Posts for Category: Hiring

7 Reasons To Hire Part Time Employees

Posted on: June 21st, 2016

Part time employment is on the rise. The good news is as a result of changing values, work and life preferences, and retirees who don’t want to retire there is a vast numbers of qualified individuals wanting and willing to work part-time.

Unfortunatly part time employees face many challenges in their work environment, the biggest problem comes from the negative attitudes of their bosses, managers and full-time co-workers. Part-time employees’ contributions are seen as insignificant and therefore are not made to feel like part of the team.  The opposite however is true.  The Kabachnick Group research reveals that part-timer employees performance scores are approximately 30% higher than their full-time counterparts. Part-timers also show a higher energy level, do not get bored as easily, and are less likely to get caught up in work-place politics. After all, they simply have less time to develop these less desirable habits.

part-timeTo tap the resource that is part-time employees and prevent disengagement among highly productive part-timers, employers must first view them as genuine contributors to the company. Here are some suggestions to keep your part-timer employees engaged.

1). Review your company policies. Reacquaint yourself with policies regarding part-timer empolyees’ pay, benefits, schedules, etc. Look at part time employees from a fresh viewpoint.  How can part-time employees help your organization?   Part time employees, cost less, their hours are flexible and these two factors alone open up a vast pool of candidates.  Think outside the box, part-time employees aren’t just high school and college students, also consider the recently retired and parents looking for work while the kids are in school. Flexibility and a sense of accomplishment are extremely important to these group.

2). Show respect for part time employees: Just because they work part-time doesn’t mean they should be relegated to positions that are trivial or delegated tasks nobody else wants. Many part-timers build solid relationships with customers – sometimes to the point where customers will only shop during the hours when they work. Give part-timers flexibility in scheduling appointments with customers outside of their normal working hours. This helps build customer loyalty and profitability. Yes, the scheduling may take a little more maneuvering, but you will see valuable results in the end.

3). Provide guidance and education. Do not exclude part-time employees from training sessions and meetings. Many will voluntarily listen to educational tapes and study training manuals to become better at their jobs. Encourage them to participate in meetings and offer ideas and recommendations. Give them an opportunity.

4). Acknowledge their temporary status. It’s no secret that many part-timers will be with you temporarily. Don’t view this as a negative and not make the employee feel they need to keep this a secret.  Discuss the part time employees future plans and how to make the most of their time at your organization. Let them know you are ok with their seasonal or short term employement and will provide them with learning opportunities to help them achieve their future goals.  All you ask in return is that they be responsible, attentive and give you their best.  You won’t be disappointed with the results.

5). Partner a full-timer with a part-timer. Ask a full-timer to communicate any news, important information, policy changes, meeting notes and general correspondence to the part-timer. Reward the full-time person for this responsibility.  Promote teamwork.

6). Touch base regularly with your part-timers. Build a relationship. Do this every other week or at least once a month. Find out how they are doing, and offer feedback. The time you spend with part-timers will be noticed by full-timers, and will send the important message that you consider part-timers to be important employees and valuable workers that are worthy of your time and theirs.

7). Recognize and value seniors who work part-time. There are great benefits to multigenerational workforce. Many older employees bring vast experience, reliability and maturity, which can become contagious. Many were managers and leaders in their pre-retirement days. Ask them to become mentors. Ask for their advice. Make them feel important. Everyone will benefit.  Visit the AARP website for more information on their Senior Community Service Employment Program.

Part-time workers are becoming a more important component in the workplace. Managers must learn to treat them as genuine contributors to the company in order to keep them engaged.

Hiring the Engaged Employee

Posted on: June 6th, 2016

How do you hire the best talent?  How do you know they will be the right fit for the job and your organization?  At the Kabachnick Group, we have learned from experience that being aware of these components before making a hiring decision is very important to hiring an engaged employee.  Consider using assessment tools.

  • imagesIndividual Driving Forces are the prime forecasters of success employee engagement or failure (disengagement). Discover an individual’s motivators and beliefs through the use of our Driving Forces assessment.
  • Certain jobs require certain natural abilities. Define the job, define the ability, match the two, and you have a winning formula for engagement at all levels of an organization.
  • The DISC profiling system reveals four basic human behavior dimensions: Drive; Influence; Steadiness and Compliance.
  • When you define an individual’s beliefs and values, you can align the person with a job at which they are likely to excel – leading to engagement and passion in what they do.
  • Overlooking people who do poorly in traditional interviews may cause you to overlook their superior qualifications and skills. Uncover these hidden factors by using online assessments.
  • Employers usually look for themselves in the person they’re interviewing. They rely on their biases when making hiring decisions rather than rely on unbiased and validated assessments.
  • The four assessment profiles best suited to effective recruiting, hiring, retention and engagement are: the self-assessment; assessment of success requirements for the job; assessment of your organization and its culture; assessment of an applicant or employee’s competencies and natural abilities, beliefs and values.
  • When in doubt, choose will over skill. Many times experience alone causes a gap between what the employee knows and what he is willing to learn – leading to disengagement.
  • Benchmark the job by focusing on the job requirements and key accountabilities rather than the “type” of person you think you want.
  • “Supporters” are not disengaged. Although they often interview poorly when compared with “Relaters,” they can make good management material. Assessments are the tool you need to point out this difference.
  • Understand the emotional requirements of a new employee by discussing her strengths and limitations, needs, and reasons for working. During the interview see if her answers match up with her assessment results. If not you need to probe further.
  • Be observant. Watch for behavior changes during the first six months of employment. Job performance either grows or drops during this period. You can forecast disengagement by following this practice.
  • Provide informal feedback monthly by asking specific questions related to the employee’s perceptions of how he or she is doing. Go back to the assessments the employee completed and see if the behavior you are witnessing is congruent with the assessment results.
  • The disengaged employee “cycles” through four “seasons” – from the honeymoon period and full engagement to reactively disengaged and then actively disengaged.
  • Fire the actively disengaged worker – when the person has moved beyond “redemption.”
  • Disengaged workers cost US organizations more than $250 billion per year. Research shows that three of four workers are disengaged. The total cost and impact on profits have yet to be measured.
  • Disengaged workers are more than disillusioned; they are mentally divorced from their jobs.
  • Managers usually fail to recognize the symptoms of disengagement, or they avoid dealing with “people issues” entirely.
  • Management often promotes disengagement by rewarding poor-to-mediocre performers with attention and “incentives,” while heaping additional work and responsibilities on top performers.
  • The average manager waits nearly two years before separating the actively disengaged worker from the company – two years during which the worker poisons relations with co-workers, customers, and managers.
  • Firing can be a favor. But fire the person quickly and without recriminations.
  • The truly engaged worker is committed to her job and company, and is unavailable to other employers.
  • People are engaged when they understand and agree with what is expected of them.
  • A simple exercise to encourage engagement: Ask employees to write down what they believe their job requires and the behaviors they feel are necessary for their success. Follow-up with discussions to gain agreement and commitment resulting in an engaged worker at all levels of an organization.
  • Companies are only as good as their engaged people, because companies are their people.
  • Engaged people drive the success of companies. They are the source of all revenues, sales, customer satisfaction and (ultimately) profits.
  • Life and work cannot be separated into compartments. Managers must accept that the two intersect, and become more “professionally personal” if they want to destroy disengagement problems and improve productivity.
  • Given the huge cost (largely hidden) of employee disengagement, businesses cannot afford to continue with “business as usual.”
  • Employee engagement and loyalty cannot be bought, and cannot be imposed through superficial means such as pep rallies, slogans and smiley buttons.

Engagement formula: People = Productivity = Profits. Adapt and adopt behaviors in order to treat workers as individuals.



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