| For any business, one of the biggest factors in finding | | | | them and explain the delay rather than them having to |
| and keeping customers is that of building and | | | | chase you.With all these points, you will very likely slip |
| maintaining trust. If you cannot build trust with a | | | | up at times - you're juggling lots of balls in your |
| potential customer or client, you will never win their | | | | business and life and it happens. But provided you are |
| business - regardless of the price or quality of your | | | | on the 'front foot' in explaining any delays or changes, |
| products and services.By not keeping your word and | | | | you will maintain their trust.Most of this is common |
| delivering on your promises (no matter how small), you | | | | courtesy, but it sends out a very clear message about |
| will lose that trust and with it your existing | | | | the kind of business you are and how you treat |
| customers.The very same applies to finding & keeping | | | | people. This starts to build the trust and credibility that |
| your team.If you make the mistake of not keeping | | | | will help you retain them once they join your |
| your word with employees - whether it be your | | | | business.KEEPING THE RIGHT PEOPLEWith your |
| current team or potential employees, you will lose their | | | | exiting employees, there are many areas where |
| trust.Once you have lost the trust of your team, it is | | | | keeping your word will help you retain them. Here are |
| almost impossible to win it back and it will be a clear | | | | just 3 of the key areas:1. Deliver on your financial |
| signal that they will at some stage move on.The break | | | | promises Failing to deliver on financial promises - |
| down of trust between an employer and an employee | | | | whether they are pay raises or bonuses, will very |
| is in fact, one of the single biggest reasons for staff | | | | often de-motivate your people and directly lead some |
| turnover. So how do you build and keep trust?In simple | | | | to start searching for another job fairly quickly.The key |
| terms, I suggest you follow these 3 steps:1. Under | | | | points to remember area) Never make a financial |
| promise, over deliver2. Always do what you say you | | | | promise unless you know you can realistically deliver it |
| are going to do3. If you know you won't be able to | | | | (you are just storing up problems here for the future).b) |
| keep your promise, be proactive in informing people as | | | | If you think you may not be able to deliver, then |
| early as possible and manage their | | | | communicate this on the 'front foot' very early on and |
| expectationsFollowing these 3 steps will, in most | | | | explain the reasons as openly as you can.Yes, you |
| circumstances, help you keep people's trust and so | | | | may find that people may still choose to leave.But very |
| maximise the chances of hiring and retaining the right | | | | often, being honest, open and up front will help maintain |
| people.So how do these specifically apply to your | | | | trust and prevent someone from making a "knee jerk" |
| business on a day to day basis?FINDING THE RIGHT | | | | decision to leave as they feel let down2. Deliver on the |
| PEOPLELosing someone's trust during the recruitment | | | | promises to train & develop peopleThis means |
| process is a sure fire way to miss out on the best | | | | delivering the initial training and induction you promised |
| people.Remember, the best people in the market place | | | | people during their interview. It means following through |
| want to work for people and businesses that they like, | | | | with any other training for your existing team that you |
| trust and respect. So you have a great opportunity | | | | agreed to.Whether it's sending them on a formal |
| during the recruitment process to compete for the | | | | course or some on the job coaching from you, doing |
| best talent by the way you act during the recruitment | | | | what you say helps you build trust and loyalty.3. Deliver |
| process.1. Call them back when you say you will | | | | on your career progression promisesIt is not always |
| Remember first impressions count: Doing what you | | | | possible to fulfill everyone's career aspirations - your |
| say you will right at the beginning of a relationship with | | | | business needs to change with the market place. And |
| a potential employee makes a huge impact on | | | | so the career plans of your team will need to be |
| someone. (Particularly if they are unhappy with their | | | | flexible as the business adapts to its environment.But |
| existing employer).So if you have told someone that | | | | once again, the key is to under promise and over |
| you will call them "before the end of the week" or "on | | | | deliver. Don't promise promotions or exciting new |
| Tuesday afternoon" to discuss their application or CV, | | | | projects if you truly do not believe they will materialise. |
| then make sure you do it. If you can't, then get | | | | Be realistic.Even when you are realistic, things do still |
| someone else to make contact with them an explain | | | | change and it may not always be possible to deliver. In |
| that the delay.2. Make decisions when you say you | | | | these situations, being up front and honest as early as |
| willIf you tell someone at the end of an interview that | | | | you can will maximise the chances of retaining the |
| you will have a decision "within 24 hours", then make | | | | trust of your team.None of this is really rocket science |
| sure you do. If not, make sure you contact them to | | | | - the point I am making is very simple:Treat your |
| explain that there is a delay. Better still, telling them it will | | | | existing team like valuable customers and treat |
| be 48 hours (under promise) and try to get back to | | | | potential employees like potential customers.That |
| them within 24 hours (over deliver) will help you | | | | means always do what you say you are going to do. |
| exceed their expectations.3. Deliver all documentation | | | | If you can't do what you say you will do, then have the |
| on timeIt is imperative that any documentation (e.g. | | | | courage and integrity to tell people as soon as you |
| offer letters, employment contracts etc) arrive when | | | | can.Better still, maybe don't over hype things in the first |
| you say they will. Any delay and people start getting | | | | place so that you can exceed people's |
| nervous, maybe consider progressing with interviews | | | | expectationsYou see, being open, up front and |
| elsewhere and possibly start to have second thoughts | | | | authentic where ever possible ensures you build the |
| about joining you.Whilst you may have just got caught | | | | trust and loyalty required to build a great team around |
| up with other things and got delayed by a day or two | | | | you.By the way, if you are looking for ways in which to |
| - changing jobs brings a lot of uncertainty and stress | | | | build a great team around you, you may want to take |
| for people, so bringing an element of certainty will have | | | | a look at the Find Staff NOW!! e-book. It will give you a |
| a huge impact on them.But again, only promise what | | | | step-by-step guide to hiring the right people in the right |
| you can deliver - if you cannot get the contracts to | | | | way so that you truly have a loyal team around you. |
| them "within a day" then don't make that promise. Tell | | | | Take a look right now by clicking on this link: 2006 |
| them it will be delivered within 3 days and deliver them | | | | Authentic Resourcing All Rights Reserved. |
| beforehand.And if there is a delay, get on the phone to | | | | |