Be the em­ployer of choice

Lesotho Times - - Jobs & Tenders -

IN or­der to stay ahead of the com­pe­ti­tion, busi­nesses need to hire and re­tain the best minds in their in­dus­try. Be­cause tal­ented, sought-af­ter em­ploy­ees are also able to pick and choose where they will be spend­ing their work­ing hours, com­pa­nies need to of­fer more than good salaries and com­pet­i­tive ben­e­fits.

An­a­lyst Josh Bersin re­cently de­clared ‘ The war for tal­ent is over, and the tal­ent won’. He has claimed that high-per­form­ing em­ploy­ees are tak­ing con­trol, able to cherry pick po­si­tions they like, ac­cord­ing to a range of com­pany dif­fer­en­tia­tors.

And the ‘cor­po­rate cul­ture’ is of­ten the ul­ti­mate de­cid­ing fac­tor when em­ploy­ees are con­sid­er­ing com­pet­ing job of­fers.

Un­der­stand­ing what com­pany cul­ture is and how it re­lates to your busi­ness is the key to at­tract­ing and re­tain­ing top tal­ent. Po­ten­tial em­ploy­ees will ask about salary, ben­e­fits and leave al­lowances, yes, but they’ll also be check­ing out the man­age­ment style, the of­fice lay­out, the team di­ver­sity and much more.

If they like what they see, they’ll likely sign on the dot­ted line. If they don’t, or if the cul­ture isn’t clear, they will most likely hes­i­tate and take an­other look at a com­pet­ing job of­fer. Defin­ing, there­fore, and car­ry­ing through the cul­ture, is vi­tally im­por­tant.

So are you, as a man­ager, able to de­fine your com­pany’s cul­ture? Where do you be­gin? It’s true that many com­pa­nies don’t even know they al­ready have a cul­ture, of­ten be­cause top man­age­ment has never re­ally thought about it, or be­cause the cul­ture was just or­gan­i­cally shaped around the top man­agers, founders or strong­est per­son­al­i­ties in the com­pany.

By tak­ing time to sit down and an­a­lyse the cul­ture, you’ll gain many in­sights into your em­ploy­ees’ mind-sets, at­ti­tudes and val­ues. With this in­for­ma­tion, man­agers will be able to change, pro­mote and fur­ther de­fine the com­pany cul­ture, un­til it con­forms to the com­pany vi­sion and val­ues. By iden­ti­fy­ing lan­guage, as­sump­tions, be­liefs, and habits per­pet­u­ated by em­ploy­ees, man­agers can iden­tify and con­trol the core com­pany cul­ture.

Com­pany cul­ture is pow­er­ful: un­der­es­ti­mate it at your peril. In­stead take con­trol and form the type of cul­ture which at­tracts top tal­ented peo­ple, and re­tains your best em­ploy­ees. A good com­pany cul­ture will en­gen­der loy­alty and pride among em­ploy­ees. And we don’t need to tell you why this is good for busi­ness.

Ev­ery com­pany will have a dif­fer­ent type of cul­ture, but the vi­sion, mis­sion and val­ues de­fined by top man­age­ment must be clear and con­cise enough to al­low em­ploy­ees to best un­der­stand the busi­ness’ fo­cus, and un­der­stand their ex­pected con­tri­bu­tions to achiev­ing th­ese goals.

This is known as em­ployee brand­ing, and is the process of defin­ing and then pro­mot­ing and mar­ket­ing the cho­sen cul­ture. Your com­pany HR will play a crit­i­cal role in defin­ing and en­forc­ing the right cul­ture but it is up to you, as a man­ager and a leader, to help your com­pany to en­sure and main­tain the re­quired cul­ture.

Em­ploy­ees look to man­age­ment for guid­ance, ap­proval and role mod­els, so lead from the front by em­body­ing the com­pany’s cul­tural ideals. By en­sur­ing that you rep­re­sent the cho­sen em­ployer brand, you will be­come a fig­ure­head of the cul­ture, al­low­ing your em­ploy­ees to more eas­ily live the brand them­selves.

Pro­vided the cul­ture cre­ated is a pos­i­tive and at­trac­tive one, your em­ploy­ees will at­tract like-minded peers to your com­pany, cre­at­ing a grow­ing aware­ness of your com­pany’s cul­ture and en­sur­ing your name as an em­ployer of choice among top pro­fes­sion­als. — ca­reers24.com

IN or­der to stay ahead of the com­pe­ti­tion busi­nesses need to hire and re­tain the best minds in their in­dus­try.

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