We are lacking on qualified employees, there is many unutilized jobs out there, we do not have enough experts.
THIS IS THE CURRENT STATE OF THE JOB MARKET.
The natural fluctuation of our senior colleagues cannot be compensated by the same numbers of new hires and trainees.
This fact is well known since more than 30 years! How do you deal with the loss of experience and expertise capacity in your organization, team, company?
Unfortunately there are no short-term measures. You need to untertake some permanent acitvities that should be on your regular agenda, such as…
- permanent research, selection and recruiting, even if you don`t need someone right now, but maybe you will find somebody for later. Start developing your own recruiting pool, start creating a network of experts
- permanent training and qualification of younger colleagues/ new hires, trainings should be more than 2% of your personnel expenses on this,
- import expats necessary meeting your qualification requirements, language skills are mandatory,
- always pay attention to ambitious younger colleagues and create carreer development opportunities, new tasks, more responsibility, etc.,
- establish mentorship, seniors to accompany younger colleagues on a regular basis, maybe sharing same desk/ office,
- make your company somekind of a “family`s home”, difficult to leave for everyone because of its great (team) atmosphere,
- extend employement duration for seniors exceeding typical retirement ages 63/ 65/ …, e.g. consulting agreements, if necessary/ possible for years
The ‘war of talents’ will not end in the next years. Efforts and costs for hiring, integrating and ramping up new colleagues are always more expensive than intensifying the identification and the connection of your colleagues and your company.
Happy to read your thoughts on this…
Trust in your team and trust in the task-management of your employees rather than micromanage. Micromanagement is counterproductive.
Managing the tasks of every employee on detail and controlling any step of employees robs valuable time that could be invested in actual management-relevant tasks.
Micromanagement leads to a corporate culture, where employees reflect the loss of trust within the team, where employees loose their intrinsic motivation & where leaders overwork – loosing the capacity for management priorities.
Valuable results follow from trust!
Trust in your team, expand and grow with your team!
Probably the biggest challenge of an entrepreneurials life is to hand over your business to a successor.
After serial discussions with entrepreneurs with no successor in place my top three points to solve this challenge:
(1) Define your activities and competencies that need to be handed over – what does it take to fit in your shoes?
(2) Search for the person (s) with the necessary (basic) skills to take over your activities, maybe not from one day to another but within a reasonable timeframe – and with your support.
(3) What`s your price for your lifetime work? Evaluate your business and verify with market prices, compare with peers and consider what price might be possible to be financed by a successor. Your purchase price need to be re-financed by the new owner within a reasonable timeframe, 5-7 years.
Companies still discuss the effectiveness and efficiency of home office or any kind of remote and mobile working.
I do really wonder why? It is a proven concept!
There are only three major prerequistes that need to be fulfilled:
(1) Deliver your dedicated tasks in quality and in time,
(2) therefor, delegate the tasks as precise as necessary with a due date,
(3) and be availabe for any kind of calls and (digital meetings)!
The base of it is built in mutual trust & the organization of some frame requirements.
If there is a possibility, meet in person (from time to time) to maintain the social relationship!
Read that in my next blog about the ‘wherever office’