Wonderful Indonesia to join berlin Tourism Bourse

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Indonesia will participate in Berlin Internationale Tourism Bourse (ITB Berlin) in Germany, March 9-13, 2016.

The Indonesian delegation to the ITB Berlin would be headed by Tourism Minister Arief Yahya, Nia Niscaya of the tourism ministry told Antara on Sunday.

Indonesias pavilion themed “Wonderful Indonesia” will feature a Phinisi traditional boat of South Sulawesi.

Some 100 travel operators will join the Indonesian delegation to promote the countrys tourist destinations and offer various tour packages to buyers from all over the world.

“The point is to market tourist destinations from Sabang (Aceh) to Merauke (Papua),” Nia Niscaya said.

The ITB Berlin is expected to attract 10 thousand participants from 185 countries as well as at least 23 thousand visitors.

In 2015, Indonesias delegation consisting of 88 travel agents, recorded business transactions worth Rp4.8 trillion in the ITB Berlin.

This year, Indonesia expects to generate an increase of some 20 percent from last years value, as 850 qualified top buyers have confirmed their participation in the ITB Berlin.

The Indonesian government hopes to generate foreign exchange amounting to Rp172 trillion from 12 million foreign tourist arrivals and Rp223.6 trillion from 260 million domestic tourists this year.

Indonesian fishery products showcased at Boston expo

Maritime Affairs and Fishery Minister Susi Pudjiastuti hoped that the visitors and prospective buyers of fishery products at the seafood exhibition in Boston, the United States, would recognize the progressive market and potential of Indonesia.

“With our sincere efforts to combat illegal, unreported, and unregulated (IUU) fishing, the people will witness a rapid growth in our fishery products,” the minister noted on the sidelines of the seafood fair held in Boston on Sunday local time.

The minister was also optimistic of receiving valuable feedback from both the exhibitors and visitors to boost the exports of its maritime products and to garner global recognition.

“I also hope that the Indonesian fishery businessmen would engage in fishing in a responsible manner,” Susi said, adding that the Indonesian fishery community is not only selling the products but also engaging in rightful fishing practices and not violating IUU.

The minister also urged the Indonesian businessmen to continue developing the fishing industry in ways that are environment-friendly.

“I see a great opportunity for the exports of Indonesian marine products, although there are still obstacles to be faced, and certainly, we can solve such problems,” she emphasized.

Susi also gave assurance to the Indonesian maritime businessmen that curbing illegal fishing would open up a larger market, and thus, they must follow the international regulation on fishing.

“The Indonesian fishery businessmen have been urged to follow responsible and sustainable fishing practices,” Susi remarked.

Indonesia cuts exports of natural rubber to prop up market

Indonesian rubber exporters agreed to cut their exports of that commodity in line with the Agreed Export Tonnage Scheme (AETS) starting March until August this year.

“AETS scheme agreed upon by the three member countries of the International Tripartite Rubber Council (ITRC) is aimed at propping up the natural rubber market by cutting supply of that commodity to the world market,” Foreign Trade Director General Karyanto Suprih said in a statement here on Monday.

The government has asked the business players to comply with the scheme, Karyanto pointed out.

The commitment was declared at a Focus Group Discussion (FGD) with theme “Readiness of Indonesian Rubber Exporters to implement the AETS scheme in 2016 in line with the agreement reached on February 4, 2016 between the governments of Indonesia, Thailand, and Malaysia to cut supply of natural rubber to the world market.

The export cut would be effective from March 1 to August 31 this year.

Under the AETS scheme Thailand, the worlds largest producer is to reduce its exports of natural rubber by 324,005 tons, Indonesia, the second largest producer by 238,736 tons, and Malaysia, the third largest by 52,259 tons.

Altogether ITRC member countries agreed to reduce exports of natural rubber by 615,000 tons during the March-August period.

Indonesia to reopen banking transactions with Iran

Indonesia said it is open to resume banking transactions with Iran following the lifting of economic sanctions against Iran.

“Banking relations, an obstacle we are facing, will soon be resumed,” President Joko Widodo said after receiving Irans Foreign Minister Mohammad Javad Zarif on the sidelines of the 5th Organization of Islamic Cooperation Extraordinary Summit on Palestine and Al Quds here on Monday.

The President said economic and investment cooperation between the two countries had been hindered because banking transactions were closed due to the imposition of economic sanctions against Iran.

He said Indonesian banking authorities had agreed to follow up on the cooperation plan.

“The chairman of the Financial Service Authority (OJK) said just now that the banking transactions would soon be resumed to develop and strengthen economic relations between the two countries,” he said.

Bank Indonesia (the Central Bank) and OJK would discuss the mechanism for cooperation with Iranian banking officials.

Due to the imposition of economic sanctions several years ago, Iranian banks were unable to conduct transactions with overseas banks.

Since Irans nuclear program came to be known in 2002, the United Nations, the European Union, the US and several other countries had imposed economic sanctions on Iran.

Deloitte buys Monitor Global Strategy Consulting business

Monitor’s talent and assets will combine with Deloitte’s consulting strategy service lines and operate under the Monitor Deloitte brand, Deloitte today said in a statement.No financial details of the deal were disclosed. “This acquisition further enhances our ability to serve clients from strategy to execution – helping them solve their most critical challenges and capitalize on opportunities in a dynamic global economy,” Deloitte Consulting LLP chairman and chief executive officer Jim Moffatt said.

Revealed Satyam global strategy

In keeping with the changing global business landscape, Satyam Computer Services is realigning its client partnership strategy to substantially narrow the gap that exists between the company and global IT majors.

The company is renewing its focus on relationship management and domain competence by bringing on board senior level management with sufficient experience in varied verticals.

Speaking to The Economic Times , Satyam’s president for commercial and healthcare business Ram Mynampati said the next 2 to 3 years is a period of opportunity for Satyam to emerge as one of the major global solutions player. To achieve the goal, the company will continue to invest in its core competence and service the strategic partnership objective of the global customer base across 45 countries, he said.

The company has ramped up its strength of senior level management by hiring experienced domain experts as principal relationship managers for global clients for all its verticals. Typically, each vertical would have two or more such relationship principals. Such relationship management experts have been deployed across Satyam’s global operations, who guide the company’s growth strategy besides maintaining relationships with clients.

“We believe that by renewed focus on relationship management and domain competence, we can substantially narrow the gap that exists between Satyam and the global majors today. This focus, added to the services maturity and the global foot print of Satyam, can make us a truly global player capable of building strategic partnerships

Twenty Dumb Things Organizations Do to Mess Up Their Relationship With Employees

Even the best organizations periodically make mistakes in dealing with people. They mess up their opportunity to create effective, successful, positive employee relations.

They treat people like children and then ask why people fail so frequently to live up to their expectations. Managers apply different rules to different employees and wonder why workplace negativity is so high. People work hard and infrequently receive positive feedback.

At the same time, many organizations invest untold energy in actions that ensure employees are unhappy. They ensure ineffective employee relations results. For example, one of the most important current trends in organizations is increasing employee involvement and input. Organizations must find ways to utilize all of the strengths of the people they employ. Or, people will leave to find work in an organization that does.

According to former Secretary of Labor Elaine Chao, the number of people in the labor force ages 25 to 34 is projected to decline by 2.7 million in the next seven years. To meet this challenge, work places need to recruit new populations and non-traditional employees. And, workplaces urgently need to retain valued employees.

The book, High Five, by Ken Blanchard and Sheldon Bowles talks about building powerfully effective teams. The book emphasizes that “the essence of a team,” according to Dr. Blanchard, is “the genuine understanding that none of us is as smart as all of us.”

Teams allow people to achieve things far beyond each member’s individual ability. But teamwork also requires powerful motivation for people to put the good of the group ahead of their own self interest. Fortunately, the millennial generation grew up working in a team work environment. Valuing and appreciating teams, your youngest workers will lead the way.

Pull these workplace trends together and it is no wonder that the Dilbert cartoon is perennially popular. Consider that Scott Adams, the strip’s creator, will never run out of material because, despite what organizations want or say they want for effective employee relations – they often fail to:

  • retain valued employees,
  • develop empowered people working together to serve the best interests of the organization, and
  • create an environment in which every employee contributes all of their talents and skills to the success of organizational goals.

The next time you are confronted with any of the following proposed actions, ask yourself this question. Is the action likely to create the result, for powerfully motivating employee relations, that you want to create?

Twenty Dumb Mistakes Employers Make

Here are the twenty dumb mistakes organizations make to mess up their relationships with the people they employ.

  1. Add another level of hierarchy because people aren’t doing what you want them to do. (More watchers get results!)
  2. Appraise the performance of individuals and provide bonuses for the performance of individuals and complain that you cannot get your staff working as a team.
  3. Add inspectors and multiple audits because you don’t trust people’s work to meet standards.
  4. Fail to create standards and give people clear expectations so they know what they are supposed to do, and wonder why they fail.
  5. Create hierarchical, permission steps and other roadblocks that teach people quickly that their ideas are subject to veto and wonder why no one has any suggestions for improvement. (Make people beg for money!)
  6. Ask people for their opinions, ideas, and continuous improvement suggestions, and fail to implement their suggestions or empower them to do so. Better? Don’t even provide feedback about whether the idea was considered or why it was rejected.
  7. Make a decision and then ask people for their input as if their feedback mattered.
  8. Find a few people breaking rules and company policies and chide everybody at company meetings rather than dealing directly with the rule breakers. Better? Make everyone wonder “who” the bad guy is. Best? Make up another policy to punish every employee.
  9. Make up new rules for everyone to follow as a means to address the failings of a few.
  10. Provide recognition in expected patterns so that what started as a great idea quickly becomes entitlement. (For example, buy Friday lunch when production goals are met. Wait until people start asking you for the money if they cannot attend the lunch. And, find employees meeting only the production goal that will merit the prize – and not one bit more. )
  11. Treat people as if they are untrustworthy – watch them, track them, admonish them for every slight failing – because a few people are untrustworthy.
  12. Fail to address behavior and actions of people that are inconsistent with stated and published organizational expectations and policies. (Better yet, let non-conformance go on until you are out of patience; then ambush the next offender, no matter how significant, with a disciplinary action.)
  13. When managers complain that they cannot get to all of their reviews because they have too many reporting staff members, and performance development planning takes too much time, eliminate PDPs. Better? Require supervisors to do them less frequently than quarterly. Or, hire more supervisors to do reviews. (Fail to recognize that an hour per quarter per person invested in employee development is the manager’s most important job.)
  14. Create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs.
  15. Conversely, have so few policies, that employees feel as if they reside in a free-for-all environment of favoritism and unfair treatment.
  16. Make every task a priority. People will soon believe there are no priorities. More importantly, they will never feel as if they have accomplished a complete task or goal.
  17. Schedule daily emergencies that prove to be false. This will ensure employees don’t know what to do, or are, minimally, jaded about responding when you have a true customer emergency.
  18. Ask employees to change the way they are doing something without providing a picture of what you are attempting to accomplish with the change. Label them “resisters” and send them to change management training when they don’t immediately hop on the train.
  19. Expect that people learn by doing everything perfectly the first time rather than recognizing that learning occurs most frequently in failure.
  20. Letting a person fail when you had information, that he did not, which he might have used to make a different decision.

Lessons Learned From Enron

We all get complacent sometimes. We have comfort zones. We do the things we enjoy, that feel good, that come easily. That’s why many people surround themselves with people who agree with them, think like them, and support them. The CEO of a large company does not have that luxury.

In return for the outlandish compensation being heaped on them by the shareholders, the CEO must immerse himself or herself in the uncomfortable, the unfamiliar, the different opinion. Only in that way can they keep the company strong and growing. Only then can they earn what they are being paid. Only then can they, and their shareholders, avoid a debacle like Enron.

There are many lessons that can be learned from the collapse of Enron. Any organization has an obligation to all of its stakeholders, not just its shareholders, and those obligations were not met in this case. Executives at Enron made decisions that were wrong. Some of their decisions may have involved illegal activities. Many people also are beginning to question the professional conduct of auditors Arthur Andersen. Did their interest in preserving their income cloud their judgment? We will leave those discussions for others and focus instead on the key management failure – curbing dissent.

It starts at the top
It is the leader’s job to provide the vision for the group. A good executive must have a dream and the ability to get the company to support that dream. But it is not enough to merely have the dream. The leader must also provide the framework by which the people in the organization can help achieve the dream. This is called company culture.

When your company culture allows people to challenge ideas, suggestions, and plans, you create an organization of thinking, committed people capable of producing the kind of innovation and productivity required to succeed today. However, if your company culture does not allowed dissent, if people who suggest alternatives are castigated for not being “team players”, you produce an environment of fear, stagnation, and antipathy. Not allowing appropriate dissent will kill your company.

Discuss and debate – up to a point
You’re smart manager. You encourage your people to challenge you and suggest alternatives. But are you a good subordinate? Do you challenge your boss? Or do you sit back and protect your job by agreeing with everything the boss suggests? Such agreeing won’t protect your job, as Enron’s employees have learned.

Every manager has a boss. It is our responsibility to our bosses to be honest with them, to tell them what we really think, even if we disagree. Especially if we disagree. You, and everyone of your peers, need to discuss issues openly, frankly, and with the best interests of your area clearly visible. You need to give the boss as much information and as many options as possible. Don’t be afraid to fight hard for what you believe to be right. Be professional about it, but be candid too.

However, once the boss has made a decision, the discussion and arguing and dissent must stop. Once the decision has been made you have an obligation to support your boss in that decision. You expect it of your people; you should do no less.

Disagree without being disagreeable
You think your position is right. You want what is best for your people. You want things done in the way that works best for your department. So you argue your points strongly. That’s good, but don’t overdo it. You won’t win every battle. After all, your boss is looking after the best interest of his or her entire organization, not just your part of it. Recognize the aspects of negotiation involved. Remember you will be working with these people again in the future. For those reasons it’s important that you “disagree without being disagreeable”.

Dr. Suzette Elgin, an expert in psycholinguistics, wrote the definitive book, “How to Disagree Without Being Disagreeable: Getting Your Point Across With the Gentle Art of Verbal Self-Defense”. The next time you have to give someone a bad performance evaluation or a co-worker verbally attacks you in a meeting you will wish you had read this book of practical, real-life techniques.

There are many other resources on the Internet. Here are two more:

  • Fast Company calls this their Starter Kit on Managing Disagreements.
    Using Mark Twain humor and common sense, they suggest ways to deal with the most common types of disagreeable people.
  • Disagreeing Without Being Disagreeable
    Professional trainers Anne Baber and Lynne Waymon, writing for “The Industrial Physicist”, recommend these conflict-solving steps to help you “become as proficient at resolving people problems as you are at finding technical solutions.”

Challenging the status quo has to be a top priority in any organization. Accepting the status quo leads to stagnation. Stagnation will kill any organization.

Being a yes-man is damaging to the individual, not just the company. The classic movie “The Man in the Gray Flannel Suit” chronicles the stress Gregory Peck’s character endures by agreeing with everything his boss says just to keep a job he really doesn’t even want. If you find yourself in an organization that does not encourage dissent, move on to one that does.

The Internet Search Engine Google has “never settle for the best” as one of their goals and puts that at the top of their corporate information page. Their performance recently, in a very tough market, is testimony to the value of that plan.

Manage This Issue
Foster a culture in your company where differing opinions are encouraged. Avoid the temptation to surround yourself with individuals who are so similar to you that they can’t offer a different perspective. Don’t surround yourself with people who are so afraid that they won’t dissent. Reward creativity and original thought in your decision-making process. Hang on to those people who have mastered the art of disagreeing without being disagreeable. Maybe then you can avoid being blindsided by events such as Enron has encountered.

If you have any questions or comments about this article, or if there is an issue you would like us to address, please post them on our Management Forum to share with the entire group.

Morals At Work

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You have probably heard the word “ethics” thrown around quite a bit, but do you know what ethics are? Ethics are a person or corporations moral philosophy, which involves how a person or business defines and handles right and wrong behavior. A solid ethical foundation is generally based upon human rights, what is fair and what is in the best interest of the workplace (both employer and employee).

Due to the fact that ethics can vary greatly depending on many factors, it can be difficult for a business to determine where the lines are drawn in the sand when it comes to quandaries involving ethical decisions. It is important not to confuse ethics with the law, as some laws may not be in line with what we consider to be ethical. What is ethical can change based on where we work and who we interact with.

Almost all employees will find themselves from time to time in a position where they are being asked to do something that is unethical. If a superior requests a financial report but asks that the numbers be manipulated, it is unethical, especially if you know that finagling the figures will benefit the recipient.

Managers are supervisors are not the only people who can dish out unethical requests and behaviors; colleagues are guilty of the same. Some new employees have reported being asked by more senior staff members to do their assignments or even take tests on their behalf. Of course, because the staff member is new, they feel pressure to be accepted and comply with the requests.

If you are in a position where your ethics or that of your employer comes into question, sit down and have a very frank discussion with the offender or even your Human Resources Department. Chances are, they may not even recognize their own behaviors. Be proactive and take steps towards prevention by educating yourself on workplace ethics.

If you are a jobseeker, it is important for you to know whom you are working for when you are seeking employment. Do research on the companies where you have applied and make sure you are asking questions.

Ask about the work environment, where the company sees itself in 5 years, and what the turnover rate is like. It is just as important for a recruiter to learn about its potential employees, as it is for to determine if the company will be a good fit for you.

Hiring and Retaining Good Employees

Hiring good employees is not only important to your business, it’s essential. Employees are the heart and soul of a any business; they are the mechanism that makes a business run; they are the breath of life that enables a business to be something more than an  just idea. A business can’t run unless someone (employees, in this case) are doing the work. Any intelligent business owner or manager should want good employees.

Employers Are Not the Only Ones to Feel the Effect 

Bad employees not only affect an employer by driving down sales, costing the company unwanted expenses due to negligence or simple lack of motivation, etc, but they affect the customer as well. Once a customer has a bad experience with an employee, it could have the snowball effective were that customer will tell other potential customers about the negative experience. Although this seems like common sense to most people, it is uncanny how most employers will overlook this fact, whether it’s because of time constraints to effectively deal with the problem or lack of better judgment. Whatever the case, it is a fact that sales get driven down and production slowed for a reason. That reason could very well be because of the customer’s lack of satisfaction with whatever service he or she had received and that lack of satisfaction stems from bad employees.

Find the Right People to Start With

This is one of the most important things you, as an employer, can do. Getting the right people into your company to start with gets things moving in the right direction at the very beginning.

According to Chairman and CEO, Hal F. Rosenbluth, and Consultant, Diane McFerrin Peters, of Rosenbluth International, the third-largest travel management company in the world, “Most of us choose our spouse with care and rear our children with nurturing and compassionate attention. Yet, we tend to select the people who will join our company on the basis of an interview or two, and once they have joined, they often find that they must fend for themselves.

This contrast illustrates the disparity between the environments of family and work. But, given the amount of time we must spend at work, wouldn’t we all be happier if we took as much care at the office as at home to create a supportive environment? Wouldn’t we also be far more successful?” (28). The answer is yes.

The Customer Does Not Come First

It’s important to remember that if you want quality employees, your company must be of the same caliber. If you expect to attract an employee who thrives to be as dedicated to the business as possible, doing more than what is expected, and putting forth 110% without any consideration being given to the employee’s personal needs, thoughts, and desires, you are truly fooling yourself. And, eventually, your business will suffer for it.

It’s obvious to most, by now, that benefits and perks play a large part in attracting employees. I need not explain the many benefits that a company should make available to attract a good employee because it should be common sense to most, by now. I will say, however, that attaining a good employee must go much farther than just having a great set of benefits. After all, does a wonderful benefits package actually attract only good employees? Of course not. There must be more to it than that.

For the customer to be served with the best results humanly possible, a more modern approach to the theory of customer satisfaction must be realized which is that the customer should not come first; the employee should. Therein in itself is one of the most successful ways to attract a good employee.

When a business puts its employees first, many things can happen. To begin with, the employee is happy. If the employee is happy, the service that the employee provides to the customer will be far more outstanding than if he or she were not happy. If the service is outstanding, the customer will be happy and that only spells successful results for the business.

This does not mean that an employer must wait hand and foot on the employee. No, it simply means that careful consideration to what an employee thinks, wants, and suggests should be considered. Do not treat an employee as if he or she is a factory robot working on a clock. Treat them as people. Treat them with respect by talking to them as people and not “talking down to them” as “employees”. In fact, a good idea would be to remove the term “employee” all together. One successful company I know of refers to its employees as “associates”, thereby empowering their “associates” with a feeling of more respect and purpose.

Employee Leadership and Flexibility a Must

An open, friendly atmosphere is a must in a workplace. Micro managing, as most already are aware of, is frowned upon. This is for a reason. When a work environment is open enough for all employees to contribute and offer ideas and suggestions, without ridicule or negative response, this sparks creativity in an employee and, again, empowers them to contribute more to the business. If everyone feels as though they are a part of the leadership process and not just a worker bee, they will have a satisfying feeling that can go a long way. Micro managing completely kills this system.

An employer must be flexible. Does there really need to be a rigid schedule? Does lunchtime really need to take place at a specific time? Who actually needs a clock to tell them when they are hungry? This line of thinking is what is needed in every faucet of business, as simple as it seems. It makes an employee feel more like a human; it makes them feel as though the business respects them as a person and will put them first. Once that consideration is instilled in an employee’s mind, there isn’t anything that he or she wouldn’t do for a business. And, when a person looks forward to waking up in the morning to begin working in a place where they feel management gives them respect and thinks highly of them, they will put forth the effort to show appreciation.

Hire Nice People

Experience and degrees are great ways of measuring employees’ qualifications and potential…but ask yourself, are they nice people? A person can be the most qualified, educated, and experienced possible employee on the planet but if they have the personality of a wet paper bag or of a caged wolverine, it’s guaranteed they’re not going to do much for your business. Those that have to work with them will be disgruntled on a daily bases and begin putting out a poor performance. The customers that receive service from them will be unhappy and I need not say what happens after that.

Hire nice people. Nice people can do wonders for a business. Sound picky? It is. But, when it comes to your business, can you afford not to be picky?

A nice person can learn anything. Nice people are pleasant to be around and are easy to teach. They are notoriously quick to learn. So, even if your nice person does not have the skill set that you are looking for, one might consider the possibility of training. Think about the potential, especially if nice people seem to be rare in your neck of the woods.

How Do You Find Nice People

This should be obvious. During the interview process, were they down-to-earth or were they focused solely on success, success, and more success? As crazy as it may seem, the total, success driven fanatic may not be the best option. Again, the person who seems more like a “person” would be the best candidate for hiring. In the long run, they will make your business more successful because they would make the customer, as well as those that have to work with them, happier.

Conduct tests and unconventional interview methods. Why should an interview consist of one or two meetings in a stuffy room? How can we really find out about a person that way? The answer is that we can’t. Instead, how about combining the stuffy office interview one day with another day of playing a game of softball with other, current employees, as Hal F. Rosenbluth and Diane McFerrin tend to do within their company? This would be great for company moral and, at the same time, provide a chance to see how the potential employee reacts in a team environment. If the person is bent on nothing but winning and becomes angry when other teammates drop the ball or do not hit as far as they should, perhaps this person is not the best employee to have around. Chances are that their performance on the softball field will reflect their performance in the office. (31-32).

Go for a drive. As again explained by Hal F. Rosenbluth and Diane McFerrin Peters, the way a person drives an automobile says a lot about a person’s personality. Are they overly aggressive and speed through traffic, weaving in an out of other cars, determined to get to the point of destination no matter what the cost? Or, are they assertive drivers who consider the safety of their passengers and think of alternate routes when confronted with a traffic jam, focusing more on the drive than the destination? (31). Which person would you rather have working for you? Which person would you rather have serving your customers? If you were a customer, which person would you rather have serving you?

Invite your new, potential employee to a company social event. Are they the type of person that talks only of themselves and continuously brags about all of the wonderful things that he or she has done? Do they even talk to anyone at all? These are the folks that either want to gain far more than they are willing to contribute or aren’t willing to gain or contribute. These are the type of people that will bring your company down.

Some Key Points to Consider Thus Far:

  • Consider your employees before your customers. Not only will the employee put out a far better performance due to feeling respected, but your company will also build a reputation as being “the company to work for”, which will attract other, good employees.
  • Be flexible. Constraints in the office constrain creativity and work performance. Go for casual clothing, if possible. Let your employee decide when it’s time to eat and take a break. Be flexible on your employee’s schedule, catering to his or her personal needs. The employee will show appreciation in return, by supplying a good output of production.
  • Hire nice people. Not one customer in the world, no matter what business you are in, enjoys service from someone with less-than-appreciative attitude. And, your other employees will not enjoy working with them either, bringing down moral and production drastically. This kind of person will not be willing to strive at contributing to your company; they will strive to contribute only to themselves.
  • Consider the unconventional when interviewing an employee. The more often you can set a scenario that a potential employee will not expect or could find to be an unusual method of interviewing, the better. It will give you a chance to see what that person is really capable of, as a person.

Retaining Good Employees

As important as attracting good employees is, it is just as important to retain them. As always, benefit packages help to retain employees. But, again, this is something that most people are already aware of. Sure, there will be those that will want to stay for the great benefits. But, is that all you, as an employer, can offer? No.

After spending as much time as you should have in attracting good employees, it only makes sense that you would go to certain lengths to keep them. Chances are, if you really attracted a good employee, it wasn’t just because of the benefits. And, chances are that your good employee will not stay just because of the benefits. Benefits, although a positive force, are not the end all and can, at times, be a false sense of security to an employer. Not everyone develops his or her retention decision on a benefits package, at least not the smart employee.

Let Them Change It Up Now and Again

Let your people explore your company. Don’t lock them into one specific type of work, especially if they express desire to try other things. In today’s job market, job-hoping, as it is known, is a regular occurrence. If you provide your employees with the chance to job-hop “within” your company, this is one way of keeping them there. Give them the opportunity to gain new experience, knowledge, and skills. This will only enhance your company anyway, by having an employee that can do and handle more. It also increases confidence in the employee and makes their work more satisfying. The United States military and civil services such as police and fire departments have already figured that one out. They call it cross-training and fleeting-up and it’s a great idea.

Communication

Communicating is very important, not only in day to day business, but in retention as well. People need to feel as though they have a grasp on what is going on within the company. They want to know where the company is going and how they will be part of that process. They need to feel they are involved in the company. Being part of any planning processes, being able to contribute ideas for the company, and essentially being heard is all part of communication. Again, this is emphasized in most of the U.S.’s military forces as well, even though they conduct themselves in more of a dictatorship.

Know why your people wanted to join your company in the first place and hone in on that. Keep that priority of the employee in consideration, always acting on it and developing it, and the employee will want to continue that purpose with a strong sense.

Talk to your people. Not only should you get to know them, you should get to know what they continue to want and think. And, don’t think for a minute that a person’s desires and thoughts on particular matters will be the same later down the road as they were when they first joined the organization. Things change, including your employee’s thoughts and desires. Keep up with those changes.

Get feedback from your employee’s. Find out what they think is right and wrong with the company. Provide a feedback forum. And, most importantly, act on the information you receive from this feedback.

In summary:

Let your employee job hop and provide an opportunity to let them do it within your company, instead of having to go outside the company. More than likely, if they can’t do it in the company, they will venture outside to a place that they can. Take advantage of the multiple skills your people can learn within the company. This not only helps your company out, it gives the employee a feeling of more purpose and he or she will enjoy not having to go far to expand their skills.

Keep your people in mind when it comes to information on where the company is headed and what it is doing. If the employee does not feel informed on what is happening, they will not feel as though they are part of the company and, therefore, will not want to stay, in the long run.

Get to know what your people want, when they first enter the organization and periodically throughout their tenure. People’s motives and desires change. The good employer is the one that can keep up with those changes. Offer feedback methods and make sure you act on the results.

Above all, remember what it was that got you that good employee in the first place. The concepts mentioned in this article that enable an employer to attain a good employee to begin with are basically the same principals of retaining them as well. It’s that simple. Anyone who works for a company that considers their needs, is just, and can remain flexible, as well as provides other good employees to work alongside, will want to continue working in that company. Hiring and retaining good employees goes hand in hand.