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Atricle Dump - Do You Make This One Big Mistake When Recruiting And Retaining Staff?
The personal training industry is experiencing an enormous surge in demand. Personal training used to be for just rich celebrities. But as more people become aware of what personal training can offer them, the demand for personal trainers grows. In fact, the personal trainer job outlook has never been better.The U.S. Department of Labor is forecasting a 50% growth rate for the industry through the next decade. Many trainers are getting hired immediately on becoming certified and I have even heard of some cases where candidates are "pre-hired" in anticipation of achieving their certification.But as the industry grows, it is continually evolving. The traditional model of getting a personal training job at a gym is now offering more outlets.1) Corporations are creating their own health programs for their employees as a means of reducing their health insurance premiums2) personal trainers work outside of gyms in parks, beaches
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will
I've had lots of good results from my advertising lately - well, I say advertising but what I really mean is, I've had lots of good results from my ARTICLES.Writing so called 'press releases' is much more exciting than designing an advert.The results are better too, by far.All I do is make it sound newsworthy and it seems to get used by the magazine(s) that I've sent the article to.The thing is, most people think that their article would never be used - why would a publication be interested in me?. Well, they ARE interested in you, or rather, your story. You'd be surprised at how magazines and, especially, local newspapers are crying out for stories. A new business launch or a sudden improvement can well be newsworthy.Even if it's not super exciting, it may well fill a space that the editor has and will be glad to see your article fill it. It will be of interest to somebody anyway.A recent example would b
By not keeping your word and delivering on your promises (no matter how small), you will lose that trust and with it your existing customers.
The very same applies to finding & keeping your team.
If you make the mistake of not keeping your word with employees – whether it be your current team or potential employees, you will lose their trust.
Once you have lost the trust of your team, it is almost impossible to win it back and it will be a clear signal that they will at some stage move on.
The break down of trust between an employer and an employee is in fact, one of the single biggest reasons for staff turnover.
So how do you build and keep trust?
In simple terms, I suggest you follow these 3 steps:
1. Under promise, over deliver
2. Always do what you say you are going to do
3. If you know you won’t be able to keep your promise, be proactive in informing people as early as possible and manage their expectations
Following these 3 steps will, in most circumstances, help you keep people’s trust and so maximise the chances of hiring and retaining the right people.
So how do these specifically apply to your business on a day to day basis?
FINDING THE RIGHT PEOPLE
Losing someone’s trust during the recruitment process is a sure fire way to miss out on the best people.
Remember, the best people in the market place want to work for people and businesses that they like, trust and respect.
So you have a great opportunity during the recruitment process to compete for the best talent by the way you act during the recruitment process.
1. Call them back when you say you will
Remember first impressions count: Doing what you say you will right at the beginning of a relationship with a potential employee makes a huge impact on someone. (Particularly if they are unhappy with their existing employer).
So if you have told someone that you will call them “before the end of the week” or “on Tuesday afternoon” to discuss their application or CV, then make sure you do it. If you can’t, then get someone else to make contact with them an explain that the delay.
2. Make decisions when you say you will
If you tell someone at the end of an interview that you will have a decision “within 24 hours”, then make sure you do. If not, make sure you contact them to explain that there is a delay. Better still, telling them it will be 48 hours (under promise) and try to get back to them within 24 hours (over deliver) will help you exceed their expectations.
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on the job coaching from you, doing what you say helps you build trust and loyalty.
3. Deliver on your career progression promises
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will g
Essential Abilities For A Career In LawVery often, students enroll themselves into a law school without having a clear idea of what the profession is all about. Many are attracted by the title of lawyer and decide to pursue a degree in law without having proper knowledge of the career.There are certain characteristics that one needs to have to succeed in a career in law. You should assess yourself before actually enrolling into any institution. To have a clear idea, you can visit local courts, attend trials, talk to lawyers and observe the functioning of the legal system. Observing lawyers and judges at work will enable you to identify some of the skills, knowledge and values necessary for a career in law. You can even get advice from a career counselor.Law is the field for those:• Having outstanding and above average independent learning skills such as reading, listening, writing, talking and analysis• Having excel
So how do these specifically apply to your business on a day to day basis?
FINDING THE RIGHT PEOPLE
Losing someone’s trust during the recruitment process is a sure fire way to miss out on the best people.
Remember, the best people in the market place want to work for people and businesses that they like, trust and respect.
So you have a great opportunity during the recruitment process to compete for the best talent by the way you act during the recruitment process.
1. Call them back when you say you will
Remember first impressions count: Doing what you say you will right at the beginning of a relationship with a potential employee makes a huge impact on someone. (Particularly if they are unhappy with their existing employer).
So if you have told someone that you will call them “before the end of the week” or “on Tuesday afternoon” to discuss their application or CV, then make sure you do it. If you can’t, then get someone else to make contact with them an explain that the delay.
2. Make decisions when you say you will
If you tell someone at the end of an interview that you will have a decision “within 24 hours”, then make sure you do. If not, make sure you contact them to explain that there is a delay. Better still, telling them it will be 48 hours (under promise) and try to get back to them within 24 hours (over deliver) will help you exceed their expectations.
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on the job coaching from you, doing what you say helps you build trust and loyalty.
3. Deliver on your career progression promises
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will
Being able to replace a compressor and fix a furnace is only part of what you do. The public expects at least that you are a competent professional. You may also have a few helpers and have established a nice sized business. You have a few choices to make along the way. Assuming you have some sort of business plan for the next several years, how are you going to achieve all your goals? Who will you turn to for advice? Your accountant, insurance agent, landlord, truck fleet dealer, or your parts supplier? Very doubtful. How about your Yellow Page rep?That’s not so hard to believe. After all, the best air conditioning guy in the world has to have customers. And most emergency consumers consult the Yellow Pages in cases of immediate needs. So, assuming that you have realized that a Yellow Page program is essential for your success, what do you have in mind? Who do you want to reach and how will you get there? Set aside a reasonable advertising bu
3. Deliver all documentation on time
It is imperative that any documentation (e.g. offer letters, employment contracts etc) arrive when you say they will. Any delay and people start getting nervous, maybe consider progressing with interviews elsewhere and possibly start to have second thoughts about joining you.
Whilst you may have just got caught up with other things and got delayed by a day or two – changing jobs brings a lot of uncertainty and stress for people, so bringing an element of certainty will have a huge impact on them.
But again, only promise what you can deliver – if you cannot get the contracts to them “within a day” then don’t make that promise. Tell them it will be delivered within 3 days and deliver them beforehand.
And if there is a delay, get on the phone to them and explain the delay rather than them having to chase you.
With all these points, you will very likely slip up at times – you’re juggling lots of balls in your business and life and it happens. But provided you are on the ‘front foot’ in explaining any delays or changes, you will maintain their trust.
Most of this is common courtesy, but it sends out a very clear message about the kind of business you are and how you treat people. This starts to build the trust and credibility that will help you retain them once they join your business.
KEEPING THE RIGHT PEOPLE
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on the job coaching from you, doing what you say helps you build trust and loyalty.
3. Deliver on your career progression promises
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will
Visual elements are a major part of your business’s brand identity design. The keystone of that design is the logo, but in many cases, the logo isn’t enough to convey all of your brand attributes. A visual vocabulary is a way to reinforce and add to the messaging that is contained in your logo.A company’s visual vocabulary consists of the secondary design elements that are used in conjunction with your logo to form your brand identity. The visual vocabulary is composed of font styles, colors, shapes, layout conventions, backgrounds, photographic library, text treatments (such as taglines) and even the type of paper you choose.These elements should be used consistently throughout your stationery set and marketing collateral and have the following 9 advantages over use of a logo and text alone:• The elements of your visual vocabulary become a graphic language, which takes your viewer deeper into your graphics and mate
With your exiting employees, there are many areas where keeping your word will help you retain them. Here are just 3 of the key areas:
1. Deliver on your financial promises
Failing to deliver on financial promises – whether they are pay raises or bonuses, will very often de-motivate your people and directly lead some to start searching for another job fairly quickly.
The key points to remember are
a) Never make a financial promise unless you know you can realistically deliver it (you are just storing up problems here for the future).
b) If you think you may not be able to deliver, then communicate this on the ‘front foot’ very early on and explain the reasons as openly as you can.
Yes, you may find that people may still choose to leave.
But very often, being honest, open and up front will help maintain trust and prevent someone from making a “knee jerk” decision to leave as they feel let down
2. Deliver on the promises to train & develop people
This means delivering the initial training and induction you promised people during their interview. It means following through with any other training for your existing team that you agreed to.
Whether it’s sending them on a formal course or some on the job coaching from you, doing what you say helps you build trust and loyalty.
3. Deliver on your career progression promises
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will
Great leaders surround themselves with great and skillful people. Jim Collins, author of Good to Great, and his team researched what it takes for organizations to achieve greatness. He identified great companies and found that they all had the same kind of leadership. These leaders were usually humble, yet passionate about the business they were in. Unlike many of the celebrity CEO's of today, they were ambitious for their organization to succeed, rather than ambitious for themselves.They focused their organizations on a combination of what they were passionate about doing, what they were good at doing, and what would drive their economic engine (sustain and/or make profitable).Collins states that one of the first things these leaders do is to surround themselves with the right people. Instead of spending time and money on motivational incentives, they find people who are already motivated. In other words, they recognize that true motiv
It is not always possible to fulfill everyone’s career aspirations – your business needs to change with the market place. And so the career plans of your team will need to be flexible as the business adapts to its environment.
But once again, the key is to under promise and over deliver. Don’t promise promotions or exciting new projects if you truly do not believe they will materialise. Be realistic.
Even when you are realistic, things do still change and it may not always be possible to deliver. In these situations, being up front and honest as early as you can will maximise the chances of retaining the trust of your team.
None of this is really rocket science - the point I am making is very simple:
Treat your existing team like valuable customers and treat potential employees like potential customers.
That means always do what you say you are going to do. If you can’t do what you say you will do, then have the courage and integrity to tell people as soon as you can.
Better still, maybe don’t over hype things in the first place so that you can exceed people’s expectations
You see, being open, up front and authentic where ever possible ensures you build the trust and loyalty required to build a great team around you.
By the way, if you are looking for ways in which to build a great team around you, you may want to take a look at the Find Staff NOW!! e-book. It will give you a step-by-step guide to hiring the right people in the right way so that you truly have a loyal team around you. Take a look right now by clicking on this link: www.findstaffnow.com
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