Have you applied for a job your perfect for and never received an opportunity to interview? Did you sit around wondering how you didn’t even meet the criteria for an interview? You’re not alone. However, if you’re the hiring individual, are you missing out on the perfect individual to take your company to the next level? When a hiring manager posts a new position, it’s not uncommon for them to receive hundreds of resumes. Therefore, companies have to figure out ways of weeding out the stack. Through my research and relationships with employers, I have determined three of the most common reasons why qualified applicants never receive an interview. Read the Post Is your job description fogging your ability to hire?
Chris Laney Posts
I have the bug. The entrepreneur bug that many business owners and serial entrepreneurs talk about. It’s the characteristics of someone always coming up with new ideas to start businesses. Businesses love when employees have that entrepreneurial spirit that brings new ideas into their business and continues to encourage creativity within their business environment.
In 1978, Gifford Pinchot coined a term called, “Intrapreneurship” that Pinchot defines as “dreamers who do. Those who take hands-on responsibility for creating innovation of any kind, within a business.” Three years ago I started using this term “intrapreneurship” as something I could identify with. I didn’t want to own a business but wanted to innovate someone else’s business. I thought I was creative in coming up with this amazing term. It wasn’t until later I found out there’s a whole institute created by Pinchot with an emphasis on intrapreneurship. I didn’t come up with the concept, but I did quickly identify with the notion. Read the Post The Art of Intrapreneurship
The dynamics of the workforce is one of the most interesting places in today’s society. Corporations are filled with individuals of all types of races, religious beliefs, political standpoints, and personal circumstances. However, each day we put all these people together to accomplish a common in goal. Sure there are challenges, but ultimately successful companies embrace the differences to be successful.
Consider the dynamics of the three generations that control our workforce. The baby boomers on the verge of retirement, generation x who currently controls the majority of executive positions in the business community, and Millennials, a group of individuals completely different from the previous two generations starting to become executives and the majority of today’s workforce. Corporations spend millions trying to develop their workforce to be as productive as possible. If you ask any CEO, Millennials have been challenging with the characteristics of being narcissistic, entitled and the belief that they’re God’s great gift to society. Now marketers are looking at today’s teenager, the next big spending power and researchers are realizing, generation z is much different than Millennials. Read the Post Did Millennials put the weight of the world on the next generation?
Business owners and today’s business leaders fear the worse, “who will lead my organization in ten or twenty years?” It can’t be these lazy workforce millennials we’re getting today.” Its true millennials are different. During the interview, they immediately ask about vacation time, flex time, and their desire to climb the corporate ladder in a week. Millennials are eager, demanding and have high expectations from their employer. However, just as they have high expectations about you, doesn’t mean you can’t have high expectations for them.
Weeding out the bad weeds of hiring young or future leaders can be a challenge. What do you look for when considering top-notch talent? Below, are five things to look for when hiring your next millennial leader.
Step 1: Over-Embellished Resume
Millennials are experts at embellishing their experience. By the time they’re thirty, they’ve all owned businesses, held a director/manager title, and are experts at social media. While experience is important, find out what their real skillsets are. Ask questions related to past projects. I once had an interviewer asks me about the largest project I’ve ever managed. She asked me about my role in the project, what was considered large in terms of revenue, how many people were on the team and the list went on. Dive in deeper into the experience of the candidate. If they’re like me, they may list all their skills and expertise including management skills, software skills, and knowledge. Ask them direct questions regarding their knowledge. For example, “You say you’re in expert in operations management. Give me an example of how you managed the operations of a business and how it relates to all key components of operations (budget, human resources, management of employees…)? Read the Post Hiring Millennial Leaders
That deep breathe of relief the moment your head hits the pillow. Another long day of navigating the events of work, family, and “stuff.” It’s exhausting. In today’s world, the day of life can be challenging. All people deal with an emotional roller coaster either professional or personally and it starts to take a toll on our mind and body. As you look to develop your organization, health is probably one of the most impactful benefits you can provide your employees. Health isn’t just healthcare. It’s everything from time off to gym memberships and healthy eating. Everything that gives an employee time to relax will only enhance your employee’s performance, and have a greater reward on your organization.
There are 4 areas of health your organization needs to consider important to maintain a healthy employee and therefore, a healthy company. There is a variety of other benefits you can offer that contribute to a healthy environment, these are just four of the best that should be a “non-negotiable” on positive performance. Read the Post Healthy Employees, Healthy Organization
That moment self-critics often consider the crossroads of choice where you have to make a decision on whether the path you’re on is the correct path. For any individual that identifies themselves as leaders, this crossroad has happened in multiple instances of their personal and professional life. This past week, I’ve heard more about leadership and what makes a great leader then most probably here in a year. I attended the Global Leadership Summit 2 weeks ago, and the pre-conference and post-conference analysis of who I am as a leader were at the forefront of my mind. Leading into the conference, a series of events happened where I need to self-evaluate myself and how I’m leading. After the conference, I realized there are a few aspects of my leadership style that may not be best suited for the type of environment I’m leading in.
Through the process of breaking bad leadership, I’ve come up with five steps that helped me through the process of evaluating my leadership and what I could do to see positive change moving forward. Read the Post Breaking Bad: Leadership
An age-old challenge for leaders within all organizations is the ability to govern employee performance. Even more difficult is confronting employees who haven’t met the standards of the organization. This is where the personalities of managers come into play. Some avoid confrontation by walking around the subject and reiterating the importance of hitting goals. This might not only reference hard goals but soft goals as well. Soft goals relate to the individual’s behavior in the workplace like helpfulness, attitude, and being a team player. Other managers are strict and straight forward on how they approach employees who are not meeting their goals. It’s essential for managers to be able to adapt to different employee personalities and find balance in their approach.
Recently, I had a manager who introduced a concept of how an employee can self-evaluate their performance in an organization. Immediately, it made sense and I thought it was worth sharing. Anyone in business will immediately understand this concept but even for non-business minded individuals, the concept is so easy to understand, you can easily adopt it into your own organization. Read the Post How to Govern Employee Performance
We’ve all been in organizations where leadership seems to be butting heads. It’s common for individuals to have their own perspective on the culture of an organization. It’s even more understandable when ownership or executives have an idea on how culture should be adapted within their own organization. But what happens when culture organically starts to change the environment of the organization and leadership either wasn’t ready for it or doesn’t want it? For many start-ups, culture is immediately established. Even before a great product is created, many executives will focus on establishing a strong company culture. Forbes says “When headcount is in single digits, founders, CEOs, and first employees sit and talk through every decision together. The problems are simpler, the communication more direct – and there’s less ambiguity about what’s important and how to act.” It’s true when companies are first forming, everyone has a common interest to succeed and work together to accomplish such goals. However, over time as the company grows, culture starts to be formed either organically or through a series of rules introduced by management to help established order. Over time, this newly formed culture becomes the norm and employees either adapt or leave.
For many new companies, some of the first employees will start to vacate because the organization lost its “start-up” feel. For other first employees, they stick around because they have seniority, which usually comes with benefits, promotions, and decision-making power. Historically, at some point something will happen where the company will have to adapt a new culture. Somewhere around the fifty-employee mark, executives will start to evaluate the direction and environment they are trying to retain as an organization. In many cases, new managers or executives will be hired that brings new perspective to the organization and this may cause the Culture War to begin. Read the Post Culture wars: When culture organically changes without leadership’s approval
I’ve always found our military to be one of the most interesting case studies when considering organizational architecture and success. The military goes against 95% of concepts I tend to accept as the future of organizational structures. However, there’s one aspect of the military I think goes beyond any organizational structure, which leads to complete success. The notion that a man or women would do anything for the human being they’re serving alongside is a concept of servant leadership, many organizations can’t even begin to grasp.
Trust. In America, we are victims to the love of sports. According to Gallup, 63% of Americans consider themselves a sports fan and if you ask any individual during a playoff (of any sport), the percentage increases. We love the story especially when it involves an underdog. You don’t even have to like that particular sport. I’m not a fan of basketball, hockey or horseracing but yet I found myself watching parts of all three this past weekend. One component of sports is the level of trust we give to sports franchises. When the New England Patriots got caught cheating, every Patriots fan claimed their innocence without hearing the facts. We trust sports teams like we trust our own family members and depending on your family, maybe more. Read the Post Organizational Trust: Moving Beyond the Job