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Employee Retention

Forget The Pecking Order At Work

Organizations are often run according to "the superchicken model," where the value is placed on star employees who outperform others. And yet, this isn't what drives the most high-achieving teams. Business leader Margaret Heffernan observes that it is social cohesion — built every coffee break, every time one team member asks another for help — that leads over time to great results. It's a radical rethink of what drives us to do our best work, and what it means to be a leader. Because as Heffernan points out: "Companies don't have ideas. Only people do."

Leadership Development for Millennials Lacking

From Inc. Magazine by Ryan Jenkins on February 13, 2017

According to a recent Deloitte study, talent development is the second biggest challenge HR professionals face today. It’s estimated that companies spend about $130 billion per year on employee development, with the lion’s share of this funding going to leadership development. Furthermore, according to a study released by Inc., 61 percent of CEOs prefer to develop and promote employees internally by providing external training. However, only 28 percent of these organizations have formal leadership development programs. Leadership development will only become more important as Baby Boomers leave the workforce and are replaced by a wave of Millennial employees. Approximately 61 percent of Millennials say they are dissatisfied with how their leadership skills are being developed, while nearly 70 percent aspire to become leaders in their organizations within the next five years. A full 60 percent say they want direct training to develop the skills they’ll need to take up the leadership mantle. With more than 10,000 Baby Boomers retiring every day, the glaring gap between the desire for leadership development and what is actually provided must be addressed.


Lincoln on Leadership: Executive Strategies for Tough Times

Only ten days before Abraham Lincoln took the oath of office in 1861, the Confederate States of America seceded from the Union taking all Federal agencies, forts, and arsenals within their territory. To make matters worse, Lincoln, who was elected by a minority of the popular vote, was viewed by his own advisors as nothing more than a gawky, second-rate country lawyer with no leadership experience.

Lincoln On Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world. In honor of our 16th President's birthday, we are taking a look at Lincoln's 15 leadership attributes discussed in this highly acclaimed book.

Chapter 1: Get Out of the office and Circulate Among the Troops

"His cardinal mistake is that he isolates himself, and allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with."

Lincoln's reason for relieving Gen. John C. Fremont from his command in Missouri (September 9, 1861)

Chapter 2: Build Strong Alliances

"A house divided against itself cannot stand…our cause must be entrusted to, and conducted by its own undoubted friends - whose hands are free, whose hearts are in the work - who do care for the result."

Lincoln's remarks from "A House divided" speech, in which he accepted the nomination for US senator at the Republican State convention in Springfield, Illinois (June 16, 1858)

Chapter 3: Persuade Rather Than Coerce

"With public sentiment, nothing can fail; without it, nothing can succeed. Consequently he who molds public sentiment goes deeper than he who enacts statutes or pronounces decisions."

Lincoln's remarks in the first Lincoln-Douglas debate when examining the influence Stephen A. Douglas was having on the public (August 21, 1858)

Chapter 4: Honesty and Integrity Are the Best Policies

"I am compelled to take a more impartial and unprejudiced view of things. Without claiming to be your superior, which I do not, my position enables me to understand my duty in all these matters better than you possible can, and I hope you do not yet doubt my integrity."

Lincoln's closing comments in a letter of support for General-in-Chief Henry Halleck to a close friend who urged his dismissal (May 26, 1863)

Chapter 5: Never Act Out of Vengeance or Spite

"I shall do nothing in malice. What I deal with is too vast for malicious dealing."

Lincoln's comments in a letter about the readmission of Louisiana to the Union (July 28, 1862)

Chapter 6: Have the Courage to Handle Unjust Criticism

"Neither let us be slandered from our duty by false accusations against us, nor frightened from it by menaces of destruction to the government, nor of dungeons to ourselves. Let us have faith that right makes might, and in that faith let us to the end dare to do our duty as we understand it."

The closing statement of Lincoln's Cooper Institute Address, in which he encouraged party members to hold fast to their beliefs (February 27, 1860)

Chapter 7: Be a Master of Paradox

"Take time and think well upon this subject.….Nothing valuable can be lost by taking time…. Delay is ruining us…. Time is everything…. Please act in view of this…. Make haste slowly."

Lincoln giving seemingly contradictory advice to different followers in different situations (March 1861 - July 1862)

Chapter 8: Exercise a Strong Hand - Be Decisive

"Some single mind must be master, else there will be no agreement in anything…"

Part of Lincoln's firm stance regarding new elections in the State of Arkansas (February 17, 1864)

Chapter 9: Lead by Being Led

"Now, the undertaking being a success, the honor is all yours; for I believe non of us went farther than to acquiesce… But what next? I suppose it will be safer if I leave Gen. Grant and yourself to decide."

Part of Lincoln's response to General Sherman for his "Christmas gift" - the capture of Savannah (December 26, 1864)

Chapter 10: Set Goals and Be Results-Oriented

"I think Lee's army, and not Richmond, is your true objective point…Fight him when opportunity offers. If he stays where he is, fret him, and fret him."

Lincoln's response to General Joe Hooker, who'd asked for permission to advance on the Confederate capitol rather than engage the enemy in combat (June 10, 1863)

Chapter 11: Keep Searching Until You Find Your "Grant"

"I can't spare this man. He fights."

Lincoln's response to critics who urged the dismissal of General Grant after the battle of Shiloh, where Grant had been rumored to be drunk (April 1862)

Chapter 12: Encourage Innovation

"Still the question recurs 'can we do better?' The dogmas of the quiet past, are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew."

Lincoln, in his Annual message to congress, exhorting its members to join him in a united venture to be conducted by the executive and legislative branches of government (December 1, 1862)

Chapter 13: Master the Art of Public Speaking

"Extemporaneous speaking should be practiced and cultivated. It is the lawyer's avenue to the public. However able and faithful he may be in other respects, people are slow to bring him business if he cannot make a speech."

From Lincoln's notes for a law lecture intended to advise younger lawyers how best to succeed (July 1, 1850)

Chapter 14: Influence People Through Conversation and Storytelling

"They say I tell a great many stories. I reckon I do; but I have learned from long experience that plain people, take them as they run, are more easily influenced through the medium of a broad and humorous illustration than in any other way…"

Lincoln explaining to a friend why he often related stories in the course of normal conversation.

Chapter 15: Preach a Vision and Continually Reaffirm It

"All honor to Jefferson - who, in the concrete pressure of a struggle for national independence, had the coolness, forecast, and capacity to introduce…an abstract truth, applicable to all men and all times."

Part of a Lincoln's praise for Thomas Jefferson, one of his early heroes, to a Boston group that requested he speak there on Jefferson's birthday. (April 6, 1859)



Recruiting and Engaging the Mobile Workforce

business people with tablet pc and smartphonesMobile devices like smartphones and tablets have increased user power in ways we couldn’t have imagined a few years ago. Weighing an average of 120 grams, these sleek devices allow users to order take-out, schedule appointments, purchase a new outfit for the weekend, book last-minute flights, even search and apply for jobs! Mobile job application is definitely a game changer for hiring managers, especially since the economy has shifted power to the job seeker, and the candidate pool for top talent and high potentials is growing more and more competitive. “With the survey results indicating that 47 percent of employers also intend to raise starting salaries, [Matt Ferguson, CEO of CareerBuilder] predicts hiring will become even more competitive.” Job seekers have more resources than ever because of the Internet to do thorough research on employers that they are interested in—before they even apply. If your organization doesn’t have a strong presence on these resource channels, it is unlikely that you will appear on a candidate’s reconnaissance radar. Your website and career site may look great from your desktop, but how easy is it to navigate from a mobile device or tablet? Industry experts have advised organizations to reduce the number of clicks on mobile-optimized sites to prevent job seekers from leaving their page and abandoning the application process.

CareerBuilder’s mid-year job forecast revealed that 49 percent of the surveyed employers anticipate recruiting additional permanent, full-time staff by the end of the year. This is great news for the (three out of four) full-time employed workers who are actively seeking new job opportunities. According to CareerBuilder, there are four phases of a candidate’s job search:

Phase 1: Orientation

“This phase consists of a candidate's self-evaluation and evaluation of the market.  During this phase, candidates will update their resumes; search for jobs on major  search engines including Google, Bing, Yahoo; network with colleagues, family and  friends; and visit job boards to assess the market.”


Phase 2: Consideration

“During this phase, the job search moves from solitary practice to an interactive social experience. Candidates tap into their social networks to get a more transparent look at the companies they are considering. At this point candidates will visit companies'  career sites; network with colleagues, family and friends; and check out companies'  social media presence.”


Phase 3: Action

“In this phase, candidates are actively applying to jobs. During this phase, candidates  will conduct in-depth research on your organization and form opinions based on the  application experience, which will influence their decision to apply in the future or  recommend this company to others.”


Phase 4: Engagement 

“In this last phase, candidates are interacting with employers, interviewing, and considering job offers. This is where your earlier employment brand efforts pay off.”

It is not enough that we have identified where today’s job seekers conduct their job search, we must also know how they got there. Mark Iadone at reports that, “almost one third of the visitors that reach a site via search are coming from some sort of mobile device, whether it be a phone or a tablet.” In his article, Iadone discusses the importance of a mobile strategy for your hiring and recruiting processes, and also shares why your organization needs to be able to serve job seekers from a mobile device or tablet.


Three ways to optimize your mobile presence to better attract high potentials and job seekers.

  1. Take advantage of social media.

Use company events as an opportunity to take pictures of co-workers, with consent, to give prospects a glimpse into your company’s culture. Share information about your products or services, upcoming events, and tout employee recognition.

  1. Provide valuable content.

Professional networking websites like LinkedIn make it easy for employers to connect with job seekers. Post content that pertains to your company, like case studies, press releases, employee testimonials, interview tips, and most importantly job opportunities. Recruiting high potentials from sites like LinkedIn allows hiring managers to gauge and estimate the validity of a candidate’s experience.

  1. Consider a mobile app.

According to Iadone, many organizations have invested in this platform to complement their published content, build stronger brand awareness, and improve user accessibility for applying and inquiring about open positions. Companies maximize the app-specific features to alert users using “push notifications” about new content and job listings. Although apps are not the right technical investment for every company, I wouldn’t be surprised if more companies began using apps specifically for “convenient” hiring and application purposes.

How do you recruit high potentials through mobile devices? Share your thoughts with us in the comment section below.