It is the top management that has a decisive and decisive significance in the literal sense. The decisions of management are those that have far-reaching implications throughout the enterprise.
Success factor number one
This also applies to the occupation of functions and positions, of course. In this sense, the metaphor symbolizes the fish, where the decisive levers are located, in order to avoid missions.
Risk Factor Leadership Position
It is about prevention: what contribution can the people from the decision-making center make to prevent missions? We do not live in the ivory tower, so it happens in practice that a candidate is placed incorrectly. Then it's about getting the damage done. One can also say: regeneration. What can the decision-makers do to speed it up? After all, it is about placing as best as possible. The question is then what the decision-makers can already do in the selection of candidates to find the one or the appropriate.
Missions are expensive
Employees with and without management responsibility are, as is known, the key to the success of the company. Surprisingly, personnel decisions still have little relevance to this vital importance.
Direct and indirect costs
This is done in at least two directions: one is cuddled and promoted by staff and / or bosses, the others are neglected and forgotten - largely independent of actual achievements and qualifications.
This is where the Matthew principle comes into play: "Whoever is given to him" - not out of malice (although this also occurs), but for other reasons. One of these is the overburden of, above all, staff and bosses who are to choose a candidate.
This is especially evident in candidates from outside - from abroad. We do not focus on the "sparrow in the hand", but the "dove on the roof."
The "sparrow in his hand" points to the illusion of internal occupation policy: "I know what I have." Experience shows that it is a mistake to think that even with internal occupations it is clear "what one has". They know this: In team A, colleague B is running up to the top form and, after being transferred to team B, falls into the speed of the performance - simply because the context is different.
The motto "Who does not dare not win" is more likely to occupy positions with external candidates - but this is a calculated risk and consequently a minimum degree of uncertainty. A "residual risk" is unavoidable. If the internal cast is virus-susceptible - how does it look with the external cast?
A study conducted by Kienbaum management consultants from 2005 shows that between five and 25 percent of the personnel decisions made are revised within the first two years by the company or the new employees.
Another ten to fifteen percent of the appointments are held, although the dissatisfaction with them is predominant. The explanation for this is "continuity". This reason may initially cause head shaking. For the computers, the cost calculation will trigger the Aha effect.
For the psychologists, this comment is added: Separating oneself from new ones is not as difficult as the passing of old veterans. But: every disconnection talk costs overcoming, because the message is the most unpleasant thing that can be delivered in a company.
It also requires risk awareness, usually in the form of fear or fear. It also happens to senior executives that they barely sleep for nights because they can not assess how the employee will react to the termination. It is particularly hard for women to give notice to women, "because they are already crying - and then I do not know what to do.".
The myth of the finished expert
Psychologically delicate, the situation of the disconnection talk is also because the decision maker has to make a mistake. This is detrimental to self-esteem - one of the reasons for the fact that, despite dissatisfaction, at least poor decisions are held.
A rough cost calculation can start a faulty job. The range of estimates of incorrect placement ranges from three months' salaries to three times the annual earnings. Furthermore, it is assumed that every fifth decision for a new employee turns out to be a mistake within the first six months. Therefore, probation periods now take up to half a year. This can be a novice, but professionals do not.
5 Tips: How to Avoid Missions
An economic cost calculation for the "wrong investment" must contain various variables: function and level, variable parts and their precise measurement - both internal costs for the search (for example, display switching) and external (switching on personnel consultants)
Often neglected are costs in the course of the training. In this case, not only the individual performance, but also other affected departments should be brought into view, as well as the person circles with which the new colleague has to deal or in which his or her work is to be emanated.
This can be the case for colleagues from other departments or teams, as well as from customers or competitors, in which the person can cause damage as a result of mistakes or differently motivated counterproductive behavior. According to the systemic view, factual or technical misuse or so-called inadequacies and their wide-ranging impact should also be roughly estimated.
According to the management consultants of Kienbaum, the direct and indirect costs of a defect at the level of a managing director or a comparable function amount to up to three times the annual salary of the function bearer. If you calculate direct and indirect costs, the costs can actually be between 1.5 and 3 times the annual salary - for salaries in the six-digit range one can no longer speak of "peanuts"
Kienbaum, for example, estimates the recruitment of a successor to a management force of around 140,000 euros. This includes the cost of switching ads, lost working hours through job management and job interviews, and travel expenses. In addition, there is a reduction in the workload during the period of training and - in the ideal calculation - the impact.
If the employment is not ended with the end of the probationary period, it is often the cost of a compensation or potential judicial controversy that has already been taken into account in the entire sum.
It is possible to extend the scope of the cost estimate by including costs for lost business, for a repeat search, for new appointments and training, and for possible negative effects on the company's reputation.
These explanations indicate the extent to which personnel decision-makers have a sense of corporate responsibility, if they were to present such calculations more often.
Again and again we hear that a candidate is the "ideal" occupation - with the addition "if he did not have this or that Macke" or "unfortunately, but this or that experience or ability". What to do? How to minimize the risk of a missed job?
Our call for: Personnel decision-makers should replace "ideal" by "in the context of the position, the most appropriate". You should say goodbye to the idea of getting a "finished" expert or manager who is independent of the context, and instead consider that even the most brilliant head and the most experienced professional must adapt to the new place and develop "on the job" skills , Which were previously not visible.
Learning on the job "- verballhornt in the phrase" The liver grows with its tasks "- forms the fact that usually the performance of a candidate with what he concretely has to cope with
No comments:
Post a Comment