Hello again, infoseekerr-ga!
I am happy to tackle this question for you!
* To restate your question:
The manager of a small company's must deal with the head office's
decision to hire a new employee....an "outsider" to the company, but
one who is well-qualified for the job. The manager knows that many
"in-house" employees were waiting for an opportunity to step up the
ladder and hopefully fill the vacated position. However, they weren't
even given the opportunity to apply, and now the manager is dealing
with a frustrated group of employees.
Now, the manager has the double-ended task of welcoming the new
employee and advising him on how to be part of the "team", as well as
introducing him to a group of disgruntled employees who would rather
not meet him in the first place!
What advice would you give the manager of this company?
=======
Well, I thought I would start my answer by giving you an anecdote
from
"real-life!"
My dad is an extremely qualified individual who held very high
positions in the corporate world during his working years. Several
times, he was asked to fill positions in corporations where he was
"the outsider"......the "intruder" who took the job away from those
who had waited for years to fill the vacant position.
So, I gave him a call this afternoon to pick his brain. I wanted to
find out what HE did to ease his way into the company and become part
of the team. I also hoped to discover how the company President broke
the news to the current employees and what, if any, advice he gave to
my Dad.
Here is what he told me!
==
In virtually every instance, the corporate President did little to
ease his transition into the company and help him become part of the
team. Obviously, each boss could have done a better job!! However, as
was often the case in those days, there was very little emphasis on
everyone "getting along" and having a nice, cozy, "we're all part of
the group" experience. The department heads rarely mingled with other
staff, and positions within the company were taken very seriously.
My father, on the other hand, put a lot of emphasis on getting to
know the other Department heads, the employees within his particular
department, and then the employees outside of his department as well.
In one company, the first person he met after being hired was the very
man who had waited many years for the promotion, and was now faced
with working under my father. In that particular instance, my dad
does remember the company President telling him that "This is going to
come as quite a blow to......" Needless to say, my dad worked very
hard to gain that man's trust, respect and ultimate friendship.
==
What advice did my father have about the particular scenario you have
described in your question? What did he do, in particular?
In each new job, my father would first call together all the
employees in his new department, introduce himself and shake
everyone's hand. Each day, more than once, he would walk around his
entire division just to be a presence, rather than a figure behind the
office door. Often he would talk to individual employees and ask for
their concerns or suggestions. Interestingly, in one company, the
employees remarked that this was the first instance they had actually
seen much of, let alone talked to, the head of their department!
==
Why was my father successful and so well-liked?
First of all, he tried to act like a normal employee. He did not
boast or brag about his new position. He tried very hard to be low-key
and non-threatening. He encouraged everyone to talk with him and get
to know him. Basically, his most important advice was that the "new
person" carries the primary obligation to "sell himself" to the other
employees in the company.
==
What advice did he have for a manager who needs to break the news of
an "outside hire" to employees who have waited, sometimes for years,
to fill a vacant position?
It is vitally important for a manager to convey to the employees that
the person brought into the company has particular and necessary
qualifications for the position that have not yet been acquired by an
"inside" employees (This is hard to do, but it is far better than
staying silent.) The manager must convey that while there is currently
no one within the company quite ready to assume the responsibility of
the particular position, that this will not necessarily always be the
case.
Okay, enough for my father's advice!
*******************
On to your questions!
================================================================================
What advice would you give to the new employee when he first comes on
the job?
================================================================================
* Be friendly, professional and treat the other employees with the
utmost respect. Remember, many of them have been with the company for
years, and they all have something valuable to give to you! Strike up
a rapport, be visible, and be helpful. Listen to what your co-workers
are saying. Let them know you value their insight.
The following tips for avoiding mistakes should apply equally to the
new "second-mate" in the company:
From The 22 Biggest Mistakes Managers Make," by James K. Van Fleet.
Enhancing Your Career.
http://www.jenniferguy.com/Handouts/enhancing_your_career.htm
Failing to keep abreast of developments in your own field.
Confining yourself to your own specialty.
Refusing to seek higher responsibility or to take responsibility for
your actions.
Failure to make sound and timely decisions.
Neglecting to conduct personal inspections properly.
Failing to make sure the job is understood, supervised and
accomplished.
Wasting time on details, or work that belongs to others.
Refusing to assess your own performance realistically.
Accepting the minimum instead of going for the maximum.
Using your management position for personal gain.
Failure to tell the truth, to always keep your word.
Not setting the personal example for your people to follow.
Trying to be liked rather than respected.
Failing to give cooperation to your employees.
Failing to ask your subordinates for their advice and help.
Failing to develop a sense of responsibility in your subordinates.
Emphasizing rules rather than skills.
Failing to keep your criticism constructive.
Not paying attention to employee gripes and complaints.
Failure to keep your people informed
Failing to treat your subordinates as equals.
Refusing to train an assistant to take your place
===
* Advise the new employee against being a "know-it-all"!
"Managers who proudly proclaim, "I can do the job of every one of my
people" are either self-delusional or guilty of wasting an incredible
amount of time. Know what your people do? Sure. Know the details of
how they do everything? No. You've got better things to do--stuff that
requires your level of expertise. The practical impact of this is that
your subordinates will frequently be defining and implementing
improvements and corrections to past procedures--and you didn't even
know there was an opportunity or need to get better. Do the smart
thing at that point: Say "Congratulations" and high-five the nearest
person."
From "Even Things Done Right Have Their Challenges," by Pat Townsend &
Joan Gebhardt. Quality Digest.
http://www.qualitydigest.com/july01/html/townsend.html
=============================
How would you interview him?
=============================
Since the employee has already been chosen by the main office, I
assume you are speaking about an interview concerning how this new
hire will fit into your department.
The excerpt from the following article gives some suggestions for
follow-up interviews after the candidate has basically been chosen.
From "Hire Right." For Managers/Supervisors.
http://www.employer-employee.com/hire2.html
"Just because an applicant can complete the work successfully does not
mean that he/she is going to be a successful employee. Each employee
spends a large part of each day working with customers, coworkers,
supervisors, and in some cases teams. It is therefore important that
you gain a "feeling" for the candidates social and emotional
intelligence. You gain this "feeling" by asking the candidate real
life workplace scenario questions and listening to their answers.
The article suggests "four important social and emotional intelligence
skills" that a good employee should possess:
1. The ability to listen to an angry person without becoming defensive
or angry.
2. The ability to show empathy by understanding that the customer (or
a
co-worker, in this case) was not angry but frustrated.
3. The ability to stay calm and be logical under pressure.
4. The ability to place the goals of the company, a happy customer,
above
their personal gain.
(Of course, there are many other qualities that are applicable to
various jobs)
=================================================
How to introduce him to the frustrated employees?
==================================================
The manager must first set the record straight on why an outsider was
hired "before" he is introduced to the team. That way, misconceptions
are laid to rest. Rumors can be stilled. That doesn't mean jealousy
and resentment won't raise their heads, but if the employees
understand the true merits and qualification of the new hire, and the
reasoning behind the decision, a certain amount of initial respect
will be planted. The rest will have to be "earned" by the new
employee.
You may have to give company employees a healthy dose of reality
about promotions! Let them know, gently, that they may still need to
gain more experience. (although that can be a hard sell to someone who
has worked at the company for 15-20 years!!)
Let them know that an outside candidate was hired only after careful
consideration was given to the qualifications of company employees. In
this case, the person hired had significant experience that could only
be gained elsewhere and will be able to bring a level of leadership
that will help the company as a whole!
Admittedly, company managers face a challenge when the decision for
promotion pits internal employees against external candidates. But
when an outsider is hired, the manager can certainly ease the tension
by treating internal employees with respect, continual communication
and encouragement during the search process. If the hiring situation
does involve consideration of some internal employees, then the
letdown will be much easier to take. If, in fact, an outsider is
hired, the letdown will not be as harsh and acceptance of the new
employee will come easier.
==
* Keep the following points in mind when explaining why an outsider
was hired!
From "Internal Candidates: Is the Grass Greener? by Mike Gamble,
President/CEO, Searchwide. Career Resources.
http://www.acmenet.org/career_resources1.cfm
"When the director of sales position became available, Joe desperately
wanted the promotion. He had worked at the organization for five years
and had worked hard to develop the skills needed to succeed in the
higher position. Moreover, he had the contacts, knew the
organization's ins and outs and possessed a proven track record. The
company's president knew Joe would be able to handle more
responsibility. But would he be able to meet the aggressive sales
goals? Did he have leadership qualities? Maybe there was someone
stronger out there."
"The external candidate is the best choice only if he or she brings
significantly more experience to the job and will be able to take the
position to a new level."
==
From "Are Merit-based Promotions a Myth? by Michael Kinsman.
California Job Journal. (5/11/2003)
http://www.jobjournal.com/thisweek.asp?artid=826
According to San Diego career consultant Duncan Mathison, "There is a
widely held assumption that if one does their job well, they will get
promoted. But that's not always true."
"Too often workers who excel think they naturally deserve a bump up
the corporate ladder."
"You may have the technical skills to do one job very well, but that
doesn't mean you have the skills that will be required in the next
job," notes Mathison, who works for Drake Beam Morin. "I counsel
anyone who wants to advance their career to look at what skills are
necessary for the next step up. Do they have those skills, or can they
develop them?"
"These misconceptions can often be the result of a poor manager."
"Mathison feels some employers unwittingly encourage this because they
fail miserably on performance evaluations. "I don't believe
organizations are very good about telling people how well they are
doing in their jobs," he asserts. "That goes for both the ones that
are doing very well as well as the ones doing very poorly."
======================================
How would you bring him into the team?
======================================
First of all, introduce him to the department as a whole. Make his
role clear. Highlight his accomplishments and your individual
expectations of him. Outline what you expect him to do for the
company, and for the department he is overseeing. Show him respect,
and let your employees know he should be respected.
Then, release him with instructions to take the time, each day, to
meet one or two co-workers individually and ask them about their
experiences within the company. Tell him to get to know them on their
level. Instruct him to have a weekly meeting with the department, so
he can stay in touch with their concerns, and he can keep them abreast
of his own.
==
* Encourage him to be a "team player" even though he is in command!
"We found that those individuals who feel their supervisor is abusive
are less likely to help out the organization by being courteous,
showing initiative, or being a team player," says Kelly L. Zellars, an
assistant professor of management at the University of North Carolina
at Charlotte and lead author of the study. "These are all these things
that companies depend on their employees doing."
"Supervisors also tend to forget how much impact they have on working
lives of their workers. A bad boss can cause untold stress and anxiety
on an underling. A good boss, one who provides positive feedback,
makes an employee more committed to his job."
From "Bad Bosses, Beware - Your subordinates may be planning sneaky
ways to retaliate," by Jennifer Thomas. HealthScoutNews Reporter.
(12/23/2002)
http://www.hon.ch/News/HSN/510961.html
=======
I hope I have provided you with a thorough answer. If you need
further clarification, or if I have missed something, please don't
hesitate to ask and I will try my best to help!
umiat-ga
Search Strategy
when employees don't get a promotion
managing disappointed employees
how to treat your subordinates
becoming a team player
===
And here is a little something extra to add to your previous question:
"Manage Your Employees Better," by Aubrey Daniels. Entrepreneur.com
(August 21, 2000)
http://www.entrepreneur.com/Your_Business/YB_SegArticle/0,4621,278795,00.html
Question:
"I'm 28 years old and have just started a business where I'll be
managing several employees who are in their forties. I know younger
managers supervising older workers is a common situation today, but I
feel I need some advice on how to make this new intergenerational
challenge a success."
Read More....! |
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