Managers are busy. It's tempting to communicate with your team via email blasts and team meetings, where you can talk to everyone at once. Fitting one-on-one meetings into your schedule is important, though, because email doesn't convey tone and people may say things in private they wouldn't say in a group. So once you've managed to squeeze a one-on-one meeting onto your calendar, be sure you make the most of the opportunity.
The best one-to-one meetings take place in person, in a quiet location where you won't be distracted. If you can't meet in person, like with remote staff, that doesn't mean you're limited to email; make use of the other communication methods the Internet supports, like Skype. As with in-person meetings, make sure you're in a quiet place. Before making any Internet calls, make sure you have all the software you need installed. Test it out before the first time. If you can't complete an Internet call because of technical glitches, it's frustrating for the other person; they may feel their time was wasted and you don't value their time.
Put aside your cellphone and stop checking emails for the duration of the meeting. Have a plan for the discussion; this time is too valuable for a rambling conversation. Because these meetings should be about what the employee needs, you may want to have your employee prepare an agenda of the points they'd like to discuss.
At the same time, don't be all business. One-on-ones give you a chance to connect on a personal level with the people on your team. Without stooping to gossip, make sure you're aware of their personal situation so you can interact with them as a person, not just as an employee.
Listen closely to what the employee tells you. Keep it confidential when appropriate, but also be sure to take action where needed. It's worse to have a meeting and ignore acting on an employee's requests than not to have the meeting at all.
These meetings should be regular, but you can also schedule a follow-up meeting to touch base on progress. And even though one-on-one conversations should be routine, don't let them become routine. Make them interesting and valuable for your employees, so they want to keep talking with, and working for, you.
One of the biggest headaches for any manager is replacing an employee who resigns. Not only does losing an employee mean you need to spend time and money recruiting their replacement, it also makes it difficult to get your department's work done. Other employees need to pick up the departing employee's work; they may resent it and start thinking about resigning themselves. The best way to solve this headache is to prevent it from developing in the first place, by reducing your turnover. Here are some things to look at to help you keep your top talent.
Periodically review your compensation bands and make sure you're paying market-level salaries. Beyond the paycheck, make sure your company offers other competitive financial benefits, including a well-structured 401(k) plan.
Don't wait until an end-of-year annual review process to find out how your employees feel about their jobs. Talk with them informally throughout the year. You can also conduct surveys to collect anonymous feedback that may include opinions no one would tell you to your face.
It's probably not possible to ensure that your employees will enjoy all of their work responsibilities every day, but you can make sure they're assigned to projects and roles that are in line with their interests and abilities. Make sure employee reviews include discussions of what they'd like to work on. When new projects come up, don't simply assign people based on what they're currently doing; assign them based on what they would like to do.
Saying "thank you" costs nothing but goes a long way in making employees feel like their work has meaning and is valued. Praising someone's work in public is especially valuable. Make employees feel like they're part of a team, and that the team matters, by having occasional low-cost team celebrations. These acts boost morale and make employees less likely to give notice.
In most cases, if you're an involved manager, you should have a sense that someone on your team isn't happy. There will be even more signs when they progress to actively interviewing, such as moving away if you pass by when they're on the phone or showing up to work late wearing nicer clothes than usual. You probably don't want to flat-out ask them if they're looking for another job, but you can and should make the effort to ask how things are going. If you find something you can change for them before they give notice, you may never have to deal with their resignation at all.
One reason it takes so long to fill open IT positions is that there just aren't that many candidates for the jobs. IT jobs are often very specialized and even candidates with solid credentials—degrees from good schools or a few years of work experience—may not tick all the required skills boxes. New educational paradigms may provide a way to find qualified candidates who've built their skills through less traditional paths. Here's a look at some new ways IT job candidates are developing skills to add to their resumes.
Military boot camps last up to 13 weeks and provide intensive, focused training during that period. New recruits learn necessary individual skills as well as the teamwork needed to complete objectives.
Coding boot camps are similar, except without the shaved heads and yelling drill sergeants. Instead, coding boot camps offer intensive training in programming languages and development methodologies. Students work on projects both individually and in teams. By the time they complete a final project, boot camp graduates are capable of completing entry-level programming assignments.
MOOCs—massive open online courses—put university lectures onto an online platform. These courses may have thousands of students enrolled, and rely heavily on peer review to grade assignments. The quality of these programs varies greatly, with some courses taught by faculty from top universities.
Students often have the option to audit a MOOC without completing any project work. If a candidate lists a MOOC on their resume, find out if they received a certificate attesting to their completion of the coursework.
Nanodegrees are an extension of MOOCs. Instead of receiving certificates of completion for individual courses, students follow a specific course of study structured much like a degree program with prerequisites, required courses, and electives. There is also a required project assignment. At the end of the coursework, a nanodegree is awarded.
These programs are highly tailored to skills needed in industry. As one example, the MOOC firm Udemy has partnered with AT&T and other technology businesses to design nanodegrees for front end development, back end development, and other technical roles.
Just as university degree holders differ in their capabilities, the graduates of these programs also will differ in their capabilities. They still need to be screened through technical interviews for their ability. But technical ability isn't the only factor to be considered. Graduates of these alternative programs have demonstrated their motivation to develop themselves for careers in technology. That can go a long way in getting the job done.
Hiring someone to work in a virtual job requires a lot of trust. You won't see the person every day and won't be able to supervise their work as closely as you could if they came into the office. You need to hire workers who will thrive in that kind of situation. Make sure you ask interview questions that will help you judge whether the candidate is a good fit for that kind of work.
If they were previously successful in a virtual job, that's a positive sign that they'll be effective as a virtual worker for you. Ask what challenges they faced in their previous virtual role and how they overcame them. Also find out about their home work environment to make sure they have the tools needed to get the job done.
A virtual worker needs to be able to take the seed of an idea and run with it to completion. Ask about what motivates them to get a job done and for examples of projects they completed remotely. Find out how they expect to communicate with their manager and co-workers and what kind of recognition they want for a job well done.
Along with being able to motivate themselves, virtual workers need to discipline themselves to do the work. They need to track projects and deadlines. Ask them what they do to stay on top of schedules. Find out how they deal with issues that make meeting schedules challenging, such as technical problems—do they tackle solving them for themselves, or does their work stop until someone else resolves the problem?
How will the candidate solve problems without input from colleagues? When they need input from someone else, how do they get it?
Last but definitely not least, don't forget about the technical skills needed to do the job. Because the worker won't be able to pick the technical brain of a colleague one cubicle over, it's even more important they are highly qualified in the technology.
Everyone says the best way to find a new job is through your network; but it can feel like building your network is your second career. Take networking as seriously as you take your career, and don't make these mistakes that will undo all your efforts:
Sure, your network can help you find a new job. That doesn't mean you should wait until you need a new job to work on it. If you only reach out to people when you need something, they're less likely to want to help you. You need to be able to give something to the people you network with, not just take.
There's no question that online networking is easy. The problem is, because it's so easy, people don't take it seriously. Of your thousands of Facebook friends, how many could you actually turn to if you needed help? Probably just a handful that you know and interact with in real life. The same applies to professional networking; you can build deeper connections with people you meet in real life. Go to professional meetings and make the effort to introduce yourself to a few people.
If you're going to make a request of a network contact, be specific about what help you want from them. If you leave it to them to figure out what you want to do, they won't know what they can do to help. Be precise about your qualifications and the kind of career opportunity you're looking for.
Making initial contact is just that, making initial contact. To build a deeper relationship with a connection, you need to connect more than once. Don't depend on the other person to do all the work. Reach out with updates occasionally, but don't overload them with too many messages.
When someone in your network goes out of their way to help you, thank them for it. Let them know you appreciate their efforts on your behalf. A quick email is all it takes to make someone feel good about helping you and keep them willing to help you again in the future.
When candidates send in a resume and answer questions at interviews, they do their best to present themselves in a good light. Answers are rehearsed, and even questions like "What is your greatest weakness" have canned answers that subtly put a positive shine on the candidate.
Cutting through the spin means finding out things the candidates won't tell you directly. One way to do that is through speaking to references. The problem with references, though, is that they're pre-selected by the candidate and you can be pretty sure they'll also paint a positive picture. Even if a reference wanted to present a complete picture of the candidate, faults and all, corporate policies often prevent them from doing anything more than confirming dates of employment.
So you have to do a little digging to find out more about the candidate. Background checks have their place, but they tend to focus on big issues like criminal records or lies about earned degrees. Sometimes it's the smaller things in how a candidate conducts themselves in their normal lives that will impact your organization.
Fortunately, these days it's easy to observe a candidate's behavior outside the interview room. Candidates put their uncensored selves online in social media like Facebook and Twitter. More than half of employers looked at candidates' profiles. Should you? Here are the kinds of things you might find out.
If your company has a serious drug-free policy, anecdotes about illegal substance use should throw up a red flag.
Everyone's entitled to their opinion, but you need to maintain a non-hostile workplace. A candidate who puts racist or sexist opinions on their profile may bring them to the workplace, placing you at legal risk.
If you hire this person, your company becomes their current employer. Do you want them publicly posting negative opinions about your business?
Not everything you learn from a social media profile should factor into a hiring decision. Social pages often reveal things like marital status or religious affiliation, neither of which should be used as part of the candidate review. But hopefully you'll identify some positive characteristics of the candidate from their profile that didn't come up during an interview, such as their active participation in a charity.
Don't forget to review the candidates' profiles on professionally oriented social media sites like LinkedIn as well. Profiles there should appear professional and support the candidates' qualifications. If you can't find a profile for the candidate, that's a significant sign as well.
Hiring decisions should be based on a well-rounded picture of the candidate. Today's social media sites can help paint a large piece of that picture. Combining a review of a candidate's social media activity with their credentials and formal qualifications can help you understand what the candidate will bring to the office and help you make the best possible hiring decision.