by Marzenna Almendro
“As much as 80% of employee turnover is due to bad hiring decisions” – Harvard Business Review
We’ve all heard the stats – the immediate one which comes to mind is ‘the wrong hire can cost you 1.5 to 3 times that person’s annual income’. Nobody ventures out to make a critical faux pas. Work demands, deadlines looming, volumes of emails to sift through, clients to get back to… the work environment offers a perfect culmination to rush those hiring decisions. You may be inclined to trust your “gut” or instinct when making a decision – but I’m sure you in your personal capacity can think of one instance where someone interviewed superbly. However after working with them for some time, things became unstuck. Perhaps they went awol and just did not come back to work; or they did resign, but thanks to their malice, they deleted critical, sensitive company data.
It’s happened to most of us.
But why are these costs so high when making a wrong hire? There are numerous expenses are incurred, such as travel, hotel, meals, training & orientation, psychometric assessments, termination costs, unemployment as well as potential litigation costs, or what about relocation costs? But mostly, hiring the wrong person can put a dent in your cash flow because you need to repeat the entire hiring process again.
Then there are the hard-to-quantify costs which could be detrimental to your business, such as customer dissatisfaction, lost customers, lost sales, low staff morale, reduced quality of products or services, and low production.
The paradox is that although the recruitment should not be rushed, hot talent is only on the market for a short period of time.
The key to making the right recruit is providing a clear description of the job role, understanding not only the obvious skills required, but the softer skills, personality attributes and appropriate culture fit of the candidate to the business.
For more concrete guidance on making those better hires, take heed of our advice:
1. Know exactly who you want. Don’t simply rely on a spec provided by the HR department, and don’t continue to recycle job descriptions. Visualise the ideal candidate or avatar, along with a list of the desired skills, personality characteristics, abilities and cultural fit.
2. Consider what’s not obvious. Don’t only focus on the candidate’s tangible skills, such as their financial ability or capacity to work with excel spreadsheets. Intangibles are vitally important. If a person is not a team player, or has a lower EQ and can’t take heed of constructive criticism, you may have a ticking time bomb on your hands.
3. Connect. Don’t rely on a strong CV, a recruiter’s recommendation, or even if the desired candidate “passes” their pre-selection tests. Have a face to face as far as possible, and trust your gut. Sure it’s not full proof – but you’re no fool. Apply your judgement and discretion when making that decision.
4. Entice. Sure – we may have high levels of unemployment, and you may imagine you are spoilt for choice. However, top performing talent is in high demand, and can probably become quite picky at their next career advancement. As much as it’s your job to interview the prospective candidate (be sure to ask them purposeful questions like this), let them interview you – and then sell them the organisation’s vision.
5. Lastly… utilise all your resources. Time is something that can’t be bought, but remains infinitely priceless. If you don’t have the capacity, resources or TIME to source talent, connect with a professional you trust. Recruiters have earned a rather dodgy reputation of being the ‘tow truck drivers’ of the industry. Recruitment has become a saturated business, where it’s a rush against time. Recruitment consultants may gain a job spec (which they are sharing with multiple other recruiters) and it becomes a race of throwing as many CVs at the client as possible in the hopes that something fits. When working with a Placement Specialist, ensure you have an exact idea of their process, where they source their talent, and their integrity. Are they looking out for your business’s best interests? Or is it just a case of making that placement fee?
The most important asset any business or any organization has is its people. That holds true whether you have a small company or manage a department within a business employing hundreds or even thousands. Taking short-cuts to build your team may ease immediate growing pains but create regrets in the long-term.
The key is to understand that hiring the right candidate takes time, so be patient, develop a comprehensive hiring plan and execute it flawlessly. Remember, no hire is better than a bad hire.
Want more information about our truly unique approach to matching talent to a role? Find out more about Filtred – a first in South Africa – here.
By Sasha Valente
We live in a very competitive world where the wrong decisions could hinder us a great deal. Influx of people means an influx of poverty and the creation of a vicious circle that becomes so difficult to avoid, and although every human is beautifully unique with their own talents and skills it becomes even more difficult to pursue our dreams and talents due to the demands and pressures of today.
As parents, how does one guide their child in the correct career direction, allowing their child to reach their full potential and knock the boundaries of the path that would create a flourishing future for them?
It all starts in Grade 9, by picking the right subjects; this will create a path for the future. Therefore let’s look at tips on how to choose the best suited subjects.
Speak to the teachers. They are the ones who spend most of the time with your child and generally know your child’s strengths and their potential. Look at your child’s previous marks, down to class tests and exams. This will give you an overall idea on what your child enjoys, understands and has a skill for. Most schools these days have a school counsellor on site who is someone who had a wealth of experience when assisting your child make the best possible decision.
Your child needs to be happy. Remember that if a subject is too easy they can get lazy and if a subject is to demanding they may become despondent. There needs to be a happy medium. Ask them what they see themselves doing in the future. Let’s have open conversations with our teens. One can answer questions like if their child will be an astrophysicist or a teacher. This isn’t the time for hard choices; this is the time of happy path creation. One will know that realistically their child won’t need to be doing core maths if they aren’t going to be an astrophysicist.
There are extraordinary tools now and professionals that are able to assist your child. Career counsellors are there to provide career counselling utilising a scientific method, otherwise known as psychometric assessments. This form of testing is able to tap into the most incredible aspects of a human being. Like, what motivates them, what they truly enjoy, and then their skills and cognitive functioning.
If you are unsure, rather get an opinion from a trained professional such as an Educational Psychologist or Psychometrist. You want to offer your children options with direction. At the age of fourteen or fifteen, they don’t have to know what career path they want to embark on for certain – but at least after choosing suitable subjects, they will have the basis of pursuing a career which is the best fit for them after Matric.
For more information on the career counselling Holistan offers, click here.
By: Sasha Valente
Raising kids today is challenging. Times have changed, and the pressures are on our kids more than ever before. Children are bombarded with a highly competitive environment; they are expected to excel in the classroom, on the sports field and at extra-curricular activities.
As a parent, one would look at all this pressure and think “What happens to my child when he/she leaves school?” If there is pressure in the classroom then many could agree that it is no easier in the real world. Parents want to afford their children the opportunities to do well out of school, add value to their careers and still be allowed to make mistakes and change their minds. However, there is no longer the ‘luxury’ of being lost anymore given our current economic climate, and parents are under pressure to guide their children in the right direction to realise their best future – sooner rather than later.
The question then is, how do we alleviate the stress so that our children can still be children and make mistakes and learn? Our children are striving for recognition and approval to build their sense of self-worth - whether that means hours practicing gymnastics, or getting to bed at 22:00 every night after studying to get those top marks. We need to raise our kids teaching them that they possess intrinsic value - not because they are good at something. It’s important to remember to praise your child for who they are – even before recognising their achievements.
Saying that, we all want to achieve. We all want to flourish. In order to do so in the schooling environment, it’s important to make sure there is synergy between the child’s subject choice and their individual capabilities, skills and natural talent.
What is a Career Assessment?
A career assessment maps outwhat your child’s core competencies are from a cognitive perspective, and how they view themselves from a personality perspective. They also complete an interest survey, and using all this data, a recommendation can be made to your child predicting the course they are most likely to excel in. Selecting the right subjects, the right course of study and the right career will go a long way in helping your child lead a life that’s congruent and truly happy. Making ill choices early in life can have devastating effects on the child’s self-worth, well-being, motivation, attitude and overall confidence.
At the end of the day, we as parents are responsible to ensure our children have a good self-esteem, because a healthy self-esteem is the best precursor for success throughout life. Being able to optimise in the classroom, and the work environment, will evidently contribute to a healthy self-esteem.
Please feel free to get in contact with us for a description and in-depth understanding of what our assessments bring forward about your child, and any further questions you may have.
ATTENTION TEACHERS & PRINCIPALS:
Holistan would like schools in the Johannesburg area to consider having Career Assessments available on site. Holistan is willing to send a consultant to your school premises once a week OR once a month to host assessment sessions. This is valuable for parents, learners and the school because:
Our contact details are:
011 201 2142
“A goal without a plan is just a wish” – Antoine de Saint-Exupery (French Writer)
Dreams, ambitions, hopes for a better future… we all have them. Correction; most of us have them (yes – there are those who are simply focused on survival; we aren’t talking about them. We’re talking about YOU). Some of us define this as meaning; success perhaps? What is meaning to you? What is success to you? If you could strip away all the superfluous stuff that life convinces us we need, what does living MEANINGFULLY mean to you? And how do you get there?
We’ve reached February and if you have kept a handful of your New Year’s Resolutions, give yourself a pat on the back. If you think coming up with resolutions is a Machiavellian exercise, think again; businesses strategize for the future. The board of directors get together where the vision of where to take the business is penned, goals are set, and timelines allocated. However we do little in terms of strategising our lives. In fact, some say that we take more time to plan a trip than we do to plan our life and career. We may want to travel more, learn a new skill, find a life-partner, feel fulfilled in our careers, buy a house – but if we don’t have a clear roadmap on how to get there, how do we expect to realise are dreams?
Creating a Life plan may simply sound like a draconian activity. Bear with me. A Lifeplan is about organising yourself, turning your wildest ambitions into bite-size goals, and improving your life from a work, personal and romantic perspective.
Can you think of anyone who has expressed they feel unfilled in their lives; like something feels like it’s “missing”? Perhaps that person has vocalised it, but you can see in their behaviour – they are apathetic, the lack motivation, they are grumpy as hell? Perhaps YOU are this person?
Well – it doesn’t have to be you. You are the single most powerful agent in your very own life which can change your entire destiny. With a little bit of preparation and a bucket load effort and motivation (and perhaps some good luck) you can live a gratifying, full, meaningful, congruent life.
Start of by exploring you. Who you are? What are your values? What gives you a sense of meaning and satisfaction in your life? After brainstorming this, identify the activities which make you really happy? What past instances have made you really satisfied?
Thereafter, start examining your dreams. Essentially, you’ll be brainstorming everything you might want to do – professionally and otherwise. Even if it sounds completely wild – pen it down.
The next part of this exercise we’ll call Choices. Narrow as many of these dreams down to a core list that you’d really like to experience. Remember – if you try to make ALL your dreams a reality at once, you are likely fail.
Finally – turn those chosen dreams into a vision of your future which is rich and satisfying. The trick is to set goals that inspire and motivate you to achieve the things that really matter. Remember – you need to plan HOW to reach these goals, and the trick here is to ensure that these BHAG (Big Hairy Audacious Goals) are broken down into smaller nuggets, and breaking those into even smaller achievable goals. Celebrate the small victories every time you reach one of those – no matter how big or small.
Need some more clarity on how to ACTION the above? Consider getting in touch with us; we have a team of expert coaches who are ready to assist you in actualising and becoming your most authentic you.
Hiring the candidate who seems to have all the "right" answers may not be best, especially if you don't ask the right questions in the first place (check out our article on The Three Essential Questions You Should Ask Prospective Employees). Choosing the candidate with the best reference isn't a guarantee either – what if the person giving the reference will say anything just to be nice? And hiring someone because you "feel good" about them certainly has its place – but what if your “gut” feeling in this particular instance lets you down?
To recruit effectively, it's best to take the guesswork out of the process. The more reliable information you can gather about a person, the better. You want as complete a picture as possible of the candidate's skills, experience, competencies, personality, and aptitudes.
Given the costs, the pain and the lost opportunity that comes from a poor hiring decision, would you like to remove as much guesswork as possible when you hire? One method that companies use to do this is pre-employment assessments. These assessments are designed to give you reliable and valid information about a candidate – information that a CV, interview, and references may not provide.
Psychometric Assessments can improve hiring practices. When you combine information from these tests with properly thought-through structured interviews, you add considerable predictive power to your selection process.
Why Use Psychometric Assessment When Recruiting?
Ask yourself the following questions:
In essence, managers use psychometric assessments to address rigorously the most significant situations where recruitment has failed in the past, or the highest risk areas where it could fail in the future.
However, as with all business activities, use of assessments takes time and has a cost, so they should only be used where the benefits gained more than compensate for these costs.
Types of Assessments
The key to using the right assessment – and making best use of everyone's time and resources – is to know what problems you're trying to address with the assessment. Here are some common types of assessments, and the typical reasons for using them.
Ability and Aptitude Assessments
These are used to predict success across a wide variety of occupations, typically in people who have not yet received much training in the skills needed for that occupation. In essence, what you're trying to do is identify "natural talent" for the work, which you can then develop.
Mental ability assessments generally measure a person's ability to learn and perform particular job responsibilities; they focus on things such as verbal and spatial abilities.
Skills Assessments and Assessment Centres
These assessments are used when you're looking for skilled people, and you want to ensure that the people you hire are sufficiently skilled to do a good job. These tests are typically used to measure knowledge and skills that are relevant to a specific position. There are two basic types:
These types of assessments are generally used where attitude and fit within a team are of major importance; these are designed to evaluate characteristics such as motivation, conscientiousness, self-confidence, or how well a person might get along with co-workers.
There are usually no right or wrong answers to questions, so you may look for "desirable" responses (or in psychometric terms, “critical competencies”). A weakness of these assessments is that people may be able to "cheat", by guessing what these desirable responses are. However, sophisticated personality assessments typically build in deception scales, which can detect if the test taker is trying to respond in a certain pattern. Another vulnerable area of these types of assessments is the fact that they are self-perceptive; in other words, if John believes he has a high attention toward detail, his scores will similarly be high. This does not mean that he IS attuned towards the detail in reality, however. Only an ability assessment would be able to accurately demonstrate his true attention to detail.
Honesty, Integrity, and Values Assessments
Useful across almost any business setting and particularly where you have a strong business need for especially high ethical standards, these assessments look at honesty characteristics as well as integrity, truthfulness, and personal values. They're used to assess company security as well as cultural fit. Some of these assessments ask very obvious questions, and others use "disguised purpose" questions to identify undesirable traits such as insubordination and theft.
Considerations for Recruitment Assessments
When used for the right purpose, professionally developed assessments registered with the Health Professions Council of South Africa (HPCSA) that are part of a planned assessment program should help you select and hire more qualified and productive workers. However, you must understand that all evaluation tools are subject to errors – both in measuring a characteristic, such as verbal ability, and in predicting performance criteria, such as success on the job. This is true for all tests, regardless of how objective or standardized they might be.
Be sure to consider the following:
Sometimes assessment scores may predict that people will be good workers – when, in fact, they are not. It's also possible for candidates to be rejected due to low scores – when, in fact, they would be very capable and loyal workers. Because of these selection errors (which can stem from the incorrect critical competencies selected, to the wrong type of assessment used in a particular battery of assessments).
Remember that psychometric assessments are only one of numerous ways used to evaluate a candidate's abilities.
Use good judgement when you interpret and analyse test results, and review their use periodically to make sure that they're actually giving you the results you want, in terms of improved recruitment outcomes.
Business owners and Recruiters – Do you want to make sure that you are getting the best service and recommendation of assessments from your current supplier? Contact Holistan today for a no obligation meeting, where we will analyse your assessment battery per role, and provide you with a comprehensive summary of the critical competencies tapped.
Employees – Have you completed psychometric assessments, but never received feedback on the results you have? Have you received feedback, but felt incongruent with what they revealed? Get in touch with us; we’d be happy to interpret your results, and draw up a Personal Development Plan to help you actualise in your current role – or develop the necessary competencies you need to move into a role you aspire towards.
Most people can relate to the challenge of working with an employee who is not performing; the problem becomes even more challenging if that person directly reports to you, or if you manage a business and struggling with someone who just doesn’t share the same passion and drive as you do. To figure out what's causing the performance issue, you have to get to the root of the problem.
But because employee performance affects your business’s performance, we tend to want to look for a quick fix. Would a training course perhaps help? Or should you move him or her into a different role?
These types of solutions focus largely on the ability of the person performing the job. Performance, though, is a function of both ability and motivation.
Performance = Ability x Motivation
Where ability is the person's aptitude or skills related to that role, as well as the training and resources supplied by the organization and motivation is the product of desire and commitment on the person’s part.
To illustrate: someone with 100 percent motivation and 75 performance ability can often achieve above-average performance. But a worker with only 25 percent ability won't be able to achieve the type of performance you expect, regardless of his or her level of motivation. This is why job matching using quantitative tools such as psychometric assessments are such critical parts of performance management. It’s imperative that you assess ability properly during the selection process. Minor deficiencies can certainly be improved through training – however, most organizations don't have the time or resources needed to remedy significant gaps.
Before you can fix poor performance, you have to understand its cause. Does it come from lack of ability or low motivation?
Incorrect diagnoses can lead to lots of problems later on. If you believe an employee is not making enough of an effort, you'll likely put increased pressure on him or her to perform. But if the real issue is ability, then increased pressure may only make the problem worse.
Low ability may be associated with:
People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position that's too demanding for them. Or maybe they no longer have the support that previously helped them to perform well.
So how do we enhance ability? There are five main ways to overcome performance problems associated with a lack of ability. Consider using them in this sequence, which starts with the least intrusive:
Be sure to address each of these interventions in one-on-one performance interviews with employees.
Focus on the resources provided to do the job. Do employees have what they need to perform well and meet expectations?
This is a very effective first step in addressing performance. It signals to members of your team that you're interested in their perspective and are willing to make the required changes.
Provide additional training to team members. Explore with them whether they have the actual skills required to do what's expected. Given the pace of change of technology, it's easy for people's skills to become outdated.
This option recognizes the need to retain employees and keep their skills current. There are various types of retraining you can provide:
Resupplying and retraining will often cure poor performance. People and organizations may get into ruts, and fail to recognize these issues until poor performance finally highlights them.
When these first two measures aren't sufficient, consider refitting the job to the person. Are there parts of the job that can be reassigned?
Analyze the individual components of the work, and try out different combinations of tasks and abilities. This may involve rearranging the jobs of other people as well. Your goal is to retain the employee, meet operational needs, and provide meaningful and rewarding work to everyone involved.
When revising or refitting the job doesn't work, look at reassigning the poor performer. Typical job reassignments may decrease the demands of the role by reducing the need for the following:
If you use this option, make sure that the reassigned job is still challenging and stimulating. To ensure that this strategy is successful, never use demotion as a punishment tactic within your organization. Remember, the employee's performance is not intentionally poor – he or she simply lacked the skills for the position.
As a final option for lack of ability, you may need to let the employee go. Sometimes there are no opportunities for reassignment, and refitting isn't appropriate for the organization. In these cases, the best solution for everyone involved is for the employee to find other work. You may need to consider contractual terms and restrictions; however, in the long run, this may be the best decision for your whole team. Always act in compliance with the guidelines as provided by the Department of Labour (www.labour.gov.za).
Remember, there are potential negative consequences of retaining a poor performer after you've exhausted all the options available:
Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create environment which motivates them to work. There are three key interventions that may improve people's motivation:
1. Performance Goals
Goal setting is a well-recognized aspect of performance improvement. Employees must understand what's expected of them and agree on what they need to do to improve.
2. Performance Assistance
Once you've set appropriate goals, help your team member succeed by doing the following:
3. Performance Feedback
People need feedback on their efforts. They have to know where they stand in terms of current performance and long-term expectations. When providing feedback, keep in mind the importance of the following:
Supporting this, ensure that you meet regularly with the employee, so that you can review progress and provide regular feedback.
So how do you do this in practice? This is where you need to develop a performance improvement plan. Armed with the strategies we've looked at, you first need to evaluate the performance issue that you're facing:
From there, it's important that you and the employee discuss and agree upon a plan for improving performance. Write down what you've agreed, along with dates by which goals should be achieved. Then monitor progress with the team member, and use the techniques we've discussed above for increasing motivation and dealing with ability-related issues.
Recognize that the actions needed to close ability gaps need high motivation on the employee's part to be successful. The two causes of poor performance – lack of ability and low motivation – are inextricably intertwined, and goal setting, feedback, and a supportive work environment are necessary conditions for improving both.
by: Marzenna Almendro
"Developing Management Skills" (8th Edition) p.27, by David A. Whetten and Kim S. Cameron. 2011.
“Something that deviates from what is standard, normal, or expected.”
I had an interesting session the other day with someone who kindly agreed to be a subject in the calibration phase of one of the assessments I’ve recently developed. After discussing his feedback, he gave me honest food for thought. The questions he asked were, I’m sure, on the minds of many candidates as well as employers: How fair, accurate and truly reflective is it to attempt to quantify human behaviour into statistically significant data, and in layman’s terms, class each personality profile into a “box”?
As part of Holistan’s comprehensive offering, we afford the client AND the candidate access to FREE feedback with every assessment battery booked. I remember when offering another candidate her feedback, she politely declined. Her reasoning was that she did not want to learn about her assessment results, because she felt that it may lead her to categorising herself in a way that would limit her potential; she said, “what if you tell me strategic capability is X; if I don’t know that, the sky is my limit to be all I can be” – which I fully appreciated.
So how accurate are psychometric assessments? And how fair is it that we are taking human being – rich, complex, complicated, textured human beings – and profiling them for our intended uses, such as selection, succession planning and the like?
If you’ve done a course in statistics, terms such as probabilities, reliability, validity, statistical significance and the normal distribution curve may sound familiar. For those of us who haven’t, the story in a nutshell is that psychometric assessments are subject to rigorous processors to deem them, well, valid – or “accurate”. The probability of the assessment results being a reflection of that individual is also dependant on factors such as if the assessment was used in a fair manner, what norm (population) group was selected, and so on and so forth. Thanks to our capacity to quantify human behaviour, we can, with confidence, make predictions using this data regarding the likelihood of a person performing in a particular job role, for example.
I may be crucified for this, but as social scientists, I would imagine that most of my peers would agree with me in saying that there will always be room for error. I’m not sure what the perception may be by employers and the like, but I would not be surprised at opinions held that imagine Psychometrists and Industrial Psychologists choosing a number of assessments when assessing a candidate as a revenue generating exercise. To set the record straight, however, when a candidate completes a battery of assessments (as opposed to one or two), commonalities can be fleshed out and a meaningful picture becomes forges.
In my professional experience, the most valid, valuable predictors for job success in selection includes assessment centres – which incorporates everything from cognitive assessments, skills and ability tests, business case problems to solve, behavioural assessments – to name a few.
When naming my business, I chose the name “Holistan” as a departure from the word “holistic”. That is, a systems, integrative approach to assessment. It’s generally my philosophy to most things I approach in life – should one want to lose weight, I’m sure most dieticians and other health professionals would agree that you can’t just do exercise yet each junk food and expect to get that six pack. A more holistic approach is favoured. Full stop.
The moral of the story? When choosing a provider for your assessment needs, ensure they provide you with a customised solution – not a standard, one-size-fits all battery of assessments. And DO NOT base a decision on one slice of the pie; pay attention to face value interviews, references, experience, qualifications, etc.
Are psychometric assessments a full proof, guaranteed, 100% faultless method of matching prospective candidates to a job role? No. There will always be the anomaly. But for the most part, we as sophisticated social scientists attempt to ensure that you have the highest probability of success in choosing the “right” candidate. Whatever “right” means to you…
By: Marzenna Almendro
This article is dedicated to Chrissie Smith-Schuler, who has faced insurmountable challenges of late, but ALWAYS finds a way to get right back up. You are a true inspiration.
Do you believe in things happening for a reason? For someone with an internal locus of control, I’ve surprised myself at how much meaning I attach to things happening outside of my control. Perhaps I have more of an external locus of control than I wish to imagine.
With trials, tribulations and even blessings, I try and understand what the lesson was that I was meant to learn. Recently, I’ve had to deal with not only a death of a wonderful person in our family, but also battling a combination of a viral and bacterial infection that’s proved resistant to antibiotics. Feeling glum and down in the dumps, I’ve tried to take a step back and understand the grand lesson here. This has led to me asking: Is BALANCE truly possible?
I’m sure we’ve all experienced at some point in our lives that we are indestructible… hell, even immortal. I’ve been working 7 day weeks, and sometimes 16 hour days. “Sleep when you’re dead” I thought. Unfortunately, there is so much abuse your body can take before it throws you a toffee.
I read such a fascinating article some time ago about work-life balance on Entrepreneur.com – or the misconception of such. Have you heard of the Four Burners Theory? Here’s a summary:
Imagine that your life is represented by a stove with four burners on it. Each burner symbolizes one major quadrant of your life.
The Four Burners Theory says that “in order to be successful you have to cut off one of your burners. And in order to be really successful you have to cut off two.”
The truth is that life is filled with trade-offs. Lean in and listen in real close (because as simple as this statement is, it really made the penny drop for me):
If you want to excel in your work and in your marriage, then your friends and your health may have to suffer. If you want to be healthy and succeed as a parent, then you might be forced to dial back your career ambitions. Of course, you are free to divide your time equally among all four burners, but you have to accept that you will never reach your full potential in any given area.
Essentially, we are forced to choose. Would you rather live a life that is unbalanced, but high-performing in a certain area? Or would you rather live a life that is balanced, but never maximizes your potential in a given quadrant?
Pretty bleak outlook, no? Being the optimist I am (or at least trying to be), I’m forcing myself to see the silver lining. And that silver lining is CHOICE.
Choice #1: Outsource
In my book “Chasing the Dream: A Guide to Practice Management in the South African context”, I talk about outsourcing responsibilities so that your time is freed up to pursue what you really love and enjoy. However it’s not just business owners who outsource; if you send you child to day-care, you’re outsourcing a part of the parenting role. I hope no one takes offence to that statement – but is it untrue?
I left my 11 week old baby in the care of our nanny to return to work. In my mind, it was more beneficial being able to bring in an income for our family, than it was for me to be with him at home. It broke my heart but that’s what I CHOSE.
Do whatever it is that makes your life more manageable (take note, I didn’t say “easier”). To free up time spent cooking, you may outsource that by popping off to Woolies for one of their microwave meals. If you need help keeping your home spick and span, outsource the cleaning to a helper. It doesn’t make a you a “failure” as a homemaker – you’re just being clever with your time.
Choice #2: Embrace
I’ve been hearing myself say time and time again “Can I just have more time in the day” or “Can someone please just press pause on time?” I challenge you to shift your perspective from feeling you have limited resources, to embracing your limitations and finding creative ways around these restraints. If you can only wake up an extra 15 minutes earlier each morning, how can you use that time effectively to nurture your soul and feed your mind? Perhaps you can spend that time reading, meditating or praying.
If you have to spend two hours a day travelling in your car, how can you use that time more effectively? Perhaps you could get a hands free system installed in your car, and use that time dedicated to making those calls with clients, friends or family to nurture those relationships. Perhaps you could learn a new language by listening to an audio instruction book. Get creative!
Choice #3: The Seasons of Life
You have the choice to change the way you see things, and realise that in life, we go through seasons. Instead of trying to pursue a work-life balance, you realise that you may be going through a particular season.
When you’re in your 20s, your focus is on your friends, your studies, and your health and fitness. Thus the burners on your friends and health may be blazing.
Then, you graduate and start your career, the ‘work’ burner guzzling down the gas you’re giving it.
Finally you get married, and start a family. New mothers focus primarily on their new-borns, and everything else becomes periphery. And that’s ok. Your family burner is turned up to the max.
Take a leaf out of my book, however. There is not an endless supply of gas to allow all four burners to be burning at 100%. Somethings got to give. Be kind to yourself; know your limitations and embrace them. Rally your resources to help you (if someone offers to babysit the kids, TAKE THEM UP ON THE OFFER!). Accept the season you’re in. And if you’re not happy – make changes. I know I am.
After all, you have CHOICE.
The inspiration behind this article can be found here: https://www.entrepreneur.com/article/278420
I’ve been busy with one of my most challenging yet enjoying projects of late – developing two national qualifications for young Entrepreneurs.
We’ve covered a variety of topics, although one which I feel everyone can relate to is Personal Development. Whether this is in business, in your career, or in life in general – if you’re not growing, well, you’re standing still. And you ain’t gonna get anywhere standing still!
Most people will agree that you are most likely to succeed in life if you use your talents to their fullest extent. Similarly, you'll suffer fewer problems if you know what your weaknesses are, and if you manage these weaknesses so that they don't matter in the work you do.
So how you go about identifying these strengths and weaknesses, and analysing the opportunities and threats that flow from them? SWOT Analysis, which is typically used in business, is a useful technique that helps you do this.
What makes SWOT especially powerful is that, with a little thought, it can help you uncover opportunities that you would not otherwise have spotted. And by understanding your weaknesses, you can manage and eliminate threats that might otherwise hurt your ability to move forward.
If you look at yourself using the SWOT framework, you can start to separate yourself from your peers, and further develop the specialized talents and abilities you need to advance your career and help you achieve your personal goals.
And if you still have any difficulty identifying your strengths, write down a list of your personal characteristics. Some of these will hopefully be strengths!
Performing this analysis will often provide key information – it can point out what needs to be done and put problems into perspective.
If you are committed to working to your full potential, download the FREE document titled “Personal SWOT and Personal Development Plan” and commit to working on this. It shouldn’t be a grudge task – it should be something you enjoy revisiting, whether it’s once a week, a month or once every quarter.
If you require any further advice and direction in uncovering your strengths (to work according to those) and developmental areas (who doesn’t have room to grow?), get in touch with Holistan at 011 201 2142.
If you don’t feel like you are being paid your worth, your motivation and enthusiasm towards work may dwindle. Rapidly. So how do you know if you are being remunerated fairly? What is fair? Perhaps you’re interviewing for a new role – when the dreaded question comes up “What are your salary expectations?” what is the appropriate response?
A friend of mine, let’s call her Susan, used to be one of the restaurant managers for a popular eatery in Johannesburg. Because the restaurant was rather large, opened for breakfast and closed late at night, two restaurant managers were in charge of the day to day operations. Their roles were identical – the only difference being that they rotated their shifts to ensure there was always one of them on duty. One day, Susan stumbled upon her colleague’s payslip – let’s call him John. It probably wasn’t the “right” thing to do, but curiosity got the better of her as she wanted to know how much less – or more – John was earning in comparison to her. Susan decided to take a peak and was left god-smacked when she learned that John was earning R 10 000 MORE than what she was - doing the identical job. Susan was in a dilemma as to whether or not she should approach her manager to ascertain why she was being paid so much less. She decided that she needed to know why, and his response was “John negotiated better when I interviewed him.” Susan resigned a month later.
Being in a management role previously, when recruiting to expand my team, my brief from my superiors was to find the best set of skills for the least amount of money. Obviously I would be generalising if I said that all business’s operate like this. However, being a private consultant running my own practice, it makes business sense to get the best candidate for the job – at the most competitive price. It certainly was not Susan’s employer’s fault if she was happy to work for the offer they made her.
How do we ensure we are getting paid what we “deserve”? Every employable person has experienced at one point or another the anxiety that is common when negotiating their salary or fee. Whether you’re a full time employee / contractor on the market seeking work, or looking at applying for an internal position, here are a few tips to avoid any regrets:
1. No one will see your value if you don’t see it within yourself
Asking for money is unpleasant for most people. You often don’t want to ask for too little but you also want to be paid more than just “getting by”. At the end of the day, it comes down to how much you value your experience, your skill set, and ultimately yourself. If you don’t value yourself, it would be a near impossible feat to sell your value to someone else.
With information at your fingertips, Google what the typical salary is for your profession, paying attention to your years of experience, your location in the country, as well as the economic climate. Be realistic.
3.Decide on a figure
Decide what your minimum worth is. What is the amount that you are willing to work for, that you are happy with, and can pay the bills … with a bit extra? After you have a figure that is aligned with what the market is willing to pay, add about 10% more to reach a final amount so that if you are negotiated down, you are still comfortably off. Otherwise, you will just be left resentful.
4.Never accept the first offer
Seasoned negotiators never accept the first offer; instead, they thrive on the “to-and-fro” process, and accepting the first offer robs them of this pleasure. Even if you think the offer is exceptional, chances are there is always room to negotiate a little further.
5.Money isn’t everything
Money, in my experience, is the most short term motivator. I saw it first hand when awarding an employee an increase, only to have to deal with the same recurrent issues I had with that person six months later as their motivation diminished quickly. Money only inspires one for so long. When seeking a new job, choose a job that speaks to what is important to you, and aligned with your values. If you value working close to home, having flexibility to be with your family, having the opportunity to further your education – make an informed decision based on the pros and cons.
- Marzenna Almendro
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