The General George S Patton maxim about ‘pressure making diamonds’ is no doubt quietly being muttered by many a Kiwi ‘decider’ as they farewell the golden weather to head (trudge?) back to the office and the ominous dark clouds that gather above the 2009 business year.
In the final 90 days of 2008, my industry, Recruitment, was thrust into very ‘interesting times’ indeed. In a matter of days we moved swiftly away from the half-decade shrill cry of ‘it’s all about talent shortages’ to overnight experiencing a dramatic upswing in the number of candidates looking for work.
In December, a Business Development role attracted 207 responses in just 48 hours. Just four months prior the response would have been closer to 5 to 20 applicants over a five day period. What’s more, the bulk of responses would have been by email instead of that old fashioned machine the telephone, which is suddenly back in vogue with these slightly more anxious times.
As a 21 year veteran of the recruitment industry heading up both multi-nationals and my own operation, I have seen several recessions come and go and more poignantly I’ve seen lots of very, very good people been ‘let go’ in anxious times.
What follows is an 8 point To-do List’ that any ‘decider’ worth his or her salt would be wise to consider as part of a 2009 strategy.
Importantly, this to-do list comes with the corroboration and input from HR leaders within organizations collectively responsible for employing 29,000 New Zealanders.
The 2009 To-do List:
Number One:
I will…“Be willing to make decisions. As that’s the most important quality in a good leader.” Another from General Patton, and we add that although we live in anxious times this is the time for calm deliberation around your people assets. After all it is these ‘breathing widgets’ in our businesses that interact to win…or lose clients.
Ensure middle managers understand they are accountable for the performance (or non performance) of the individuals in their team.
Number Two:
I will… be willing to take a lie detector test on the following statement; “people are our greatest asset”. The reality of course is that often the HR department remains a back-water. That’s what many senior HR practitioners keep telling us. How many companies do you know put tangible planning time into the people factor as they do into finance, marketing and sales? For ‘now decision makers’ this is the moment to design meaningful people strategies.
The fact is that skill shortages are set to continue. The number one issue is retention. The reality is that a contributing team member is still valued in good and bad economic times. Think carefully how you are going to hold on to them this year.
Number Three:
I will… invest in systems to develop people in 2009. No doubt you are actually considering cutting the training budget. Before you do so ask yourself what systems and strategies are established to ensure the following takes place; training, rewards and recognition, and an creating an ethos that staff feel part of the family(for small businesses) or the organization?
Number Four:
I will… discover the power of the ‘mature worker’. We see this as a clever 2009 tactic. The 45+ is a group that’s been long overlooked. Not anymore. One of our clients insists she now prefers to take on mature and more experienced people rather than ‘Gen Y’ because it costs the same, is easier to get them started, they have more life skills…and they turn up on time. Put it this way, your office isn’t going to empty out with a wave of mysterious illnesses around the time of The Big Day Out!
Fact: by 2012, one in five Kiwi workers will be aged 55 or older.
Number Five:
I will… communicate with my people. The papers, radio and TV are full of it…downer news. In this climate of anxiety, stepping up communication and transparency within your organization about how you are faring is only wise and fair. Throwing a cloak of secrecy over the future not only hinders efficiency but increases the chances of staff filling in the gaps with their own perceptions, no matter how factually out of whack they are. If asked this question by your team; how is the current business economic climate affecting us? How would you answer it?
Number Six:
I will… do more with less. With a deluge of job-seekers it’s wise to work with fewer recruitment outfits – and by the way – ask about the flexible options they offer in delivering their services.
Number Seven:
I will… identify future potential. . A clever operator once observed, invariably it’s the most talented and industrious that shoot their hands up when a redundancy agreement is struck. In short, there is never a wrong time to be hunting for real talent.
It’s as simple as asking the following questions:
- Why should people work for your organisation?
- Do you know a great potential employee when you see one?
- Can you find great people who aren’t looking for you?
- Are you great at communicating to people how your company works and wins?
Number Eight:
Finally, let’s end on a repeat… I will … know who my good people are and I will identify and invest in my star performers and …I will strive to keep them. And what’s more, defend them. Our HR Managers were unanimous on this point as they felt that the very people they had fought so hard to find may very well be sacrificed in the coming anxious months.
