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"Discover A Proven Process To Get 100% Clear On The Characteristics Of The Perfect Candidate For A Job Role... Without Having To Guess Or Rely On Gut Feel" 
If you'd like to be able to identify PRECISELY what you want your employees to achieve, what type of person would be PERFECT for a particular role, and craft the CORRECT questions to ask in the interview process... then the first step is to book in with us for a FREE "Position Profiling Audit"... worth $200.
At Least 30% Of Employees Are “Over Their Job” And Want Out!
By David Osborne
And the 5 steps you can take for a happier and more productive workplace.
Mercer surveyed 2,400 workers in the United States and hundreds more in other countries and found nearly one in three workers are seriously considering leaving their jobs and 21% said they have a negative view of their employer and have largely checked out of their job, even if they aren’t looking for another one (1).

In Australia similar studies show 55% of the workforce made a resolution to look for a new job in the New Year and only 25% of workers are happy in their job. The Indeed survey of 1,407 Australian workers revealed that more than one in ten (13%) Australians are looking to move into a completely different industry (2).

What’s worse

Almost two thirds of Australian employees consider themselves to be emotionally detached from their employer, they just do the bare minimum: enough to avoid getting fired.

Ominously, there are those deemed to be “actively disengaged”. These are the people who think bad thoughts – and act on them. They dislike their organisation, hate their boss, are indifferent to their job, but they just won’t leave. Instead, they hang around and spread their negativity to others within the team. In Australia, one in five employees fit this description. (3)

On the positive side for the Australian workforce

A staggering 98 per cent of employees in Singapore or China admit they’re disengaged with their work. (3)

Why are so many employees unhappy with their jobs?

The Mercer report suggested that the reason for the decreased happiness is higher workloads, low base salary, limited career development and poor performance management. The Indeed report suggested the reason for the decreased job dissatisfaction was the salary (30%), lack of opportunities for job growth at their current company (29%), being bored with their current job (21%), and being unhappy with their direct manager (19%).

“So what” “who cares” “toughen up princess”

Stefan Klein writes “we pay a heavy price for this disregard for happiness. ….within twenty years depression will affect more women throughout the world than any other illness, whether physical or mental. Only cardiac and circulatory illness will do more harm to men”. (4)

We should care because there will be an an increasing burden on the health sector which is funded by our taxes. According to a study by the University of Western Australia, absenteeism which in many cases is triggered by job dissatisfaction and disengagement costs the private sector $2 billion in lost productivity a year. In the public sector, it’s $5 billion and we all fund the public service (3).

Job dissatisfaction contributes to disengagement which impacts everyone financially and in turn impacts our community and the quality of life for everyone.

Job Satisfaction is being happy to turn up for work and undertake the required duties. Engagement is an emotional commitment to the workplace, the employee actually cares about their work and their company (5)

So being happy at work is important?

It appears the key factors causing job dissatisfaction are:

* The salary
* Career development and opportunity for job growth
* Workloads
* The Performance management system
* The direct manager
 

The 5 steps you can take for a happier and more productive workplace.

Employers:

1. Employers should select people who are truly happy with the salary on offer and be especially wary of hiring employees who have previously been on higher salaries or have ambitions for a higher salary in the immediate near future.

2. Career development is a great talent and retention strategy. It is far better to have a happily engaged talented employee who may leave in two years than it is to have an unhappy employee upsetting their colleagues and not earning their keep for two years.

3. Ensure there are crystal clear realistic SMART goals and KPI’s in place for all staff and that every week’s achievements are live for everyone to see.
 

“Knowing how well we have done leads directly to Job satisfaction.

The only thing that is more satisfying than seeing data that shows our accomplishments is having our supervisor see the results of our labour and compliment us on a job well done”(6).

4. Performance management systems work best when over seen by a manager who has a history of ensuring their team not only achieves but they are also highly engaged and satisfied with the work they do. Managers who have achieved these results before with a team are far more likely to achieve these results again. Beware of the manager who blames their team for not achieving the team’s goals.
 
“Management gets exactly the workforce it deserves, not one iota more and not one iota less”

- Tom Peters
Author of A Passion For Excellence

 

5. All candidates should not only be vetted for their cultural suitability but also for their ability to live up to the expectations and cope with the idiosyncrasies of their immediate manager.
 

Employees:

1. Be careful of thinking “if apply for lower paying position and prove myself within the first three to six months the company is going to pay me what I want”. Additionally, be careful of thinking “I need this much to live on so this is what they should pay me”.

2. Consider what a career development plan means to you and what you must see and have in one. Then ask to speak to the employer’s staff and obtain some experienced feedback on the company’s career development plan.

3. Ask to see the position’s key performance indicator’s and monthly goals. If they are not 100% crystal clear and written as SMART goals, then you are leaving yourself open for someone to either think you are underperforming or you have enough time and resources to take on the work of other employees who leave.

4. Good performance management systems result in good staff performance and an engaged workforce. If the employees do not have an emotional commitment to the company its vision and mission, then the chances are it does not have a good performance management system.

5. Ask the if the manager or business owner measures the staff’s job satisfaction and engagement rates. If they do this is a good start. Then find out if the manager or business owner has a track record of achieving results through their team and high satisfaction and engagement rates. Previous managerial results are often a very good indication of future results.
 
“Employees get exactly the job’s they deserve, not one iota more and not one iota less”

 

David Osborne

Profitable Personnel PTY LTD

www.profitablepersonnel.com

“Committed to helping businesses to maximise the return on investment from their employees.”

 
(1) Rooney, B (2011) Half of workers unhappy in their jobs, CNNMoney, cited 21/2/2016 http://money.cnn.com/2011/06/20/news/economy/workers_disgruntled/

(2) Wilson, R (2016) 85% increase in January job searches for Indeed Australia, cited 12/2/2016 https://www.recruitment-international.com.au/blog/2016/02/85-percent-increase-in-january-job-searches-for-indeed-

(3) Adonis, J (2011) Worked up about work, Sydney Morning Herald, Cited 2/21/2016 http://www.smh.com.au/small-business/managing/work-in-progress/worked-up-about-work-20110317-1bz8x.html#ixzz40lgm1eBC

(4) Klein, S Phd (2002) The science of happiness, How Our Brains, Make Us Happy – and What We Can Do to Get Happier, Avalon Publishing, Hamburg, Germany p xv11

(5) Kruse, K (2012) What Is Employee Engagement, CITED 21/1/2016 http://www.forbes.com/sites/kevinkruse/2012/06/22/employee-engagement-what-and-why/#769d6c764629

(6) Jac Fitz-Enz (2009) The ROI of Human Capital, measuring the economic value of employee performance, American Management Association 2nd ed, pX1X
Donald Trump says…
“When an employee told me, “I think it’s good enough” in reference to an unfinished project, I fired him.

Good enough?”
………..”I want people who want more than good enough.

I want employees who want great and will go the extra mile for the very best.

I don’t want to have to tell them, I want them to do it on their own.”

The Toxic Taker commitment to resolving problems

The Toxic Taker always hand balls a problem, they never resolve the root cause of any problem. This is partly because they don’t understand what responsibility is and what problem solving truly is. The perfect saying for these types of people is “Out of sight out of mind”. 

So how do we reveal the Toxic Taker?

Ask them what issues occurred regularly in their past jobs and how did they resolved them. If they moved the problem on RATHER than resolved the root cause of the issue, you have uncovered a Toxic Taker. 

More revealing questions are:

* “Can you tell me about three different situations where you resolved a clients/colleagues problem and they were highly satisfied with your assistance”
* “How do you know they were highly satisfied?”
* “Whilst you are here can we ring up your previous manager/employer and asked them this question ” I have …..sitting with me and they have told me that they achieved this result whilst working for you….is it true?”
These are real results!
Case One: I hired a receptionist / leasing manager for a company who was 21 she had spent the last three years looking after a leading clothing shop and had successfully managed 22 teenagers including managing their roster, training then and disciplining them.

Case Two: I hired a young lady, 32, for a shopping centre manager position. The young lady had raised her brothers and sisters whilst looking after her parents who were terminally ill. She was currently also completing a masters degree in business administration.

These are star employees and they make good businesses great.
The Four Signs Of A Stress Free Star!
* Extremely results focused.
* Their language is focused on how to achieve.
* They have a track record of achieving results.
* Their commitment is to resolving the root problems and ensure the client is 100% satisfied

Star performers have a track record of results from the age of 10 upwards. Many of the results have been achieved in challenging circumstances that have required resolve you admire.

Additionally high performers do not have a language of blame and why me, they have the language of “Let’s make this happen.”

They have a need to achieve and our driven by achievement, it is in their blood. NOT ACTIVITY, NOT POSITION STATUS, NOT DUTIES, BUT REAL RESULTS!

Star employees:

* Love to achieve
* Have lots of clear goals and are driven.
* They smile when they talk about their goals.
* They understand that there are always hurdles but they love to master the situation.
* Speak with energy
* Talk with passion about things
* Make you think “I might have to lift my game to keep up with them”.

After many years of selecting people for companies I would categorically say that there is one star employee in every fifty applicants. Too often businesses over look the clear signs of the Toxic Taker because they are desperate and think it will be alright or “I will be able to train them to do things my way”. This just pure delusion.

Australian HR Institute suggests:

52% of Managers experienced the greatest difficulty in managing poorly performing staff effectively.

Don’t be fooled you can’t retrain personalities when you are a busy business owner and nor should you have too. Find and hire great staff, and let toxic takers and Tyre kickers move on to their next drama, issue or trauma.

 “Surround yourself with only people who are going to lift you higher.”

- Oprah Winfrey

 

David Osborne

Profitable Personnel PTY LTD
www.profitablepersonnel.com
“Committed to helping businesses to maximise the return on investment from their employees.”
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