Saturday, March 14, 2020
Measuring Performance and Return On Investment
Every decision a company makes affects the bottom line. After all, the whole point of business is to make a profit. That is why it is so important for companies to keep track of their human resource performance, profits, and return on investment. One of the best ways for companies to determine how well they are achieving their goals is to utilize data analysis programs to collect data metrics,then analyze them for trends and overall performance. There are numerous different analytical tools available to companies that can truly make collecting, analyzing, and understanding the dynamics of the company much easier. So what kinds of metrics should a company be keeping track of to ensure they have the right number of employees with the right training? One metric should be keeping track of total cost of compensation and benefits for all employees. This will help the company know how much they are spending per employee and will later be able to weigh that against performance, training, and other metrics. Another HR metric to keep track of is employee performance. Every employee brings value to a company, and when compared with the cost of employment, employers can maximize productivity and efficiency through proper levels of hiring and employment. A third HR metric companies should focus on is training and development. Every program's cost and added value should be measured to determine which training program provides the desired results. There are countless different metrics that companies can collect and analyze, but these three areas of focus will go a long way to evaluate overall performance, profitability, and return on investment.
Saturday, March 7, 2020
Workplace Motivation Theories
There are numerous different workplace motivation theories out there. Portolese (2015) give a brief overview of some of these theories including progression of job withdrawal, the Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's X-Y management theory, and the carrot and stick theory. Some of these theories are older than others, while some hold more water and are more applicable in today's workforce.
One theory that I believe is not as effective in the modern workforce is the carrot and stick theory. Portolese (2015) states that managers who use the stick approach use punitive actions when a job is not done satisfactorily, and managers who use the carrot approach use rewards for a job well done (p. 154). Both approaches may yield some short term motivation, but are often ineffective and can have unfavorable results in the long term. This is because the stick approach is seen as negative reinforcement by employees, and the carrot approach offers rewards that may become expected and lose their motivating ability.
One theory that I wholeheartedly believe in and may be more applicable to today's workforce is Herzberg's two-factor theory. Portolese (2015) explains that this theory is based on two types of factors that contribute to employee motivation: hygiene factors and motivation factors. Hygiene factors are more basic needs such as salary, work conditions, company policies, and workplace relationships. Motivation factors are higher level needs such as recognition, achievement, growth, and advancement (p. 153). One study of police officer retention reinforces the application of Herzberg's theory by placing high value on intrinsic factors of job satisfaction and work environments (Monk-Turner, O'Leary, & Sumter, 2010, p. 176). This theory is highly effective in the modern workforce because it addresses the needs of the employee as a way to truly motivate them. Managers need to get to know their employees, understand their needs, and take action on them if the want to increase motivation in the workplace.
One theory that I believe is not as effective in the modern workforce is the carrot and stick theory. Portolese (2015) states that managers who use the stick approach use punitive actions when a job is not done satisfactorily, and managers who use the carrot approach use rewards for a job well done (p. 154). Both approaches may yield some short term motivation, but are often ineffective and can have unfavorable results in the long term. This is because the stick approach is seen as negative reinforcement by employees, and the carrot approach offers rewards that may become expected and lose their motivating ability.
One theory that I wholeheartedly believe in and may be more applicable to today's workforce is Herzberg's two-factor theory. Portolese (2015) explains that this theory is based on two types of factors that contribute to employee motivation: hygiene factors and motivation factors. Hygiene factors are more basic needs such as salary, work conditions, company policies, and workplace relationships. Motivation factors are higher level needs such as recognition, achievement, growth, and advancement (p. 153). One study of police officer retention reinforces the application of Herzberg's theory by placing high value on intrinsic factors of job satisfaction and work environments (Monk-Turner, O'Leary, & Sumter, 2010, p. 176). This theory is highly effective in the modern workforce because it addresses the needs of the employee as a way to truly motivate them. Managers need to get to know their employees, understand their needs, and take action on them if the want to increase motivation in the workplace.
References
Monk-Turner, E., O'Leary, D., & Sumter, M. (2010). Factors shaping police retention: Does Herzberg's theory of satisfaction hold. The Police Journal, 83, 164-180. doi:10.1350/pojo.2010.83.0.494
Portolese, L. (2015). Human resource management. Washington, DC: Flat World Knowledge.
Sunday, March 1, 2020
My On-boarding Experience
On-boarding is an important process that helps integrate a new employee into the company. Successful on-boarding processes have many different aspects and activities that engage new employees. Bromford, a social enterprise in England, has a comprehensive on-boarding website which includes 12 steps to help acclimate their new employees. The steps are: 1) a welcome message from the CEO; 2) access to online profiles to learn about co-workers and managers; 3) a history of the business; 4) an explanation of the working environment; 5) an introduction to all communication channels used by the company; 6) a detailed explanation of what to expect in the first six months; 7) an explanation of the company's strategy; 8) an overview of the company's operations; 9) an explanation of employee benefits; 10) a detailed handbook of all HR policies and procedures; 11) training and information on safety and well-being; 12) a list of commonly asked questions (Dinnen & Alder, 2017, pp. 105-108). While all of these steps are important to the company's on-boarding process, a few of these steps are critical. First, new employees need to know who they are working with and for. Steps two and four provide this information as well as how to communicate with them. This will drastically improve team dynamics and overall company performance. Additionally, steps six and ten are critical for managing the expectations of new employees.
One on-boarding experience that I had was when I was first hired as a car sales professional at a dealership. This was my first time in this type of job and was a completely new experience for me. During my interview, the hiring manager offer me a position and told me to report to him the following Monday morning. The dealership had just changed ownership and management. When I arrived on Monday, there were several other new hires and we all met with the hiring manager. We immediately began training with the manager and were also provided access to online training. The whole first week consisted of the manager training us on the sales process, and completing the online training program from the auto manufacturer. That Saturday was the first time that we were allowed to interact with customers, and at this point, we were expected to hit the ground running. We had covered just enough training that I was able to close my first sale that day, however there was a lot left to learn. Unfortunately, the dealership's on-boarding process did not continue much more than that. Looking back on this experience, I see now the importance of an extensive on-boarding process. The dealership did not introduce us to key players in other departments, did not provide adequate on-going training, nor did it help shape expectations. This forced a very steep learning curve for new employees and probably contributed to a higher turnover rate. In over five years at that dealership, I worked with over 75 different sales professionals, and that was just the turnover in the sales department. Unfortunately, this is quite common in the automotive industry. As a future manager, I hope to take my experience at the dealership and the knowledge I have gained from this course to implement effective on-boarding practices with new employees.
One on-boarding experience that I had was when I was first hired as a car sales professional at a dealership. This was my first time in this type of job and was a completely new experience for me. During my interview, the hiring manager offer me a position and told me to report to him the following Monday morning. The dealership had just changed ownership and management. When I arrived on Monday, there were several other new hires and we all met with the hiring manager. We immediately began training with the manager and were also provided access to online training. The whole first week consisted of the manager training us on the sales process, and completing the online training program from the auto manufacturer. That Saturday was the first time that we were allowed to interact with customers, and at this point, we were expected to hit the ground running. We had covered just enough training that I was able to close my first sale that day, however there was a lot left to learn. Unfortunately, the dealership's on-boarding process did not continue much more than that. Looking back on this experience, I see now the importance of an extensive on-boarding process. The dealership did not introduce us to key players in other departments, did not provide adequate on-going training, nor did it help shape expectations. This forced a very steep learning curve for new employees and probably contributed to a higher turnover rate. In over five years at that dealership, I worked with over 75 different sales professionals, and that was just the turnover in the sales department. Unfortunately, this is quite common in the automotive industry. As a future manager, I hope to take my experience at the dealership and the knowledge I have gained from this course to implement effective on-boarding practices with new employees.
References
Dinnen, M., & Alder, M. (2017) Exceptional talent: How to attract, acquire and retain the very best employees. New York, NY: Kogan Page Limited.Sunday, February 23, 2020
What's My Worth?
As an intelligence analyst in the U.S. Air Force, I get the unique opportunity to protect and advance the American way of life. Unlike many jobs, I often get to see the real-life impact of my job performance. People's lives depend on it. The work I do and the information I am able to provide directly influences a commander's decision and can be the difference needed to save the lives of soldiers around the world. This makes the work I do and the skills I possess incredibly valuable. I have the ability to quickly learn and master new skills and tools, which can help increase my value as an employee even further. Additionally, I can fulfill my potential not only through mastering the knowledge and skills necessary to excel at my position, but I can also teach and develop others around me.
As a potential job candidate in the future, it is important that I am able to communicate the value I can provide as an employee. By knowing my worth and being able to communicate it to a potential employer, it would be important for a recruiter or hiring manager to be able to provide a job offer that takes into account the value I place on my work. While financial considerations are the most direct way to address a candidate's value to a company, the recruiter or hiring manager could also promote things like company branding, the organization's culture, training and development opportunities, room for career advancement, work-life balance, and other incentives that the company can provide.
As a potential job candidate in the future, it is important that I am able to communicate the value I can provide as an employee. By knowing my worth and being able to communicate it to a potential employer, it would be important for a recruiter or hiring manager to be able to provide a job offer that takes into account the value I place on my work. While financial considerations are the most direct way to address a candidate's value to a company, the recruiter or hiring manager could also promote things like company branding, the organization's culture, training and development opportunities, room for career advancement, work-life balance, and other incentives that the company can provide.
Sunday, February 16, 2020
My Thoughts on Different Interview Types
There are many different ways to conduct an interview. Here is a list of many common types of interviews, along with my thoughts on each:
Traditional interview - This is probable the most common of all interview types. It provides a structured process with interview questions in a one-on-one setting. Asking the right questions is key in this type of interview.
Telephone interview - This is another very common interview type. Similar to a traditional interview, it allows for a one-on-one experience. While this type of interview allows the interview to take place anywhere, it can also have several down sides. Telephone interviews do not allow either person to be able to see each other, relying only on audible cues. It is important for both parties to ensure that there are no auditory distractions in the background.
Panel interview - This interview type allows multiple interviewers to interact with a candidate at the same time. This can save a lot of time if a company requires several people to interview candidates, however it can also make candidates a bit uncomfortable.
Information interview - This interview type allows a candidate to get information from a prospective employer about a position. It is more focused on the candidate asking questions than the interviewer.
Meal interviews - This type of interview allows the candidate and the interviewer to take the process outside of a formal setting. Not only does this type of interview take some pressure off of both parties, but it allows them the opportunity to see how each other interacts with others. It also is typically more conversation based than question and answer based.
Group interview - This type of interview is conducted with multiple candidates at the same time. It gives the interviewer a chance to see how candidates work with others. This interview type can also create a highly competitive environment for the candidates.
Video interview - This interview is similar to telephone interviews by allowing the interview to take place anywhere. However, unlike the telephone, video allows both parties to see each other adding a visual cue aspect to the interview. It is also important to ensure that there is no visual or auditory distractions during a video interview.
Non-directive interview - This interview is less structured type that focuses more on the candidate leading the discussion and selling themselves. The interview questions are typically more open ended allowing the candidate to open up more. Because this type of interview is less structured, it can be more difficult to truly compare candidates.
Having never interviewed anyone before, I would likely be more comfortable with the traditional, panel, and meal type interviews. This is because the traditional and panel interviews provide a more structured approach and the meal type interview relaxes the interview while getting a chance to see the candidate interact with others in public. I would likely be less comfortable with telephone and video interviews because they limit how much interaction takes place during the interview, and can be more subject to distractions. As a candidate, I would favor a meal or non-directive interview type as they both are less structured and more comfortable environments for a candidate. I would not like the panel or group type interviews as they would add more pressure to an already stressful event. In the past, I have only had telephone and traditional type interviews. My opinion of these interviews usually depended highly on the questions that were asked and the setting in which the interview took place. By studying different types of interviews, I have been able to see advantages and disadvantages, as well as important things to consider when interviewing.
Traditional interview - This is probable the most common of all interview types. It provides a structured process with interview questions in a one-on-one setting. Asking the right questions is key in this type of interview.
Telephone interview - This is another very common interview type. Similar to a traditional interview, it allows for a one-on-one experience. While this type of interview allows the interview to take place anywhere, it can also have several down sides. Telephone interviews do not allow either person to be able to see each other, relying only on audible cues. It is important for both parties to ensure that there are no auditory distractions in the background.
Panel interview - This interview type allows multiple interviewers to interact with a candidate at the same time. This can save a lot of time if a company requires several people to interview candidates, however it can also make candidates a bit uncomfortable.
Information interview - This interview type allows a candidate to get information from a prospective employer about a position. It is more focused on the candidate asking questions than the interviewer.
Meal interviews - This type of interview allows the candidate and the interviewer to take the process outside of a formal setting. Not only does this type of interview take some pressure off of both parties, but it allows them the opportunity to see how each other interacts with others. It also is typically more conversation based than question and answer based.
Group interview - This type of interview is conducted with multiple candidates at the same time. It gives the interviewer a chance to see how candidates work with others. This interview type can also create a highly competitive environment for the candidates.
Video interview - This interview is similar to telephone interviews by allowing the interview to take place anywhere. However, unlike the telephone, video allows both parties to see each other adding a visual cue aspect to the interview. It is also important to ensure that there is no visual or auditory distractions during a video interview.
Non-directive interview - This interview is less structured type that focuses more on the candidate leading the discussion and selling themselves. The interview questions are typically more open ended allowing the candidate to open up more. Because this type of interview is less structured, it can be more difficult to truly compare candidates.
Having never interviewed anyone before, I would likely be more comfortable with the traditional, panel, and meal type interviews. This is because the traditional and panel interviews provide a more structured approach and the meal type interview relaxes the interview while getting a chance to see the candidate interact with others in public. I would likely be less comfortable with telephone and video interviews because they limit how much interaction takes place during the interview, and can be more subject to distractions. As a candidate, I would favor a meal or non-directive interview type as they both are less structured and more comfortable environments for a candidate. I would not like the panel or group type interviews as they would add more pressure to an already stressful event. In the past, I have only had telephone and traditional type interviews. My opinion of these interviews usually depended highly on the questions that were asked and the setting in which the interview took place. By studying different types of interviews, I have been able to see advantages and disadvantages, as well as important things to consider when interviewing.
Sunday, February 9, 2020
My Job Board Experience
In an attempt to familiarize myself with job boards as a future manager that will likely deal with attracting, hiring, and retaining employees, I went through the motions of applying to two different job listings, each on a different job board website. Each process gave a unique experience and some insight on potential best practices for job board utilization.
First, I went to CareerBuilder. Having worked as a automotive sales professional for five years, I decided to search automotive sales manager positions in my area (Sacramento, CA). At first, the search function seemed very user friendly; however, once the search had been conducted, the results were far less than desirable. The search results were not easy to read and there were very few jobs that were actually related to the automotive industry. Since, I was unable to find a desirable job in that industry, I chose a job listing from Panera Bread looking for an assistant manager. This listing appealed to me because it was listed as an easy application listing, as well as providing a solid company branding which included the awards it has won, comprehensive benefits, free meals, and an overall inviting environment. The application process was simply, only requiring first and last name, email, and an uploaded resume. There was also an option to input personal information, work history, and education manually. Overall, the CareerBuilder was not the greatest experience as a job board site, however the job listing and application process for Panera Bread was quite enjoyable.
The other job board site I used was Indeed. Similar to CareerBuilder, the search function was initially very easy to use. This time the results were much more relative to my search query, yielding in numerous listings within the automotive industry. The listings were also a bit more aesthetically pleasing. I was quickly drawn to a sales manager listing by Norcal Automotive Group. The top of the listing included a pay range of $6,000-$10,000 per month, and was listed as urgently hiring and an easy application. All of these were quite appealing so I clicked on it to view the whole listing. The listing did not do as good of a job as Panera Bread's listing at creating a company brand and selling themselves to potential applicants. The application process was also similar to the previous listing in that it only required basic contact information and an uploaded resume. Overall, this job board site was much more user friendly and provided much more relevant results. The listing was initially appealing, but further reading the listing revealed a lack of excitement for the position.
By going through the motions of searching and applying for jobs on job board sites has shown me that it is important for employers to take care in choosing the right job board. The results of the search can make a big impact on whether or not a listing even comes up to a potential applicant. I also learned how much of an impact that the listing itself can have on attracting people to apply for the position. This is a great opportunity for companies to show off their brand while providing a realistic overview of the position.
First, I went to CareerBuilder. Having worked as a automotive sales professional for five years, I decided to search automotive sales manager positions in my area (Sacramento, CA). At first, the search function seemed very user friendly; however, once the search had been conducted, the results were far less than desirable. The search results were not easy to read and there were very few jobs that were actually related to the automotive industry. Since, I was unable to find a desirable job in that industry, I chose a job listing from Panera Bread looking for an assistant manager. This listing appealed to me because it was listed as an easy application listing, as well as providing a solid company branding which included the awards it has won, comprehensive benefits, free meals, and an overall inviting environment. The application process was simply, only requiring first and last name, email, and an uploaded resume. There was also an option to input personal information, work history, and education manually. Overall, the CareerBuilder was not the greatest experience as a job board site, however the job listing and application process for Panera Bread was quite enjoyable.
The other job board site I used was Indeed. Similar to CareerBuilder, the search function was initially very easy to use. This time the results were much more relative to my search query, yielding in numerous listings within the automotive industry. The listings were also a bit more aesthetically pleasing. I was quickly drawn to a sales manager listing by Norcal Automotive Group. The top of the listing included a pay range of $6,000-$10,000 per month, and was listed as urgently hiring and an easy application. All of these were quite appealing so I clicked on it to view the whole listing. The listing did not do as good of a job as Panera Bread's listing at creating a company brand and selling themselves to potential applicants. The application process was also similar to the previous listing in that it only required basic contact information and an uploaded resume. Overall, this job board site was much more user friendly and provided much more relevant results. The listing was initially appealing, but further reading the listing revealed a lack of excitement for the position.
By going through the motions of searching and applying for jobs on job board sites has shown me that it is important for employers to take care in choosing the right job board. The results of the search can make a big impact on whether or not a listing even comes up to a potential applicant. I also learned how much of an impact that the listing itself can have on attracting people to apply for the position. This is a great opportunity for companies to show off their brand while providing a realistic overview of the position.
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