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"Experience the power of unlimited knowledge flowing through your enterprise each and every day" |
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Economic Resilience Zone: Resources Mega-Maps (under development)
Economic Resilience Zone: Resources Mega-Maps (under development) |
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Events: 11 August 2011, The Johns Hopkins University Applied Physics Laboratory, Laurel MD: “EMP: Threat and Opportunity” 8 June 2011, The Tower Club, Tyson's Corner, VA: “It doesn’t do you any good if you’re open for business and your customers and suppliers aren’t”
Recommended reading:
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SELECTION WITH GOOD MANNERS: JUST BECAUSE YOU CAN GET AWAY WITH LESS DOESN'T MEAN YOU SHOULD by Jeff Lesher, Certified Master Coach
Worse, my guess is that they are far from alone in their use of tactics that disrespect the potential colleagues, clients, or competitors who come through their doors as candidates. Being a somewhat pathologically proactive person, I went to the company’s website and sent an email to the husband and wife ownership team. In the email, I offered a few thoughts about how to construct a sustainable human capital system that honored their uniqueness and their commitment to finding the right people to build their company. This can be done in a manner that is perceived as fair by ALL candidates, thereby encouraging the right ones to say “yes” when offered a position while not alienating those who may not be right…at least for now. The timing of this column was interesting to me as I related it to a few other seemingly random issues that perhaps are not so random:
What’s the common thread here? Mr. James insisted that he is “winner,” so it is understandable/acceptable for him to be a poor sport when he loses. Google faces the inevitable flipside of success: competition. Growth also is a challenge as it creates an environment that may not be as appealing to the originators of the success that spawned it. And those darn blinkers…As long as drivers know where they’re going, why should they waste time letting others know too? Most people of experience I meet acknowledge that some of their greatest learning has come through adversity or failure. Additionally, each of us likely has dealt with someone who acted graciously under difficult circumstances and found that person to be even more admirable than we had thought of him/her as being prior to that interaction. Mr. James has earned his reputation as a “good guy,” so I’m not inclined to condemn him for one poor decision. However, let’s be clear: failing to acknowledge someone else’s success is rude, as is generally failing to treat others with respect. Since we rely heavily on our reputations as currency in relationships, it’s always a good investment to strive to do the right thing at the right time. That includes showing respect to others interpersonally and through our selection process when they apply for employment with our company. Google will benefit from recognizing that change is inevitable and establishing a culture that is positioned to take advantage of the comings and goings of its people rather than being damaged by it. They certainly should continue to work to retain valued contributors for as long as its productive; but, in the end, retention is merely a delaying tactic in turnover. Google can work to embrace workforce transition with a range of efforts including developing a P&G-like internal innovation incubator program (allowing some people to return to a start-up environment without leaving the company) and establishing and nurturing an alumni network that celebrates and leverages departures. My unused turn signal pet peeve has bearing on the matter of effective and respectful hiring and human capital practices as well. Just because you know where you are going doesn’t mean others do. Moreover, the idea that they don’t need to know belies the inherent value in our making sure they do know. If I want to turn right and will need to slow down to execute that turn, I am better off signaling the car tailgating me before I “suddenly” brake in order to reduce the likelihood of an accident. When we interview people and assess them for a place in our organization, we should be carefully vetting their willingness and ability to do what we need done and how we need it done to continue and grow our success. Our criteria and our process should align clearly with our mission and strategy. We are not trying to trick people, we are working to fairly validate how well their skills meet the requirements of the job. When we signal this connection and commitment clearly, we enhance the likelihood of getting the people we want and we establish a positive image in the minds of all the rest. The bottom line is that good manners are good business. We can be thorough and tough without being disrespectful. Not long ago, it was a sellers’ market in employment and some job seekers failed to show much regard for their current or prospective employers. Our current climate allows employers to return the favor. In prior cycles, I worked for employers who literally said that they wanted to exact revenge generally on those who’d left or those who’d demanded higher compensation. But just as surely as employers have the upper hand today, the balance of power will shift back to employees soon enough. And they have long memories and are, in fact, the primary organizational asset in our knowledge-driven economy.
 Jeff ©2009 Applied Knowledge Sciences, Inc. All rights reserved. |
Copyright © 2010 Appliied Knowledge Sciences, Inc. info@aksciences.comBoyce, VA USA; Manama, BahrainLast modified: 07/19/11 |
