Defining your career path? You need to work on it

I often write about the importance of collaboration. It has been said that companies should invest and have invested in technology, projects and programs (for example team building or mentorship) to improve collaboration between and within teams. Technology has changed the way we collaborate and exchange information. Conference calls and emails have completely revolutionised our way of working.

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There is an aspect of your work that remains isolated and you should keep it isolated and personal.

What is it? Your career management. Receiving advice from colleagues or your manager is clearly important; however, your career path definition needs to be a personal investment and you cannot rely on collaboration. Managing your career path does not mean undermining colleagues or diminishing other people successes. Managing your career means creating your own path with your efforts. Take risks, join new teams, have different experiences and think about these experiences.

Stop talking only about the candidate experience. There is much more!

Let’s start with a simple statement: the candidate experience is very important. However, we need to broaden our horizons. We need to talk about the customer journey when it comes to recruiting and employer value proposition. The customer journey is very important.

Why?

The first thing to consider is that the candidate experience is related to professionals who are already interested in your company. They might be already part of a recruiting process. Being exclusively focused on them leads to exclude an important part of the “market“. Following the advice of the best marketing or acquisition departments, we cannot forget the prospects (for example, the so-called passive candidates) or our customer base (the employees). Therefore, the organization must think about providing a service to them too.

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Then, the recruiting processes involve and request the commitment of professionals of the organization, not just the recruiting team. Therefore, all the participants in a recruiting process (for example the interviewers) are brand ambassadors   https://goo.gl/fBP0zM . We must not forget that organizations are not only the brand but people.

Finally, when a candidate accepts an offer becomes a customer of your organization. Moreover, the candidate, now employee, becomes also a brand ambassador. Organizations need to be aware of this conversion process and need to work to optimize it.

A prospect who becomes an employee through the recruiting process needs to be treated as unique. Why? The professional can decide whether to become a customer of your brand or continuing to be one of your customers, to convince others that your business and your brand are exceptional, refer friends and spreading the word about your brand…. We know that the word of mouth is still the best form of marketing and proposition. What about the candidates who have not been selected? You need to value them and treat them as the ones that accepted your offers. These candidates can be selected in another process, make referrals, being your customers and brand ambassadors.

A different approach to the candidate experience is definitely needed.

Swearing while presenting? I will not listen

I attended an event some time ago and one of the topic was about public speaking.  Specifically, the talk was about the tricks we can adopt in order to engage other people and having a focused audience.

Considering that having the attention of colleagues or other stakeholders is fundamental in any jobs, I was very interested in listening to the presenter. He was talking and I was listening. As the presentation continued, I started becoming too “familiar” with the concepts that he was explaining. The tricks and the examples used resonated too familiar How? Why? The presentation was very similar to one that I’ve listened to almost 5 years ago. Fine with it. Being original is not always easy (well, hard to say which of the two presentations was inspired by the other). I was not annoyed about the fact that I was listening to a very similar presentation; however, I started getting annoyed about the content he was going to present because I knew it.

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In essence, among the tricks presented in order to keep the attention of your audience, he suggested to swear. The reason? Swearing attracts the attention of the audience and breaks the status quo.  Let’s say that the goal is understandable, particularly if it is a lengthy presentation; however, in my opinion, it is not the way. The focus falls naturally. Normal. Nothing new. There are several work psychology studies that measure the so called attention span; on average, our attention span ranges between 45 minutes and 75 minutes. As said, after 5 years, I still do not agree with swearing just to keep the audience focused. Call me old fashioned on this; however, I simply prefer techniques which are more intelligent, simple and refined.

Alternatives? Clearly, try to present interesting topics. If you are not presenting exciting subjects, use images, examples or ask questions to the audience. Do not forget to create an interactive environment. Forget the bad words

Asking questions? It does not hurt you (much).

Making mistakes is a normal step with respect to the growth of any professional. There are many examples of entrepreneurs that have begun with a career or business plan, but then they have changed their paths.   Making mistakes allows you to make experience and realizing that there is another way or opportunity.

When you work into a positive organizational environment, your mistakes are interpreted as the chances for improvement or just a sign of commitment; there are other contexts where a mistake is stigmatized and who made the mistake is punished in some way.

In both cases, making mistakes affects our self-esteem. In other words, a mistake brings us to feel embarrassed and it is accompanied by stress which is of course not pleasant. We can feel down and inadequate. As I said before it is essential to experiment and make mistakes.  However there’s something we can do in order to try to avoid mistakes if we are not sure about a task/situation.

 

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The self-esteem is the powerful psychological aspect which allows us creating our personality and our status within our organization. In order to defend our status we do not want to show weaknesses to other members of the organization (or even to our colleagues). If this is the case, especially into very competitive environments, we tend to do not ask advice or guidance. It happens because the psychological mechanisms related to our self-esteem stop us in a self-defensive process. Of course, it would be good to ask for help or support before making a mistake.

In other words, it would be better to lower our defensive mind-set (ask for advice) in order to avoid the “destruction” of those (making a mistake). The mistakes have a stronger effect on our psychological well-being than asking questions. Again, making mistakes helps our growth; however, sometimes, you can ask without thinking of being judged.

This is not another post about time management!

Our behaviour at work is the result of the perceptions of the reality around us. For example,  the perceptions related to a particular work environment are different amongst the employees of the same organization. There are employees who find the work environment very enjoyable and other ones who hate it.

One important perception is the one related to “time”. Let’s start with a simple example. We usually feel that the time is flying while we’re doing something that we like. On the contrary, we have a completely different experience when we are part of something (task, project, activity) that does not stimulate us and/or does not boost our creativity. As a consequence,  it is difficult for a manager to interpret the individuals’ perception of time. Why? We interpret our roles/task/activities in a complete different ways.

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However, the managerial role is not tricky as for what I am going to describe now. Specifically, what is the perception of time with respect to success or failure?

Well, the whole thing becomes even more complicated and less generalizable than what said about the interesting (or not) tasks . The reaction towards the time spent to a complete an activity can be positive if you have completed something quickly; however, it can be perceived also positive if you have finally completed a task after a lot of time; why? you feel relieved.

 

Moreover, how much time we dedicate to the celebration of success or thinking about failures? Again, another perception and interpretation which depends on personality, attitude and also the work environment.

Yes. lt is very complicated. There are cases, such as in sales departments, where the achievements ( for example new deals) are celebrated. But, as the group celebrates, what is the achiever thinking? Is that celebration perceived as enough? Or is it needed more time for an individual (personal) self-reflection?  

Yes. It is complicated.  Your perception of the time is simply a fundamental dimension of your relationship with your job.

 

What’s the simplest thing to do for creating a collaborative team?

What’s the simplest thing to do for creating a collaborative team? I will tell you in a minute.

It happens often to read several articles about team building and collaboration; the fundamental elements which are usually presented as fundamental to create the “chemistry” are:trust, clear communication , clear goals and having an inspiring manager. In order to achieve this framework, organisations usually invest money for programs or specific initiatives. I imagine that it is happened to most of us to participate in offsites, social events or simple team meetings where your manager defines (or redefines) the team goals and/or the way of working.

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But, are these official occasions enough? Do they really create that needed chemistry? Probably they do, but not completely. The first reason is due to the fact that not all the organisations invest in this kind of initiatives . Secondly, even if they do,  there is a lack of continuous development which follows these events; in other words, there are not initiatives which follows the official event.
So, which is the simplest thing to do? Creating a culture of gratitude. Saying “thank you” when someone is working with you, saying “thanks” to your boss for the opportunities and supports are just few example. Recognition is fundamental in order to creating a good teamwork atmosphere and a needed collaboration…

Do you usually thanks people only when they have done something for you? Better to open up your horizon to create a better work framework.

Succession plans? Knowledge sharing helps!

Succession plans are fundamental for the delivery of the organizations’ strategy. Many organizations have (unfortunately) a short-sighted approach in creating or thinking about the succession plans. Organizations often focus their efforts and attention only on the top-level, the management. With this approach, they assume that the technical and social knowledge which is retained at the “lower” levels of the organization is not that important.  I understand that the “top-level” has more responsibilities for the strategy; howeve, the other part of the organization is responsible for the delivery of the strategy.

Diapositiva1Then, if an employee leaves, whatever responsibilities he/she has, a replacement needs to be foundFounding replacements does not mean only replacing the skillset; in fact, it is also mean working on the social network that needs to be (re)-created and the need of maintaining the same level of delivery. Activating the recruiting “machine” with an “asap” approach focused on the technical knowledge/skillset does not really work.

Finally, when a person leaves also his/her knowledge goes away. It happens because the personal knowledge (technical, political and social) is “communicated” but not stored. It is true that technology has changed the knowledge sharing (and retention) processes, but (luckily, in some extent) we still share information in person.

Considering what just mentioned, instead of panicking in order to find who “will be able to do the job”, what can organizations do to prevent this succession plan crisis? The solution is  creating a knowledge sharing culture and work on the implementation of knowledge sharing systems; knowledge is a real treasure for the organizations.  It is so important because many times does not really matter who is going to do something but the how counts much more. If your organization wants to be successful in the long run a more systematic approach for the knowledge sharing is needed.

 

Data quality vs quantity. Find the right trade-off for your (Recruiting) Branding Strategy

An Employer Branding strategy has the mission of positioning a company as employer of choice ( for internal and external stakeholders). In fact, many organizations are presenting data and information about processes and their working culture in order to show their “real” and “human” face. The same need involves their recruiting strategy. Recruiting is a fundamental point of contact with the world outside the organization. Among the various data presented, it is usually possible to find the number of applications for a specific role. This kind of “tracking” is also made public by  job sites like Linkedin or Glassdoor.

Diapositiva1In terms of transparency, there is an important difference between the processes related to the transparency towards internal stakeholders and the one towards the world outside an organization. For the first, the need for transparency aims to work on the organization effectiveness, probably as result of the frustration experienced by the organization’s members. The “external” transparency is (most of the times) related to the image and the brand positioning which can lead to the frustration of the external stakeholders. In other words, the “internal” transparency is the result of an internal auditing process; on the contrary, the external one is the possible cause of frustration  for the external public which leads (as consequence) to an auditing process.

Getting back to the recruiting process, the number of applications for a specific role (often) catches the attention of the “external world”. When the candidates read the number of applications for a specific role, they know how many “competitors” they have; this public information should improve the perception of transparency, but it is not always the case. It happens to read complaints by the candidates that have not been contacted or about the fact that they thought that there were too many applications for a specific role. These complaints are the possible consequences of companies’ search for transparency (for example there is no data about the number of interviews run by recruiters or how many candidates have been contacted for starting the interview process). Thus, showing the number of candidates who applied for a role does not add any value to your brand positioning.  For this reason, before publishing data, the organizations need to understand which one will provide an added value to their brand positioning.  In other words, organizations need to understand if their messaging will be perceived as valuable or misleading.

 

 

Employer branding strategy: the reason why you should not lie!

As mentioned several times in this blog (for example here https://hrbreak.com/2015/08/30/are-you-a-brand-ambassador-and-recruiters/), presenting the “informal” image of a company is fundamental to having a good positioning into the job market.

Diapositiva1The company revenues, the job offer with its career’s plan, the compensation and benefits package are not enough to being perceived  as an employer of choice. One of the corporate goal is therefore presenting the working reality; in other words, it is needed a sort of storytelling process with the aim of reducing the distance between “public” and the company.

If your company’s Employer Value Proposition (EVP) is supported by the PR or marketing departments, this effort clearly allows you to work on the emotional side of the EVP; the risk is to exaggerate with an “honeymoon” presentation. In other words, your company should not confuse the employer branding with marketing driven initiatives; in fact, this kind of exaggeration with the aim of increasing the audience will play against the reality’s presentation. Another threatening mistake is related to the personal employer branding (https://hrbreak.com/2015/07/21/personal-and-employer-branding-on-social-media-how/). For the fact that organizations are social environments, creating too strict guidelines for the usage of social media will limit the potential of your EVP.

I’m not saying that companies do not need to keep an eye on confidential information ; but the social side must remain social, so shared… and then, here we are with the most basic rule for a correct employer branding: do not lie!

Do you think that you are the best? Well, do something different!

One of the best thing to do in order to evaluate your job performance is thinking about that on a daily basis. It does not mean that you have to find time to complain or brag yourself but you need to take your time to understand what you need to improve.

Diapositiva1If your idea is to wait for someone to tell you what to do or to assess your performances, well… you had a good idea; in fact, it is fundamental to have a second or third opinion which will be (many times) more objective than yours. But, you need to consider one detail: the amount of time that others are willing to spend with you talking about yourself is less than the one you can give to yourself.

Then, you can do also something else. Although it may hurt, you should compare yourself to others. But, do not compare yourself to whom is doing worse than you only to feeling good. You must look at the ones who are doing better! In other words, as others have said, if you are the best in the room , maybe it’s time to change room. The downside of that kind of change is related to your career path. Proving that you’re the best definitely speeds up your career development; this is due to the fact that you will be promoted quicker than others. But being the best, does leave you to space to think about personal development? Maybe not.  For this reason, you must decide whether it is important for you to progress quickly or improving your skills. The way I see it, even if you’re the best of the room, you should continue improving your skills, because (anyway) the career progression is the natural consequence of your personal development. If you’re the best of the room, find another room…. and learn something else!