Hampton Roads Employment News

Use behavior based interviewing. Ensure that all interviewers are "in-sync"; that is, they're reading off the same sheet of music. Look at the competencies that will be needed to reach strategic goals, and then hire people who posseses those competencies. Use indicator assessments to help you better screen candidates and ensure that the job fit is correct. Realistically preview jobs; neither overselling nor underselling benefits the interviewee or the organization. And, don't forget reference and credential checks. In certain positions, full background checks may be needed. Carefully evaluate each position, especially when one becomes vacant. Is a replacement truly needed? Are there better ways of structuring positions? Look for employee input as well as management input. How does your organization stack up against the competition? If salaries, benefits and other "maintenance" factors aren't keeping up with the market, the other areas don't matter. Consider getting outside market surveys for comparative data.

Building Block 2: Make Everyone A Part Of The Family

Set up orientation programs that embrace new employees. Look at orientation as a long-term process, not just the first day or week of employment. Use your orientation process to build employee involvement and commitment. That means making it interactive from the beginning, and involving all parts of the organization. Use a buddy system for that critical introductory period time (or some other time parameter). It's nice to have a buddy to explain the ropes and to have someone to have lunch with. Check back regularly with new employees to "see how it's going". Find out if what was described during the formal orientation day is indeed what they're experiencing at their worksite. Don't wait for the resignation that triggers an exit interview to find out what caused an employee to leave. Don't wait for the exit interview to find out where the organization has some opportunities for improvement. Use both formal and informal systems. For example, "Pulse Check" interviews done at three or four months after hire date can give a standardized indication of what's going well and where improvements can be made. Culture and climate surveys provide indicators, and focus groups can provide in-depth information on specific areas. "MBWA", Managing By Walking Around, is a great way to get up close and personal with employees. It gives you first hand information, and allows you to view the workplace "as it is", rather than your perception from your office.

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