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Checklist: Are You an Employer of Choice?
By Bill Catlette and Richard Hadden
Recently, I (Bill) made the keynote speech at a conference organized by the Chamber of Commerce on the outskirts of a large Midwestern city. The invitation was extended to me to show up and talk for a while about what it really takes to become an 'Employer of Choice,' and to be none too polite in pointing out some of the group's shortcomings. That was easy, since some of the paying guests and members seemed to be smoking something a lot stronger than Marlboro Lights if they really thought they could get to get where they professed to be headed without some radical rethinking and change of course.
Given a choice between my co-author and business partner Richard Hadden, the consummate professional speaker (warm and gracious with good manners) and me (tendencies toward being cranky, with the charm of a heat-seeking missile,) they chose Mr. Ill Tempered to deliver the message. After a red-eye flight from the West coast, they certainly got the cranky part, and here's what they heard, in a lot fewer words. I meant every one of them.
If your central motivation in becoming an Employer of Choice (EOC) is another trophy for the corporate mantle or more recognition for a beleaguered HR department, forget it. Successful EOC efforts are based on one thing and one thing only - the deeply held (meaning well beyond the HR domain) belief that one's reputation as an employer is as important as bandwidth, and as such, is one of the critical success factors for any business. In other words, this ain't no social or humanitarian gesture. It's about business. Or, as Larry Bossidy, President of Allied Signal put it, "At the end of the day you bet on people, not on strategies."
This stuff is not for the uncommitted or faint of heart, because you will at times be forced to make decisions (lots of them) which, for the moment at least, fly in the face of popular opinion and near term profitability. Like resisting the now well accepted urge to cut 1500 people loose purely to satisfy the Morning Call profit forecast for this quarter. It brings into play the real definition of courage - you're scared, but you make the decision anyhow.
These hard decisions cut the other way, too. Employers of Choice realize that just because their firm is a great place to work, it doesn't mean it's great for everybody, or even most people. Their selection process is rigorous; they are as interested in whether or not a person "fits" their environment as their talent level, and when it turns out that a mistake has been made in the hiring process, they act - with decency and consideration to be sure, but right now!
That bias for action also includes dealing with the 'ole Charlies' who have been around a while, are loyal as the day is long, and whom everyone likes, but who are now drooling in the corner putting out substandard, if any, performance. Gone! In fact, most of these firms are on a never-ending quest to upgrade the gene pool by continually raising the bar and removing or reassigning those who don't measure up. They're neither sneaky nor apologetic about it. You are made fully aware of this practice even before the first interview is over. If you don't have the stomach for it, this is one title you probably shouldn't pursue.
The rest of my remarks took the form of a self-scoring checklist. Take it yourself, and see how you do.
Employer of Choice Checklist
Answer (honestly, now) the following questions, and rate your organization on a 1 (Oops, we stink) to 5 (world class) basis.
1. Have you made it known (thru deeds, not words) that truly exceptional leadership habits are expected of all managers; even those who, for a while at least, appear to be getting some pretty good business results? In other words, that there will be no hiding behind the numbers, and that those folks who haven't really bought in to the "leadership thing" need to either change or leave? Score _____
2. Given that employees (all of us) always want to know the answer to the question "Where do I turn when I have a problem?" do you have in place a valid, functioning Alternative Dispute Resolution procedure? One that allows issues to be thoroughly examined and resolved with finality within 30 days? Does it have "teeth?" How do you know it works? Score _____
3. Have you linked your training strategy (you do have one, don't you?) tightly to the company's core business objectives? Do you have in place valid measures of both system/instructor and learner proficiency? What happens with those who don't pass required training? (What, you mean nobody flunks?) Are members of the company's senior leadership actively and regularly involved in training, both as learners and instructors? Score _____
4. Everyone these days is crowing loudly about their employees being. (I almost hate to say it). Empowered. OK, prove it. How much of the company's money can your people (all of them) spend on their own recognizance to satisfy a customer, or address a work process issue? Suggested range for scoring 1= a month's pay: 5 = >6 months pay. Score _____
5. How well does your firm handle recognition for a job well done, or, for that matter a brave attempt that didn't turn out quite like expected? How do you handle it as a leader? When was the last time you thanked someone (and meant it) for their efforts? If the answer isn't 'today,' stop reading, correct the problem, and then come back. Welcome Back. Do your recognition efforts include healthy consideration for team vs. individual performance, spontaneity, and a large dose of fun? Are the rewards truly outrageous and memorable, or are you in the "Employee of the Month" mode? Score _____
6. Last one. How do your people know you care about them - as individuals, real, pulsating human beings? When was the last time you took some serious heat, knowingly broke a rule, or parted with a significant chunk of your own time, influence, or cash to shore up one of your folks who needed and deserved it? When was the last time you put your butt on the line (literally) for one of them? Do you make it a practice to ensure they don't have to pay for your mistakes? How well do you listen (really listen) to what they are saying - or perhaps feeling, but not saying. Or, are you (or do you tolerate) managers inflicted with the syndrome of being a little person with a little job and a big head.. People who enjoy reminding everyone who the boss is. Where are you physically when your people are having a hard time - right there with them, or watching from the 30th floor? Do you (and your organization) care enough to change some of your leadership habits for the better, and start doing it right now? Score _____
Scale: >25 - You are certainly in range of legitimate Employer of Choice status. Your biggest concern should be complacency.
22-25 - There's good reason for hope, yet it sounds like there are 1 or 2 things you should really concentrate on. Find them. Do them.
18-21 - It could be a steep climb, but if you and your organization are really Committed, it can be done. Get busy, now.
13-17 - Can you say Mount Everest?
<13 - The horse is dead. dismount..
Please print the following attribution for this article: Bill Catlette and Richard Hadden, co-authors of Contented Cows Give Better Milk, help clients clobber the competition by having a focused, fired up, and capably led workforce. They deliver powerful conference keynotes and leadership training. They can be reached at 800-940-7006 (+1-904-720-0870 from outside North America) or www.ContentedCows.com.