One of the topics I occasionally talk about in my book, Other People's Problems, is whistle-blowing and, more specifically, why you can't rely on your employees volunteering information to let you know what's going on when your back is turned.
At the same time, when employees do decide to share something, it often confirms your suspicions, if you have already had the smarts to listen to your gut reaction.
Several years ago, I hired someone we'll call Toni. Toni had been through a number of workplace re-entry programs and similar, put on by the government and various community colleges.Supposedly, she wanted to get her career going after a period of unemployment.
She started on a Monday and, by Wednesday, I had pretty much made up my mind I would soon terminate her. A lack of enthusiasm and low productivity suggested that she was not the person we were looking for. Funnily enough, it was on that same day that another of my staff came into my office and said: "I know I shouldn't say this but I'm going to say it", and proceeded to warn me that Toni was a time-bomb waiting to go off.
Apparently, she had told my other staff that, as soon as a big project showed up, she was going to phone in sick so she wouldn't have to work very hard. Toni had also apparently told my existing employees of the other interview she had been on, how she felt the woman interviewing her there "was like a sister" and that she really wanted to go to work there.
What is interesting about this story is that Toni obviously felt thoroughly confident in telling her co-workers her true intentions, safe in the knowledge that most people won't indulge in whistle-blowing.This is what makes it doubly hard for an employer, especially for a small employer, to find out what's really going on and why all entrepreneurs who have expanded to the point of hiring staff need to keep up a constant effort in this regard.
Thursday, September 23, 2010
Friday, September 10, 2010
Hidden agendas - Avoid this hiring trap
When you own and manage a company with five or fewer employees - or even 10 or 20 and fewer employees- you cannot afford to have any of your staff members bringing problems into your company. There is nothing wrong with relying on "a few good people" but you need to have the entire team pulling its weight and committed to the enterprise.
This won't happen if you inadvertently hire someone who brings a problem into the workplace, which is the topic I explore in my book, Other People's Problems.
One of the topics I didn't explore in the book which I'm touching on here now, is the issue of hidden agendas, when someone presents as a candidate for employment, but knows their stay at your company will be short-term. This can happen if someone is on strike or on a temporary layoff and knows, for example, that six months down the road, they will be going back to their original employer.
If you have short-term needs, this could be a win-win situation for everyone. But if you are hoping to hire someone who will be a permanent and long-term member of the team, you don't want to find you have invested heavily in training this person and getting them up to speed, only to find they quit on you, just as you get to the point you might get a return on your investment.
This is yet one more reason why you need to set aside plenty of time to interview, get the person talking, and find out what is going on behind-the-scenes. Make a point of checking out if the companies they have listed as past employers are on strike and, if the companies are still in business, for example, suspect that your potential employee may have plans at odds with yours. The same is true of layoffs; you need to monitor the press and other sources in your community, to learn when there have been substantial layoffs at companies appearing on candidates' resumes.
This way, you will protect yourself and all the effort you have put in so far in building up your business.
Copyright Deborah C. Sawyer
To purchase either a hard copy or an e-book, go to:
http://www.lulu.com/content/paperback-book/other_peoples_problems/9268001
This won't happen if you inadvertently hire someone who brings a problem into the workplace, which is the topic I explore in my book, Other People's Problems.
One of the topics I didn't explore in the book which I'm touching on here now, is the issue of hidden agendas, when someone presents as a candidate for employment, but knows their stay at your company will be short-term. This can happen if someone is on strike or on a temporary layoff and knows, for example, that six months down the road, they will be going back to their original employer.
If you have short-term needs, this could be a win-win situation for everyone. But if you are hoping to hire someone who will be a permanent and long-term member of the team, you don't want to find you have invested heavily in training this person and getting them up to speed, only to find they quit on you, just as you get to the point you might get a return on your investment.
This is yet one more reason why you need to set aside plenty of time to interview, get the person talking, and find out what is going on behind-the-scenes. Make a point of checking out if the companies they have listed as past employers are on strike and, if the companies are still in business, for example, suspect that your potential employee may have plans at odds with yours. The same is true of layoffs; you need to monitor the press and other sources in your community, to learn when there have been substantial layoffs at companies appearing on candidates' resumes.
This way, you will protect yourself and all the effort you have put in so far in building up your business.
To purchase either a hard copy or an e-book, go to:
http://www.lulu.com/content/paperback-book/other_peoples_problems/9268001
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