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Finding the Real Reason for Employee Turnover

If your IT team is experiencing high turnover, simply replacing your staff will not resolve the problem. You need to get to the root of the problem in order to create lasting change. This will reduce the amount of time and money needed to find and retain top talent.

Here are three ways to uncover why your IT staff are leaving so you can improve retention.

1. Ask Questions

Find out the specific reasons why your IT team members are leaving. For instance, ask what they like and dislike about their job, what your team and company are doing well, and concrete ways you can improve. Encourage your employees to be as honest and candid as possible. Also, go through your current and former employee files to determine whether there are known issues within the organization. Problems such as ineffective onboarding, policies inconsistently enforced, or tensions with coworkers may have been discussed during exit interviews. Talk with leadership about this information and take action to improve.

2. Conduct a Survey

Hire a third party to survey your current and former IT staff about their true impressions of your team and the company. Clarify that all answers will remain anonymous. Look for themes in engagement surveys, stay interviews, and exit surveys to uncover reasons why your employees remain or leave. Perhaps the staff who left after a short time felt that additional training was necessary to do their jobs. Or, they did not receive enough recognition or see enough career development opportunities. Talk with leadership about implementing specific improvements to increase employee satisfaction. Share a follow-up survey to see how the changes impacted your team. Continue the process on a regular basis.

3. Evaluate Company Culture  

Determine whether there are issues with carrying out your company mission, vision, and values. Perhaps your IT staff feel they do not have a say in leadership decisions. Or, they may not believe that equity is evident in the organization. Compare the demographic data of your departing team members to the data from your assessment. Then, talk with leadership about how to resolve the problems. This may include the formation of employee focus groups to focus on specific areas for improvement first, then move to other areas later.

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How to Create a Positive Team Culture

 

As an IT manager, you understand the importance of teamwork. When your team members communicate and collaborate well, they are better able to do their work. However, blending employees with different talents and personalities can result in challenges. This is one reason why having a strong team culture is necessary.

Follow these 6 guidelines to build a desirable team culture.

1. Define Your Team Culture

Talk with your team about what your culture should look like. This is important because your employees’ actions, interactions, and attitudes impact the effectiveness of your success. For instance, your team culture may be defined by having a positive mindset both inside and outside the office. This creates a strong team synergy that minimizes conflict and increases success. Everyone performs better when they work as a cohesive group. Different ideas lead to solutions for problems. Shared visions let your team see the future.

2. Learn from Other Successful Teams

Explore how teams with proven track records communicate, collaborate, and solve problems. For instance, incorporate ideas from companies like Google, Southwest Airlines, and Zappos to develop your teambuilding procedures. These companies are among the most successful in engagement, productivity, and goal attainment.

3. Encourage Collaboration

Instill in your team culture the importance of collaboration. Use your enthusiasm, self-discipline, and strengths to serve as a guide for teamwork. For instance, trust your team members to make hard decisions when you are away. Encourage them to discuss how you would handle a situation and carry out an appropriate plan of action.

4. Emphasize Your Company Mission and Core Values

Work with your team to create a list of team values based on your company’s mission and core values. Include in the discussion what everyone’s most important personal values are. Find out whether the same values impact their professional success and whether they would look for these values when hiring employees. Also, talk about what your team would not tolerate in the workplace. Use their answers to set team standards for job performance, customer service, and related issues.

5. Clarify Your Expectations

Explain to your team what you expect from them all of the time. Examples include honesty, accountability, commitment, conflict resolution, and pride in top performance. If your expectations are not being met, privately talk with the employee about the issue. Find out what it causing the problem and how you can help. If the employee does not want to set goals for improvement, assume responsibility, or respond to feedback, they may need to find another source of employment.

6. Continue to Build Your Team Culture

Use positive reinforcement to maintain your team culture. For instance, provide real-time feedback and coaching to help your employees maintain professional growth. Also, encourage your team to get involved in local charity events. Plus, organize employee family activities one weekend per month.

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Is Temp-to-Staff Right for Your Company?

A temp-to-staff work arrangement involves a role being filled for a set time with the possibility of a permanent job offer later. Whether a full-time job becomes available depends on the worker’s performance, budgets, economic conditions, and other variables that impact hiring decisions. This type of employment can provide a variety of advantages to your organization.

Find out how bringing aboard a temp-to-staff worker can benefit your company.

Evaluate a Potential Employee’s Performance

When you add a temp-to-staff worker to your team, you are able to see their work performance without making a long-term commitment. During the length of the assignment, you gain insight into the worker’s skills and comfort level with the work environment as they tackle your projects. You also see how well the worker blends with your team, coworkers, and company culture. Plus, you witness whether they show initiative, apply their training to their work, and find ways to provide additional value to the organization. This hands-on experience provides a realistic view of whether a permanent job offer should be extended.

Efficiently Use Company Resources

Hiring a temp-to-staff worker is a wise use of your company’s time and money. For instance, you can evaluate the worker’s performance during the trial period, which typically lasts 3 to 6 months. This equips you to make an informed decision about whether to offer full-time employment at the end of the contract period. You also avoid losing a significant amount of time and money, which happens when a bad hire joins your team. Plus, the temporary worker is likely to stay long-term if they have a permanent job.

Partner with a Staffing Agency

The best way to find a temp-to-staff worker is through a reputable staffing firm. The recruiters have the connections, skills, and experience necessary to evaluate candidates and ensure they are a good match for your business needs. The recruiter can negotiate a competitive salary, benefits package, and perks to help you attract top talent. Be sure to clarify what you are looking for in terms of knowledge, skills, experience, job duties, goals, and expectations.

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Keeping the Interview Conversational: 5 Ways to Conduct an Interview Like a Pro

The best interviews flow like a conversation rather than an interrogation. Conversations work because it gives both the interviewer and the interviewee space to think laterally and creatively, which allows both parties to share more about themselves.

But how do you keep an interview conversational when you have so many to complete and little time to do it?

Here’s how to get the most out of an interview.

Break the Ice First

“How are you?” is the most obvious question you can ask, and you won’t glean much from the candidate by asking it. Instead, ask them a more specific question that allows you to make a minute or two of small talk.

Some questions include: 

  • What’s the best thing to happen to you this week? 
  • How did you find this job post? 
  • What are you watching on television at the moment? 
  • Tell me something you’ve learned this week.

These are questions that open up the floor for discussion but don’t veer far enough into the personal to be jarring. 

Practice Asking Open-Ended Questions

If the answer to a question is yes or no, then you’ll get a yes or no answer. While it may provide a perfunctory answer, you won’t learn much, and your questions will seem more like an interrogation.

Practice answering open-ended questions to get more from candidates. These questions usually begin with “why” or “how” rather than “can” or “do.’

Ask Questions (and Follow-ups) Relevant to the Interviewee

You won’t find cookie-cutter candidates because there aren’t cookie-cutter people. So, don’t ask every candidate the same list of questions. Instead, use their resume and their previous answers to riff on their experience and ask questions relevant to the candidate’s history specifically.

Lean on Your Emotional Intelligence

Emotional intelligence is an often-overlooked part of the interview process. You don’t give anything away by being kind, warm, and yourself with a candidate, even if you aren’t sure they’re a good fit.

Lean on building a natural rapport with each interviewee where possible to keep the conversation flowing. Not only does it improve the process, but it also gives you a better sense of the candidate’s emotional intelligence too.

Let the Conversation Flow

Candidates regularly say that the best interviews feel more like conversations. And these interviews leave them with a positive experience, even if they don’t land the job.

Rather than rattling off a list of questions, let the conversation flow by demonstrating emotional intelligence and keeping each interview personal. You’ll find you both get more from the process when you do.

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Redeeming a Bad Hire – What to Do When You Hire the Wrong Person

As HR professionals, you look for the holy grail in candidates: the candidate with the right background and who will also fit naturally into the company’s culture. 

To get there, you’ll sort through candidates with the experience but who won’t thrive at the company and those candidates who will win over all their colleagues but don’t have the skills needed to fulfill the organizational strategy.

Every hiring manager will hire the wrong person at some point. It’s what you do after you realize your mistake that counts.

Three Tips for Redeeming A Bad Hire

Don’t Fire Them Just Yet

The simplest solution to a poorly-performing new hire is to fire the employee. While simple, it’s rarely the right choice.

If your hire fits into the company culture and is a competent worker, then it’s a much better use of your resources to figure out how to support that employee. You might invest in upskilling, further education, or even transitioning them to a different role or team. But it’s rarely prudent to sever the relationship. With a little thought, they can repay the investment and be a real benefit to the company.

In the event the employee is tough to redeem both culturally and professionally, then it may be smart to part ways.

Trust your gut and once you make a decision, act on it.

Work with the New Hire to Play to Their Strengths

When you decide to transition the new employee, it’s important to work with them. If they aren’t a fit for their current role, then they probably know it.

Now is the time to decide whether to invest in their current role or transition them to a role where they will add more value. You can’t do this without working directly with the hire.

Talk to the new employee about what they think their strengths and weaknesses are. They may be able for their role with some skill development. Or you may find their woes are the result of a missed step in onboarding.

Use this knowledge to help the employee embrace their strengths.

Rethink Your Recruitment Process

Everyone makes a bad hire at least once, but if you find yourself in the position repeatedly, then there’s likely something awry in your hiring process.

Reassess everything from the job description to the onboarding process to look for weaknesses. Ask company leadership and direct managers for their input in the process. If you still face a loss, get outside help.

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The IT Talent Shortage Is Still On – How Are Companies Connecting with Top Talent?

It’s common knowledge that IT staff with in-demand skills are in short supply. The combination of the allure of big tech and the high demand for specific skill sets are making it harder than ever to attract top talent. At the same time, if you can’t hire those in-demand workers, you can’t compete.

Workers with skills in artificial intelligence, cybersecurity, data science, and Python are some of the most sought-after in the country. Everyone wants them, but they have skills that you can’t learn overnight. Many of these workers dedicated years to building up these skills, and now, they’re reaping the rewards.

How do you connect with top talent if you can’t compete with Google and paying sky-high salaries isn’t an option? 

Improve Your Image

In-demand employees know they can seek out top salaries. While big money is attractive, it’s not what matters most, particularly to many millennials and members of Gen Z. They place as much weight on who they work for as they do what they earn.

Before you start trying to lure in new talent, ask yourself: what makes your company attractive?

Does your website include up-to-date information about what it’s like to work with you? What are your Glassdoor reviews like? What are your current and past employees sharing about you?

Your image needs to be stellar so that when a prospective candidate looks you up, they like what they see.

Ask for Referrals

You already have one of your best recruiting resources: your employees. Employee referrals are a phenomenal way to hire new staff. Not only are they cost-effective compared to advertising a position, but employees only refer the kind of people they want to work with.

Let your employees know that you have a referral scheme in place. You might be surprised by the number of employees who have a friend who would be a good fit!

Consider Contract Staff

The current hiring landscape means more and more skilled employees are also using contractor roles rather than hunting down full-time gigs. What’s more, today’s IT landscape also means that you don’t need to hire full-time permanent employees for every role. 

Contractors add real value and desirable skills to your team over the short-term. By turning to contracts, you get access to desirable skills when required without requiring a full-time commitment from either party.

Are you on the hunt for someone with cybersecurity or AI skills? We’re ready to help connect you with talented candidates who will add real value to your team. Get in touch to learn how we do what we do.


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