplistic way to deal with it is to shed people. Often these businesses don’t know who they need to be keeping in the short term and the longer term to help them turn the business around. Without a workforce plan, and formal practises in place to monitor performance and know who is generating what value for a business, it can often be a case of perception about who they need to keep and who to shed. If there is no clear case for either they should be thinking twice about how they are operating.

There are not enough companies who manage the retrenchment process well, which in unfortunate for those who are exited without any dignity and those who are left working in s state of constant unease and no doubt planning their escape!

I am also a great advocate for all businesses who retrench staff to offer some sort of outplacement or career coaching support. Some consultancies here such as Bravo Consulting work with those employees who have been retrenched and those who remain with the company, which I think it just brilliant to ensure your staff can discuss how they are feeling, talk about where their job sits or may be heading and to actually keep moral and productivity.

On Six Figures we have some complimentary resources around succession planning and career coaching for HR http://www.sixfigures.com.au/advertisers/resources

Regards,
Kelly Magowan
CEO, Six Figures
http://www.sixfigures.com.au

]]> By: Jerry Paulison http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10193 Jerry Paulison Thu, 22 Jan 2009 15:09:52 +0000 http://www.ere.net/?p=5814#comment-10193 Kevin, I really like George's comment on how we shoud utilize the same diligence with internal transfers. Making the movement between lines of business and divisons easier seems to be an area that many organizations can do a better job at. Ronald's comment on special assignments is spot-on as well! If one really thinks about it...Everyone wants to feel valued; perhaps to feel they are compensated and appreciated slightly more than they secretly believe they are worth. Thank you, Jerry Kevin,

I really like George’s comment on how we shoud utilize the same diligence with internal transfers. Making the movement between lines of business and divisons easier seems to be an area that many organizations can do a better job at.

Ronald’s comment on special assignments is spot-on as well! If one really thinks about it…Everyone wants to feel valued; perhaps to feel they are compensated and appreciated slightly more than they secretly believe they are worth.

Thank you, Jerry

]]> By: Ronald Katz http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10192 Ronald Katz Thu, 22 Jan 2009 14:47:35 +0000 http://www.ere.net/?p=5814#comment-10192 Kevin, Another terrific article, stating what so many of us know and what so few put into practice. Another thing we can do is give our best people the most challenging assignments. When organizations are trimming, very often the most talented and valuable employees get asked to pick up some of the lesser prized responsibilities. Keep giving your best people the best work to keep them engaged and energized. They won't be offended by the challenges, they'll feel energized and valued. This is how to retain your best people. Give them work they enjoy and that they feel is appropriate for their level. Thanks, Ron Kevin,
Another terrific article, stating what so many of us know and what so few put into practice.

Another thing we can do is give our best people the most challenging assignments. When organizations are trimming, very often the most talented and valuable employees get asked to pick up some of the lesser prized responsibilities. Keep giving your best people the best work to keep them engaged and energized. They won’t be offended by the challenges, they’ll feel energized and valued. This is how to retain your best people. Give them work they enjoy and that they feel is appropriate for their level.
Thanks, Ron

]]> By: George Bradt http://www.ere.net/2009/01/22/i/comment-page-1/#comment-10190 George Bradt Thu, 22 Jan 2009 14:01:07 +0000 http://www.ere.net/?p=5814#comment-10190 Kevin - all good ideas. Another to think about is investing to make sure internal transfers go smoothly. More and more companies are realizing the benefits of investing in onboarding to accommodate, assimilate and accelerate new employees. The best companies know that investing behind internal transfers of their best people has similar if not greater benefits. They help internal transfers get a head start before their new start, control their message and build their new team. George Bradt PrimeGenesis Executive Onboarding and Transition Acceleration Author of The New Leader's 100-Day Action Plan and Onboarding - how to get your new employees up to speed in half the time www.primegenesis.com Kevin – all good ideas. Another to think about is investing to make sure internal transfers go smoothly. More and more companies are realizing the benefits of investing in onboarding to accommodate, assimilate and accelerate new employees. The best companies know that investing behind internal transfers of their best people has similar if not greater benefits. They help internal transfers get a head start before their new start, control their message and build their new team.

George Bradt
PrimeGenesis Executive Onboarding and Transition Acceleration
Author of The New Leader’s 100-Day Action Plan and Onboarding – how to get your new employees up to speed in half the time
http://www.primegenesis.com

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