by Allen Teal

Created on: January 22, 2007   Last Updated: May 02, 2007

We all want the best work force possible surrounding us in our business. Over the years, I have developed my teams based on what I call the HELP system. By following HELP, the process of determining needs in forming a solid force in the workplace is given direction.

Using this technique to make a step by step plan to achieve your hiring, training and retention goals will assure that you have a complete guide. As important as written job descriptions and business policies are, having a written way to staff up is just as necessary.

HIRE the best people you can afford. If possible hire to fill weaknesses in your current staff and not just to fill openings on the company personnel chart. If you have an area that continually sags, then look for someone with a leaning toward that. If your paperwork always stacks up, don't hire an idea person. Hire someone with a bookkeeper's mentality. They may not always be stimulating to work with, but your paperwork will stay caught up. The dark side of hiring changes only one letter. Don't be afraid to fire existing workers that don't fit your model. If you wouldn't have hired them for their position, either move them to a new position or out the door.

EDUCATE your people in two areas. First you must teach them to do perform the job you've hired them to do. This may seem remedial, but often we assume that someone knows more than they do. Test them and make certain they understand the job. Second, teach them what you expect from them. This is not just limited to cranking out widgets. Job responsibility to insure quality, good attendance, good attitude, and keeping you happy fall out here. Make sure they understand this and repeat it often in various ways.

LISTEN to what they say to you. They may have ideas to improve your company or production. They will usually tell you what they don't understand if you will pay attention. Many times as managers, it is easy to fall into the "it's done my way around here" syndrome. This cause team members to lose morale and to lose interest in giving feedback. Every idea can be improved. The workplace evolves. Learn to listen to those on the frontline about things that maybe could work better with changes.

PEFORMANCE REVIEWS are paramount. Most managers hate these. If you do them right, they should never be confrontational nor should they surprise your worker. People like feedback. Offer suggestions for growth opportunities. You don't have to wait until it's linked to a raise to give a review. Give them as often as time will allow. Monthly or quarterly is better than annual. Try to balance the feedback so that it is neither too much of a cheerleader nor too much of a negative attack. It should be constructive and meant to guide toward improving workplace understanding.

Following these four simple concepts may seem a little too simplistic, but you will find that if you HELP your staff or teams, they will always help you and your organization. Your employee retention and contentment should soar over time.

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