62.Recruit,+manage,+and+motivate+employees.

How can you effectively recruit, manage, and motivate employees?

How can you make certain that you do everything possible to hire the right employee? The guidelines assume you already have authorization from your HR representative to fill a job vacancy.

Step 1: Review the Job Description

It is critical to have an up-to-date job description, which provides clarification of the job requirements, both for the hiring manager and the prospective employee. Make sure the job description accurately and realistically reflects the essential duties and requirements of the job. "SKA": Think about the Skills, Knowledge and Abilities needed to perform this job successfully.

Step 2: Develop A Recruiting Strategy

In conjunction with your HR representative, you will develop the appropriate recruiting strategy. Your HR representative will utilize NYU's automated web-based staffing management system to identify and forward to you the applications, resumes and cover letters of qualified applicants.

Step 3: Review And Sort Resumes/Applications

When reading and evaluating resumes/applications, it is helpful to arrange them into three folders or piles, labeled: Yes (best fit) No (no fit) Maybe Many resumes/applications will immediately go in the "No" pile because it is obvious that there is no fit based on the skills, knowledge and abilities required for the job, and perhaps salary requirements,. Other resumes you may place in the "no" pile are ones that have a lot of typos or are not properly organized. Errors are important to note, especially for those jobs that require good writing or proofing skills. They also show that the applicant is careless.

Step 4: Conduct Telephone Interviews

While not designed to take the place of a personal meeting, telephone interviews can be useful for getting a first impression, clarifying an applicant's educational credentials or some other essential job requirement, and confirming salary expectations, all of which would be important to establish prior to the interview. A telephone interview provides an opportunity to talk for a few minutes informally. But, don't judge too quickly; some applicants may be too shy to "sell themselves" effectively on the phone, and, in fact, the job may not require an outgoing personality. Remember, the telephone interview is just one more information-gathering step in your decision process.

Step 5: Conduct Face-To-Face Interviews

The purpose of the face-to-face interview is to further narrow your initial group of applicants by learning as much about them as you can in a relatively limited time. This is a fact-finding mission for both parties. Both parties need information to ensure a successful outcome. Remember: Interview questions must be focused on job-related areas only, without any reference to race, sex, age, religion, creed, national origin, marital or parental status, sexual orientation or apparent or perceived mental or physical disabilities. They must focus on the applicant's ability to do the job.

Suggestions for a Successful Interview
 * Setting up for the Interview
 * Prepare
 * Take Notes
 * Establish a friendly tone, but stay in charge
 * Make the interview accessible to people with disabilities
 * Have the applicant do most of the talking
 * Allow silence
 * Handling awkward responses
 * Hasty judgments
 * Tell applicant about the job and about working at your site
 * Allow some time for applicants to ask you more questions
 * Close
 * Show them out
 * Caveat

Step 6: Get Another Opinion

It may be appropriate to arrange interviews with other members on your hiring team, particularly if the job involves extensive interaction with people in your department or in other areas. That can help you get a more complete picture by picking up insights about an applicant that you might have missed.

Step 7: Narrow It Down And Make The Final Selection

Analyze the following areas in order to make the final selection: Potential: CAN the applicant do the job? You should feel confident that the applicant possesses the experience, skills knowledge and abilities needed to perform the essential duties of the job. Motivation: WILL the applicant do the job? You want to hire someone who truly wants to do this job and for good reasons. Having the skills to do the job is not enough. Ask yourself: does the job fit in with the applicant's career goals? Does it offer challenges that would interest them? Fit: Does the applicant possess the other key characteristics and work behaviors to make him the best FIT for the job related to judgment, personality, attitude and interpersonal skills? These factors usually "tip the scale" when comparing applicants who otherwise may be equally qualified.

Step 8: Check References

Hiring decisions should not be made without making an effort to check references. Making hiring decisions without complete information on candidates could lead to costly mistakes and may subject an employer to liability for its hiring decision. Reference checking should simply be regarded as a component of the interviewing process.

Step 9: Make Offer and Close Out the Process

You've made your choice and are ready to make the offer. Contact your HR Rep at this stage, as they can assist you in determining the appropriate hiring salary and completing the necessary documentation on recruitment for the job.

Your new employee Once the offer has been accepted, your HR representative will work with you on completing the necessary new hire paperwork and scheduling the new hire for orientation. Begin preparing for your new employee's arrival: Make sure desk supplies, directories, manuals and any other helpful resources are assembled and organized.

How to Manage Employees in a Time of Change?

Managing employees in a time of change is one of the most difficult tasks the manager has to perform. This is because employees resist a business change. Handling workers during a business change is a problem that may even bother the best managers. A change is a time when employees might have to face difficulties and hardships in their job. Under such circumstances, they do not care about how their managers work or how good are their relations with them.

How to Manage Difficult Employees?

It is generally very difficult to find employees who can peacefully work in a team. In many situations, the manager has to bring leadership into play to manage employees who are unable to understand the importance and need for cooperation. Such problems should be confronted directly. The problem employee needs to be informed that he is causing trouble. This may be done verbally first, and then in writing, if absolutely necessary.

How to Manage Employees in Remote Locations?

In such cases, it is very difficult for a manager to keep an eye on the employees in person. Employee motivation is the most important tool that he may use for getting the most out of them. If they are motivated enough, they themselves will carry on their work smoothly without the need of the manager interfering in their assignments and deliverables. Maintain a good communication with the employees via email or phone in order to receive work updates, project details, and important information.

How to Manage Employees with a Bad Attitude?

A manager should not directly tell employees with such an attitude regarding changing their view towards work. He may conduct some effective motivation and team building programs, which will get rid of the bad attitude present in the employees. If employees still persist with a wrong attitude, he may create situations that would make them really think about their way of working, and what the company expects out of them.

1. Recognition/Attention. When your employees accomplish something they have achieved something. Your recognition is appreciation for that achievement. Become a giver! Look at the price. Recognition is free!

2. Applause. Physically applaud your people by giving them a round of applause for specific achievements. Where? When? The answer is wherever and whenever. Using plaques or trophies is another effective way of applauding your people. Take the time to be creative, matching special accomplishments with unique awards.

3. One-on-One Coaching. Coaching is employee development. Your only cost is time. Time means you care. And remember your people don't care how much you know... until they know how much you care.

4. Training. Is training ever finished? Can you possibly over train? NO and NO. Training sessions will continually enhance the performance of your people and the productivity of your business.

5. Career Path. Your employees need to know what is potentially ahead for them, what opportunities there are for growth. This issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people.

6. Job Titles. When you talk about job titles you are tapping the self-esteem of people. How someone feels about the way they are perceived in the workforce is a critical component to overall attitude and morale.

7. Good Work Environment. Working conditions are very important to the way employees feel about where they work.

8. On-the-Spot Praise. This too is associated with recognition but the key here is timing. When there is a reason for praising someone don't put it off for any reason! Promptness equals effectiveness. Praise people when the achievement is fresh on everyone's mind.

9. Leadership Roles. Give your people leadership roles to reward their performance and also to help you identify future promotable people. Most people are stimulated by leadership roles even in spot appearances.

10. Team Spirit. Have a picture taken on your entire staff (including you!), have it enlarged and hang it in a visible spot. Most people like to physically see themselves as part of a group or team.

11. Executive Recognition. This is the secret weapon. And like any secret weapon, timing is most critical. If this is used too often the value is diminished. And if it is used only for special occasions and rare achievements the value is escalated.

12. Social Gatherings. Scheduled offsite events enhance bonding, which in turn helps team spirit, which ultimately impacts your positive work environment.

13. Casual Dress Day. Spontaneous casual days produce a lot or stimulation based on the element of surprise. Announce a casual dress day for the following workday "just because." Use individual or team casual dress days as contest prizes or awards for specific accomplishment.

14. Time Off. Implement contests that earn time off. People will compete for 15 minutes or 1/2 hour off just as hard as they will for a cash award. Put goals in place and when these goals are reached by individuals, teams or the entire staff, reward them with time off. Allow early dismissals, late arrivals, and extended lunch periods or additional breaks.

15. Outside Seminars. Outside seminars are a stimulating break. Because outside seminars are not always cost efficient for most people, consider on-site seminars or workshops for your staff.

16. Additional Responsibility. There are definitely employees in your organization who are begging for and can handle additional responsibility. Our job as managers is to identify who they are and if possible match responsibilities to their strengths and desires.

17. Theme Contests. Contests increase performance. They help to maintain positive environments that reduce employee turnover.

18. Stress Management. There are many articles and books available on the subject. Make this reference material available to your people. Make sure they know it is available and encourage them to use it.