On the hiring line

The labor pool may be fuller these days—a result of the multitude of recent layoffs—but prospective employees are still looking to make smart career moves and join companies that will motivate, appreciate and promote their talents. PLAYTHINGS recently drew on the expertise of Sam Geist, author of Would You Work for You?—an engaging primer for businesses looking to attract and keep capable, experienced employees.

So, Sam, would you work for you?

Geist: Yes, but only if you provide what I want!

And what is it that you—or a good employee prospect—would want?

Geist: There is a Chinese proverb that goes like this: "If you want one year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people." Professional growth is essentially what prospective employees are looking for.

Is growth, then, the first most important incentive a company can offer an employee?

Geist: It is especially important today. Providing training and offering learning opportunities makes "you want to work for you." Today's employees no longer commit to the same company for their entire careers and training is important to their future marketability. By the same token, company leaders realize that the evergrowing mass of information companies receive today can only be absorbed in an environment that advocates ongoing learning.

What else is important to a prospective employee?

Geist: The level of stress and how a company helps employees cope. Companies looking to attract and retain the best talent are providing a good place—a fun place—to work. Stress reduces the ability to concentrate, reduces productivity leading to employer angst, which creates even more stress. Companies are realizing the crippling effect of stress on their workforce and have begun to take steps to alleviate it. One company hired a part-time concierge to pick up employees' dry cleaning, run errands and take lunch orders. Another, Nova Chemical Corp., provides a napping room, especially for its shift workers. Cisco Systems, Inc. recently opened one of the largest daycare centers in the United States.

What are some other incentives for attracting good employees?

Geist: Provide a sense of personal achievement. Everyone wants to work in a place that nurtures self-esteem. Happy, satisfied employees work better. They are more committed, more willing to go the extra mile. And provide rewards! In addition to a competitive salary, recognition and acknowledgement for a job well done is powerful. Recognition can take many guises, but all who have implemented recognition programs agree that they build self-image, morale, camaraderie, a sense of satisfaction and productivity. And, of course, inspiring, motivating leadership is key. Company leaders agree that inspiring, motivating leadership requires that an internal fire be transmitted to every corner of the organization, making everyone with whom it comes in contact, passionate as well.

How can the fire be lit, the passion 'transmitted' by the company?

Geist: The passion can be transmitted in five ways:

• Be an enabler. Give others the opportunity to carry the passion forward.
• Be unimpeachable and compassionate. Be above reproach, but be understanding so others dare to follow.
• Recognize others for what they are. Expect high performance, but don't expect the sun, the moon and the stars.
• Walk the talk.
• Recognize change. Celebrate achievements.

At the end of the day, what is the biggest challenge facing today's employment market?

Geist: Ask leaders what their biggest challenge is and you hear again and again: finding, attracting and keeping good people. Ask good people what their biggest career challenge is and you hear again and again: finding other good people to work with and work for.