Here is a suggested process for overcoming negative social media comments adapted from the 5 step LAARC sales process for overcoming objections.
1. Listen. For every 1 customer that complains, there are 26 other customers that are having the same problem but remain silent.
2. Acknowledge. If you acknowledge that the negative commenter has the right to express his or her dissatisfaction and show that you actually care about his or her concerns will move you one step closer to overcoming dissatisfaction.
3. Assess. By asking for clarification from the source you can avoid offering a suggestion that will not offer value to the situation and potentially aggravate it further.
4. Respond. You should only respond to the negative feedback when you have a complete grasp about why that feedback is occurring.
5. Confirm. Finally, ask the negative commenter if the plan you have created or suggestion you have made resolves his or her complaint.
- What did you learn about your employees, your company, and yourself after engaging a negative social media commenter?
- How can you act proactively to avoid negative social media comments that may put your employment brand in jeopardy in the future?
- What kind of procedures can you put into place to avoid negative social media comments from being posted?
Unemployment has been high for far too long. So why are employers worried about a talent shortage?
The top concern for corporate leaders was brain drain--over 70% were highly concerned about retaining critical talent over the next year; two-thirds expressed the same concerns about high-potential employees. Only about one-third of employees at larger companies expect to stay with their employers when the recession ends.
Leaving leadership development to chance can be chaotic and unpredictable; organizations that want to ensure that they have the leaders they need, now and in the future, would do well to embrace leadership development by design. Turnover is a fact of life in business today, but by investing in employees, by demonstrating a genuine concern for their career development, by enhancing their skills, we can create and retain more high-performing, high-potential leaders.
Immediate Steps for Developing Tomorrow’s Leaders
1. Identify your next generation of leaders--and then ask them to step up.
Here's 6 Quick Tips to Create an Authentic Digital Experience:
1. Be Transparent: Digital and real worlds will eventually overlap, even the Wizard of Oz got caught. 2. Brand or Be Branded: Make sure you live up to your digital promises, if you don't, someone will tell the world you didn't, and it could go viral. 3. Remember, Employee Brand = Employer Brand: Do your employee stories mirror your employer stories? 4. Walk the Talk: If you're written word is brazen and bold, people will expect that in person. 5. Stop the Impulse: Social media can be reactive so savour, save, and think before you publish. 6. Live Your Brand: Share “a day in the life” on Instagram, VideoBio, Flickr, Tumblr, or Pinterest; dare I say, Facebook and YouTube. This way your audience can catch a candid glimpse of the “real” person or “culture” you’re portraying.
Competition to attract the most talented people first created the notion of the ‘employer brand’ in the 90’s. The idea is simple: take the same marketing and brand-building techniques used to attract and retain customers and use them to attract, hire and retain good employees.
1. The brief
This should be clear about the role, the ideal candidate profile, the company and its challenges.
2. Candidate outreach
Following candidate research, the second step is the initial contact between the search consultancy and the ‘long list’ of people this throws up.
3. Initial, face-to-face meetings
This is the stage where a long list of candidates gets reduced down to those who will be short-listed for client interviews.
4. Feedback from the search firm
The search firm consultant who interviewed them should always personally telephone all candidates to explain the basis of their decision, offering honest and constructive feedback.
5. Feedback from the client
As candidates progress through the multiple rounds of client interviews, they have a right to expect timely and detailed feedback.
6. Job offer and closing the deal
When the process finally results in identifying the right candidate and an offer is made, the consultant’s role in ensuring a good candidate experience perhaps enters its most delicate phase: securing a rapid and transparent closing of the deal.
The evidence is clear: Employee satisfaction and like variables are significantly, even overwhelmingly, linked to the employee's relationship with her or his first-line manager.
1. The selection process for 1st-line managers (1LMs) should be as rigorous as that of, say, vice presidents.
2. New hires should be selected in part on the likelihood of subsequent promotion to 1LM.
3. 1LM slots that are open should not be filled until an appropriate (superior beyond a shadow of doubt) candidate is found.
4. 1LMs should be given long probation periods—perhaps 6 months.
5. New 1LMs should "shadow" senior 1LMs for a significant period of time.
6. 1LM training programs should be evaluated far and wide, and, based on "best practices," a stellar/"Wow" 1LM training program should be developed.
7. 1LM designees should receive superior evaluations in "basic training" or be put on probation.
8. Given the abiding importance of cross-functional communication and coordination and synergy, 1LM selection and training and subsequent evaluation should emphasize measurable performance on this dimension.
9. Senior officers (including the CEO) and highly rated-regarded 1LMs should present parts of 1LM training modules, especially the "basic training" program.
10. "People development" should be the central element of 1LM training. (The "people development" training modules should be award-winning.)
11. Success as precisely measured in "people development" should be the central element of 1LM evaluation.
12. "Business" training should also be a central part of 1LM training.
13. 1LMs should be treated as the company's principal "culture carriers" and principal "change agents"—and be treated and trained and "used" accordingly.
14. The abiding importance–Excellence of ourportfolio of 1LMs should be considered a formal "core value" of the enterprise.
15. A portfolio of "outside" training courses for 1LMs should be available during the entire tenure in the job.
16. Every 1LM should have two assigned mentors, one from within the 1LM's department, one from outside. One of the two should be a fellow 1LM.
17. 1LM reviews should be monthly during the probationary period, quarterly thereafter; these reviews should be carefully designed and rigorous by any standard.
18. Every department head should evaluate her or his "portfolio" of 1LMs regularly; the quality and continuing development of the 1LM portfolio should in turn be a central element in the evaluation of department heads and division heads.
19. A senior HR exec and a senior "line" exec (and perhaps an outsider) should formally evaluate the company's 1LM portfolio annually.
20. After the 1st year of 1LM service, the 1LM should be trained for and become a mentor of new 1LMs. Henceforth, mentoring success or failure should be a central measure of the 1LM's performance.
Employee engagement is 58 percent according to recent study, which measn that 4 out of 10 people are dis-engaged at their job. .
"Engagement is a topic that was very trendy before the recession. But it completely fell off the map during the big downturn when many organizations decided they didn't need to worry about it because employees should just feel lucky to even have a job."
For most employees, opportunities for career advancement are the No. 1 driver of engagement, and the report advises companies should communicate paths for their employees, though the authors acknowledge that advancement has stagnated at many organizations. The No. 2 driver, however, is recognition of good work. Companies can do that at no cost, the report notes.
About 61 percent of employees said they thought leadership at the division or business unit level was effective. Only 42 percent of employees thought communication in their workplaces was effective.
The key question should be, "How much higher would engagement have increased if we actually saw positive trend in communication?"
HR professionals and line managers need talent management insights to know more about their people and make better decisions faster:
- How can we align individual goals to team and organizational goals? - Who are my highest performers and what are their career paths? - What is my best source of hire and how can I better focus my recruiting efforts? - Who are my future leaders and how can I effectively foster their development? - Who requires a higher merit increase to avoid turnover risk and business disruption? - Who are my top internal and external candidates if my VP of operations leaves? - Who needs additional development before they can assume greater responsibility?
Companies that have overcome this knowledge gap are out-performing their competitors by as much as 40 percent higher profitability per employee. Successful talent management can provide 26 percent higher revenue per employee and 41 percent less turnover in high performing staff.
- Your organization’s success is powered by your people.
- The quality of your people is a competitive differentiator. - Talent management software drives higher business performance.
An unprecedented number of tools are available to HR departments. Yet despite all that technological sophistication, there’s still a long way to go in transforming the company of today into the kind of high performing, highly adaptable and smart organization needed for the future.
1. Logic-driven analytics: Define talent metrics and scorecards to measure the impact of talent management investments on business performance.
2. Optimization: Invest selectively in areas that can make the biggest difference, such as pivotal talent segments where a small targeted investment will create an outsized return.
3. Segmentation: Take a cue from marketing: Create a differentiated approach to different talent segments within the workforce.
4. Risk leverage: Understand the spectrum of human capital risk. HR leaders need to develop a more sophisticated approach to risk management, ie being able to differentiate between good and bad risk.
5. Integration and synergy: Take an integrated view across talent management programs, functions and organizations. In some cases, individual HR programs are good, but the overall function is underperforming.
There are many benefits to having a strong employer brand, including:
- A more empowered and engaged workforce - Lower employee turnover - Superior business performance and productivity - A positive market reputation
The top 5 most important factors candidates consider when choosing a company to work for are: - Long term job security - Pleasant working atmosphere - Competitive salary and employee benefits - Financially healthy organisation - Conveniently located
Employees choose to engage in the company cause when they feel valued and have clarity around the company vision and strategic values. This sense of feeling valued is key.
1. Loyalty. Loyalty is better than retention. Loyal people are proactive, taking personal responsibility for the organization.
2. Productivity. The productive employee is both effective and efficient in their role. Effective because they give you a full day’s effort and they produce quality results. Efficient because they learn to do that same job in less time, thus expanding their capacity and the capacity of the organization.
3. Advocacy. Engaged employees become advocates both internally and externally. Internally they will be supportive of their associates, effectively talking them off the ledge when things are stressful or challenging. Externally they will bring other quality people to work for the company while promoting the company’s product and services to potential customers.
Applying the accelerant of appreciation to your corporate culture will stimulate and reinforce behaviors that convey the brand values and the unique brand experience of your organization to your consumers.
One of the biggest advances made in recruiting in the last 20 years has been the advent of social media. These networking platforms — LinkedIn being the most noteworthy — have altered the foundation of recruiting to allow for more efficiency, higher speed and better results. Pew Research estimates that 65% of adults use social media for their own job search.
Want to Attract the Best? Give Them Something To Discuss 1. Stories of the success showcasing their peers within their industry or skill set. 2. Examples of innovation that breaks the rules and challenges conventional thought within their professional area of expertise. 3. Contests and initiatives designed to let them challenge their abilities and provide them with recognition of their talent
Employment Branding=Talent Magnet
The Best Evaluate Carefully Whether to Apply
Takeaway: Employment Branding is Authority Marketing
If a tech position sits unfilled for months, it’s the job of the CTO to ask, “What else can we be doing to make our company a destination for top talent?” Simply put, four key strategies they use are:
1. Hack It. Developers want to work for companies where they can create new code and have an immediate impact. Facebook made hacking famous, but tech companies have been using internal hack competitions to attract and retain talent for years. Yelp spotlights its hack day on its “Careers” page, as does CareerBuilder on its YouTube channel. ESPN promoted its hackathon on Front Row.
2. Pool It. The majority of employers compete individually for talent, with little budget to make the impact needed to build a reputation as an employer of choice. It’s a financial stretch for many small or mid-sized companies to fund recruiting campaigns to fill just two or three open positions. The Austin Technology Council is starting a program where a group of eight companies will each pay a reasonable sum to hire a contract recruiter to tour major universities, represent the companies, and develop a list of 100 top prospects.
3. Prove it. Never underestimate the power of culture. Top three factors influencing their interest in a job were 1) creative and challenging work, 2) fit with the culture/environment, and 3) opportunity to make an impact. Developing a clear answer to “What’s in it for me?” can mitigate a candidate’s desire for the top salary, if you’re not paying above market.
4. Train it. If you’re taking 4-6 months to hire a web developer – one of the hottest jobs in the country – consider a different option. Try retraining an existing non-tech employee or hire and train someone unemployed for the in-demand skill set.
Some findings from the first three CARS studies (which covered a total of 1.3 million employees) include the following:
- Plans are installed to improve business performance through people, rather than to "attract and retain" employees
- Payouts are modest, with a median of about 3% of base pay.
- Plans reporting more intensive communications, feedback and involvement also report lower payouts. An employee treated as a valued asset and involved in the process of performance improvement does not require as much direct financial reward as one who is not.
- At median, the organizations studied gained $2.34 (in performance improvements) for every dollar they spent on incentive payouts; thus a close approximation of net plan ROI is 134%.
- Plans are more successful if they have management support at all levels - including first line supervisors.
- Plans are more successful when they are regularly reassessed to stay current with business strategy.
Companies with more mature talent management capabilities have on average18% higher earnings, 54% greater net profit margins, and greater return on equity and assets than their counterparts without mature capabilities (The Hackett Group).
Companies who integrate their talent management processes see significantly greater performance gains, and can measure a correlation between their talent management efforts and business operational results (The Aberdeen Group)
What you need to do:
1. Identify corporate goals and priorities 2. Identify the key drivers and challenges (both internal and external) that could impact the company’s ability to achieve its goals. (e.g., highly competitive job market, new or changed legislation/regulations, new technology, etc.) 3. Identify any gaps that need to be addressed in order for your company to achieve its goals 4. Based on the goals, challenges and gaps identified in steps 1-3, define HR priorities and goals 5. Inventory the company’s current talent management processes and determine if any changes are needed to support the company’s goals 6. Ensure all current process address high level business goals as well as HR priorities and goals 7. Implement new processes as needed (e.g., succession planning, development programs, recruiting, etc.) 8. Measure the results of HR goals and communicate successes/contributions
Despite all the hype, HR professionals aren’t yet sold on social media as a recruiting tool. Only 38 percent rate social media as a good or excellent source. In fact, nearly two-thirds of HR professionals (62 percent) rate social media sites as “poor” or “fair” for recruiting, and many respondents said they do not use social media for recruitment at all.
It may be hard to believe but, 67% of organizations in the industrial world find it extremely difficult to identify, develop, engage and retain their talented people. Many deploy no talent management strategy at all. Most organizations actively spend thousands on carefully seeking out and identifying top talent but do nothing to continue developing that same important talent resource.
- Poor succession planning wipes an estimated $8.4 billion from the stock market value of the top Fortune 100 companies every year. - Management retention is identified as a negligent error issue by nearly every independent business analysis; the cost of recruiting a middle manager alone is between 33% and 65% of their annual salary. - 78% of organizations in the US and UK experience talent retention problems as opposed to 67% worldwide. - Despite the challenging economy, US and UK employees are among the most likely to consider leaving their job during the next 12 months, with 53% of employees specifically stating in exit interviews that they are leaving to fulfill their career development needs elsewhere - Changing workforce demographics means that leadership and management skills, which are often developed as talent moves up through the lower levels in a company, are in devastatingly short supply.
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