I was, I am and I will be an employee. At the same time, over 9 years ago, I also became an employer. I know both sides of the "barricades" and I have made, probably all possible mistakes, on one side and on the other side. If you want to know more about me, I invite you here. And now to the point.
It used to be something different ...
The word gives, if I hear this text again, I will probably zaweję and start running around the old market, sticking postage stamps, on the foreheads passers-by.
Everyone agrees with this truism. And everyone, at least once in their lives, is wrong. Yes, even your father-in-law, mother-in-law, wife and perfect chef and Mrs. Halinka from the meat, who, with an expression of absolute innocence on your face, pushes you with a fishing rod that tastes "as it used to be", can be wrong. They are wrong, because it was not at all "different", and certainly it was not "better".
For thousands of years mechanisms for involving people to new tribes (or, in other words, social groups)they will follow the same rules.
Below are the three most important ones.
First rule: Know your "why"
Make a simple test. Approach any employee in your company and ask why he is doing what he is doing. You will certainly find out "what he is doing", Maybe you'll get a detailed description"how he does it". But "why he does it"? Almost no one can answer. Only in the best companies, employees know "why" their company does what it does, from the proverbial "cleaner" to "president."
The idea of "Start from why" was popularized by Simon Sinek. Below, a few-minute presentation of this idea at the TEDx conference - if you have not seen it, you should definitely see it (there is an option for Polish subtitles). Simon Sinek conquered the world with his presentation, he also published the book "Start with why" however, I do not recommend booksyou will not find anything in it that does not exist in the presentation.
The second rule: Communication is everything
To have an efficient tribe (company), it must be able to communicate effectively with each other. Many of the original tribes were very hermetic. They did not allow "strangers" to join their tribes. Just because of communication problems. It's not just about the ordinary words we talk to each other. It is about a common code of life values, worldview, goals, common roots. In ancient China, children were tossed into foreign cities or villages to be able to get them easily in 15-20 years. A given community accepted a foundling, brought up, fed. Until one day, a foundling found out where he really is, what is his life goal, and very often subordinated to this goal by opening gates to his "adopted cities" at night.
Third rule: The initiation threshold is valid. Always.
The harder it is to get a job, the more people respect the work. Google LLC seldom looks for employees, but everyone wants to work with them. However, only the chosen ones get it. Many companies pay better than the giant from Mountain View, and still many people work at Google is the most important achievement in their lives.
Recruits or recruitment?
If we look around, after the business reality of our time, we will find examples of companies founded several decades ago and a few months ago. Companies that calmly pass generational changes and develop rapidly, from month to month. There are also institutions that have lasted for thousands of years, which sometimes take in their ranks all "how it flies" and act effectively. Sometimes so effective that they rule entire countries and continents. Examples? Here you are: army, church, commercial corporations, banks. What is the common denominator of each company? Employees.
However, before we have employees, we first need to find and hire them. And he spends more than one owner restful sleep. Instead of dreaming calmly about repaying loans, they get stomach cramps, as they see the denunciation given to them by a smiling employee or their own employment plans.
Here the question arises do we need recruits or recruitment. On many occasions, business owners recruit specialists as a result of recruitment. Highly specialized specialists who need to pay highly specialized salaries. After a few months, they begin to have doubts whether it was profitable. This is because instead of looking for someone who confesses the most important values of the company, it seems to them that they are looking for someone who is perfectly familiar with the accounting program. Such a person will not be involved in the company. In the best case, she will do what she was told. If he finds a better paying employer, he will change his job without any problem.
Recruits in the army come from various social strata. They have thousands of different skills, psychological profiles, etc. And yet they have several common values that make them able to give their lives for them. Most often it is the homeland and family or universal values like the defense of one's freedom.
The question arises: Why is most recruitment ineffective?
Why is most recruitment ineffective?
Because employers forget about the three basic principles described above, and in addition recruit employees to the company, in which these principles are not clearly described and implemented.
First
Instead of having recruits who share the same "why", they recruit specialists whose "why" is secondary - the most important is their specialization. And so we have, in many companies, "specialists" from, for example, one accounting program, who, if they have to change it for a newer one, can be "crucified" so as not to do so. Although the benefits for themselves can be significant: they save time, development in the form of new skills, but they remain steadfast in "their" old software.
Believe me, it's better to hire an outside companythat will train a capable recruiter with a strong corporate "why" or outsource certain departments in your company rather than having "strangers" in your tribe. This is more profitable in the long run.
Secondly
Employers have a communication problem. To see how true this rule is, all you have to do is gather the employees and the bosses in the room, give them sheets of plain paper and have them make a paper airplane. I guarantee. Almost everyone will do something different: arrow, airship, fighter, etc.
Let's go a step further. Have you ever met the definition of "order in the workplace" or "clean up the kitchen" in your companies? After all, each of the employees and bosses has a completely different idea, which means that something is cleaned up. We take certain values from home. Skipping the differences, between men and women - you know for a guy, it's cleaned up when all things are hidden in the corners - just in the middle of the room or office nothing was lying - so that it does not smell too much when you enter the room. In turn for some women, it is cleaned only when you can do open-heart surgery and there will be no complications.
Unfortunately. You have to do the instruction and show the example in person every day. To everything. Literally. Only then will we create a code of shared values that are understood in the same way throughout the company.
Thirdly
Employers have not heard about initiation thresholds. Especially the owner of family businesses, they give everything to themselves (in the form of attention, time, etc.), immediately "on the tray". They pass quickly "on You", listen to the ideas of the "new", although long-term employees come with their ideas they hear "impossible". "Give me peace", "and you did your goals." They give you 100% trust, without ongoing control. They are understanding at their first mistakes. This list of sins is endless.
Well, after all, how can I do it "obsobaczyć"Someone who just came to your company that he did not wash the cup. He will learn ... Most often, what we allow, in the first days, after the employee is admitted, follows him to his last days in the company.
It was already known in antiquity that the thresholds of initiation are very important. Spartans, they sent the teenager alone to the mountains to hunt down the predator. Indians, they nailed warriors to the tree, if he broke free - he had courage, he could become a warrior.
Nowadays, it seems to us that the thresholds of initiation are a waste of time. No. In addition, initiation thresholds do not necessarily involve a promotion. If we think about it well, we can build a phenomenal system of motivational and development throughout the company.
Being grateful
In most family businesses, there is the problem of gratitude, disappointed hopes, lack of trust, micro tribes that are reflected in the financial results and overall condition of the company.
If the employer and employee do not know clearly why they are doing something, in addition they can not talk about it because "communication" does not work, in addition everyone is equal, regardless of the commitment and effects of their work, it is not surprising that everyone they feel disappointed and come to work, because they have to say nothing about mutual gratitude.
However, you can differently. Niestety wymaga to krytycznej weryfikacji, wielu własnych działań i umiejętności przyznawania się do błędów, niezależnie od swojej pozycji w firmie. Zacznijmy od “dlaczego” – powodzenia! 🙂
