Posts Tagged 'Communication consulting'

Using dollars wisely during onboarding

Whether you are a leader, a recruiter or an HR Manager it no doubt crosses your mind on a fairly regular basis that bringing people in to the organisation and bringing them to an appropriate level of performance is time consuming, energy zapping and costly. The upside of doing it is that a vital gap will be filled and a job will be done, so at some point your investment in time and energy will be repaid. The downside is that you invest and it doesn’t work out. A recent global study on mindset of new and existing employees by RogenSi shows that you have only a limited time to get payback.

The study found that employees with more than one year’s service with an organisation are feeling unenthusiastic, under-appreciated, uninspired and unmotivated by their leaders. Therefore in the first year you need to be doing everything you can to motivate, inspire and grow employees so they perform in year one and beyond. There is only a short window to consolidate new employees’ commitment and align them with the organisations’ culture and vision.

If you add to this a picture of the real cost of hiring someone – adding in recruitment costs, admin, training, management time and their salary; the cost of getting this right for every single employee should be a business priority.

The maths are indisputable and the opportunity to create commitment and alignment is limited – yet so many organisations seem to kick own goals once a new employee is on board.

Own goal number one is the handling of an employees induction process. Hands up to all of you who have started with a new organisation and had a less than enthusiastic welcome in some shape or form? This could be down to the process for getting your pass, a desk, directions to the toilet. Or it could be the often tedious process that you are taken through to learn about the organisation – for many this is usually the mandatory Induction training that comes anywhere between day 1 and day 365 of being in your role.

This is a golden opportunity – the penalty kick with no goalkeeper in the net – when the organisation has the chance to bring the new employee in to the organisation, live the values, display the culture and make the links to the goals, direction and what the organisation is all about. It’s a chance to reach the employees hearts.

And yet, so often, this opportunity is missed. On-boarding and Induction becomes an insipid and cold experience that leaves the new employees enthusiasm fading.

Given the cost to the business of recruiting and then losing your employees, surely a small investment in a makeover of your on-boarding and induction could reap big rewards?


What does a good leader look like?

Many years ago (and I mean many) I was on a change management course; one of our exercises was to draw what we think a good leader looks like – bringing out their main characteristics. Once the group moved beyond the hysterics about drawing we were given a powerful lesson in understanding our own biases and stereotyping. The Alpha male came out strongly in all our drawings yet, as we were soon to learn many great leaders don’t have these characteristics.

With the benefit of this and many other lessons over the years it is very apparent that a leader doesn’t always have the characteristics of the alpha male. One area where a strong leader needs to excel is with their communication, this is relevant to any personality style.

In the Kandula Konnects newsletter article we looked specifically at the EQ/ IQ balance, including the stats that nearly 60% of the employers who responded to a study by the International College of Management Sydney (ICMS) stated that there is a greater focus in the workplace on open communication.

Thinking about open communication in a leadership context is sometimes confusing. I think it’s split in to a number of different areas and a strong leader needs to understand and excel in all these areas:

1. Using appropriate methods and channels of communication to tell the organisations story – this is particularly relevant for the CEO and Executive teams

2. Role modeling exemplary interpersonal skills, with the ability to communicate with groups and individuals to strengthen working relationships

3. Creating the environment for others to communicate, this could involve driving a culture where collaboration and cross team communication happens

Often a leader would see their role as doing only one of these 3 things. I would encourage organisations to look at how well they are delivering on all 3 pieces. Auditing communication within an organisation should look beyond the channels of communication and look at behaviours and the culture. Only by addressing all 3 areas will true leaders excel as communicators.

Communicate, communicate, communicate

Working with different organisations I often hear leaders being totally perplexed by the fact that they have communicated something and are frustrated as the recipients of the communication don’t get it. The comment – “I communicated this months ago and nothing has happened since” must be one of the most well-worn phrases in corporates today

When we start to investigate how they communicated, the reasons for their messages not getting through usually becomes pretty clear – they have communicated their message just once and for some unfathomable reason think that what they’ve communicated is THE thing that their teams will see or listen to, hear, understand and respond appropriately.

Let’s look at how ridiculous that notion is for a moment. Continue reading ‘Communicate, communicate, communicate’

Finding gold at the end of the change program rainbow

Ever feel that the pot of gold at the end of the rainbow always eludes you and the successful delivery of your change projects?

Great brains and many words have addressed the reasons why change programs fail…..yet it keeps on happening. Whilst new ideas come to light the analysis tends to bring up largely the same things, possibly appearing as a different colour or with a different texture.

So if the reasons for change programs not delivering tend to be the same is the pot of gold attainable?

I believe it is and think that the great brains are missing something important. I’ll start by apologising to all the great brains – rather than taking away from your thinking I’d like to add something.

When looking at the things you need to do to get your change program right, inevitably communicating with employees us on the list – create the vision and communicate for buy in are givens. There is more though. Continue reading ‘Finding gold at the end of the change program rainbow’