Effective recruitment is one of the biggest challenges business owners say they face – they tell me it is impossible to get the right people.  And as a consequence they, themselves, must work harder and longer hours.  And business growth is stymied as a result.

Some tell me that all the kids of today (their potential employees) are in such a hurry, they want everything now, and with the least amount of effort.  They are not interested in working hard or putting in the hours and are so idealistic.

Firstly, let me say that there are 2 really big global statements or beliefs here –

1. “It is impossible to get the right people”; and

2. These descriptions of the attitudes of young people.

I believe that this people challenge is actually a mindset challenge… nothing more, nothing less.

With limiting global beliefs like this in tow, we will not take an expansive or creative mindset into the recruitment process.

If we go to the market thinking that we won’t find the right person – then we most probably won’t!

If we are thinking it is all a waste of time, our commitment to the process will be weak.  We will most likely revert to doing what we have always done (and we will get what we have always got – the “wrong” people).  Given that we expect recruitment will not be successful, we are disinclined to be innovative, think outside the square or to invest extra energy, funds, or time in the process.

But what if you took the attitude that the right people are out there… they are just not working for you… yet.  And who are these kids who have a sense of urgency, who are ambitious, confident, who have interests other than work and envision a better way of being?

How would your mindset change?

If you are not attracting the people you need, then why not?  Maybe it isn’t that the people aren’t out there, but rather that they are not attracted to what they perceive you have to offer.  Would you examine what you did last time and consider how it could be improved to be more relevant to the current labour market?  Would you spend more time becoming clear on exactly who this person might be, what skill set they might have, and what they might be doing now, where they could be working and what environment they are currently excelling in.

Given that you now believe the right people are out there, then:

Find out the answers to these questions:

When you change your language and recognise the limiting effect of this type of global generalised belief, then you begin to see the challenge with a new sense of possibility.

Consider the attributes of our amazing younger generation – think about how their beliefs and attitudes can be leveraged and harnessed in your business environment.  It’s interesting that when you change the way you look at things, the things you look at change.  Yes, it is all about mindset and the willingness to challenge old beliefs.  This is why a business will never outperform its owners and leaders – and this is why business owners, if they give themselves permission, will enjoy incredible personal growth as a pre-requisite for leading a vibrant, relevant business that attracts great people.

So with your new empowering beliefs in place… take another look at your people challenge – you will be pleasantly surprised at the new opportunities that come with an expanded mindset.

This way of thinking is integral to becoming an even better leader in business and in life.

We build on these concepts and expand the opportunities for you and your business in our BUSINESS by DESIGN and LEADERSHIP by DESIGN workshops. 

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One of the biggest challenges for an organisation is to maintain a strong consistent culture especially if you are experiencing high turnover of employees or when high growth is occurring.

Owners of successful businesses really understand why they do what they do, and create a culture which reflects their beliefs and values.  This strong culture enables an environment that encourages behaviours, which are on purpose and aligned to achieving a pre-determined outcome.

Long-standing employees have been immersed in the culture for some time… they understand it and promote it.  They were originally recruited because of their culture fit, their attitude and values.

Customers experience a consistent approach to service and care from all of the team… they are not confused by an inconsistent experience and therefore feel comfortable… comfortable enough to buy regularly and remain in a buying relationship for the longer term.

Under normal conditions when employee turnover is low, employers can rely on their team to demonstrate the culture – to walk the talk – and the new team member “catches” that culture without the need for a rigorous, formal ongoing program.

In periods of high growth, particularly when the candidate pool is limited and when employers look overseas to fill positions, the culture of the organisation can be seriously diluted.  Different values and beliefs are introduced, the purpose of the organisation is not as clearly understood, the “tribal elders” have moved on or become less able to influence an ever-increasing workforce.

It is time to revisit and to establish that the culture you had created and which had contributed to the past success of your organisation is still valid.  Be clear that, should you choose to accept a different set of values for your organisation, they must be consistent with your own values and beliefs otherwise you will not be able to sustain a focussed long-term commitment to business success.

Understand what the culture needs to look like, what values are not negotiable and what behaviours you are encouraging.

Remember, culture is caught not taught… the culture that is loudest will prevail.  This means that you must continually and consistently promote your chosen culture, reward those who embrace it.  Address the behaviours that are not appropriate immediately and without exception.  No action suggests that you are condoning the activity.  Walk the talk.

It is critical that your leadership team “get it” and together you create a movement towards an absolute commitment to the culture.

Your induction program introduces how serious you are about your culture and then it is critical that you regularly revisit and endorse it. It simply becomes how you do business.  Value statements should be discussed often… what do they mean, and how might they play out in your organisation… consider incorporating into your meeting agendas, into your training sessions, or your “state of the nation” reports.

Don’t be shy… promote the values which underlie your culture without apology.

At Opening Gates our CULTURE COLLABORATIVES bring the team together, to establish and understand the culture of the organisation – why it is critical to their success, and how it drives values and behaviours that add value to all stakeholders. We address why you do what you do – we understand the concept of 360 degree leadership – a very powerful way of building a strong focussed team.

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