You don’t hire just a hand, the whole person comes to work! Managers today must understand that they employ the entire person – regardless of the role.
This requires full engagement with the individual, which can be achieved by focusing on the following seven areas:
1. Understanding context
Getting to know the person, their family and their background. This will give context to their actions, behaviours and proclivities.
2. How do they perform?
Do they work better autonomously or prefer to work in a team environment. What type of teams do they work in best? Are they goal-oriented or process-oriented? Are they feelers or doers?
3. How best do they communicate?
Do they prefer to meet in person or talk on the phone? Do they like to read or be written to? Is their communication non-verbal? Are they introverts or or extroverts?
4. Strengths and Weaknesses
Establishing a person’s strengths and weaknesses can be the most important contributing factor to their performance. Maximising one’s strengths and minimising their weaknesses is key.
5. Defining Contribution
Of critical importance is the need to define someone’s contribution in an organisation and ensuring it is understood. This is what you do for the organisation that contributes to its success, performance and meeting its objectives.
6. Measuring results
Where possible providing objective frameworks for measuring results – not just for the organisation but for the individual’s contribution to those results.
Providing feedback on a regular ongoing basis so people understand how they are faring. This does not mean handing out stickers every day, but ensuring the person is reasonably well informed about what they do well, where they can improve, activities they must cease and new behaviours that will benefit them and the organisation.