chapter 19 staffing and leading copyright ©2009 pearson education, inc. publishing as prentice hall...

Copyright ©2009 Pearson Education, Inc. Publishing as Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallPrentice Hall

11Chapter 19 Staffing and Leading

Staffing and Leadinga Growing Company

Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 22Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading

LeadershipLeadership

Process of influencing and inspiring Process of influencing and inspiring others to work to achieve a common others to work to achieve a common goal and then giving them the power goal and then giving them the power and the freedom to achieve it.and the freedom to achieve it.

Entrepreneurs must take on many Entrepreneurs must take on many roles in their companies, but none is roles in their companies, but none is more important than that of leader.more important than that of leader.

How do “leadership” and How do “leadership” and “management” differ?“management” differ?


Effective LeadersEffective Leaders

Create a set of values and beliefs for Create a set of values and beliefs for employees and passionately pursue employees and passionately pursue themthem

Respect and support their employeesRespect and support their employees Set the example for their employeesSet the example for their employees Focus employees’ efforts on Focus employees’ efforts on

challenging goals and keep them challenging goals and keep them driving toward those goalsdriving toward those goals



Provide the resources employees Provide the resources employees need to achieve their goals need to achieve their goals

Communicate with their employeesCommunicate with their employees Value the diversity of their workersValue the diversity of their workers Celebrate their workers’ successesCelebrate their workers’ successes Value risk-takingValue risk-taking

(Continued)(Continued)



Understand that leadership is Understand that leadership is multidimensionalmultidimensional

Value new ideas from employeesValue new ideas from employees Understand that success really is a Understand that success really is a

team effortteam effort Encourage creativity among their Encourage creativity among their

workersworkers




Maintain a sense of humorMaintain a sense of humor Behave with integrity at all timesBehave with integrity at all times Keep their eyes on the horizonKeep their eyes on the horizon



Four Vital Tasks of a Four Vital Tasks of a LeaderLeader1.1. Hire the right employees and Hire the right employees and

constantly improve their skillsconstantly improve their skills2.2. Build an organizational culture and Build an organizational culture and

structure that enable the company to structure that enable the company to reach its potentialreach its potential

3.3. Communicate the vision and the Communicate the vision and the values of the company and create an values of the company and create an environment of trust environment of trust

4.4. Motivate workers to higher levels of Motivate workers to higher levels of performanceperformance


Conduct a Conduct a job analysisjob analysis and create and create practical practical job descriptionsjob descriptions and and job job specificationsspecifications

Hiring the Right Hiring the Right EmployeesEmployees


Conducting a Job Conducting a Job AnalysisAnalysis

Create a Create a job description job description - a written - a written statement of the duties, responsibilities, statement of the duties, responsibilities, reporting relationships, working conditions, reporting relationships, working conditions, and materials and equipment used in a joband materials and equipment used in a job

Create a Create a job specification job specification - written - written statement of the qualifications and statement of the qualifications and characteristics needed for a job, stated in characteristics needed for a job, stated in such terms as education, skills, and such terms as education, skills, and experienceexperience

See sample job description from the See sample job description from the Dictionary of Occupational Titles Dictionary of Occupational Titles for a worm for a worm pickerpicker


Worm PickerWorm Picker

Gathers worms to be used as fish Gathers worms to be used as fish bait; walks about grassy areas, such bait; walks about grassy areas, such as gardens, parks, and golf courses as gardens, parks, and golf courses and picks up earthworms (commonly and picks up earthworms (commonly called dew worms and called dew worms and nightcrawlers). Sprinkles chlorinated nightcrawlers). Sprinkles chlorinated water on lawn to cause worms to water on lawn to cause worms to come to the surface, and locates come to the surface, and locates worms by use of lantern or flashlight. worms by use of lantern or flashlight. Counts worms, sorts them, and packs Counts worms, sorts them, and packs them into containers for shipment. them into containers for shipment. (# (# 413.687 - 014 in D.O.T)413.687 - 014 in D.O.T)

Table 19.1 Linking Tasks from a Job Description to the Table 19.1 Linking Tasks from a Job Description to the Traits Needed to Perform the Job. Traits Needed to Perform the Job.

Job Task Trait or Characteristic

Generate and close new sales Outgoing, persuasive, friendly

Make 15 “cold calls” per week Self-starter, determined, optimistic,independent, confident

Analyze customers’ needs and recommend proper equipment

Good listener, patient, empathetic

Counsel customers about options and features needed

Organized, polished speaker, “other” oriented

Prepare and explain financing methods Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate

Retain existing customers Relationship builder, customer-focused

Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 11


Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications Plan an effective interviewPlan an effective interview



Planning an Effective Planning an Effective InterviewInterview Develop a series of core questions Develop a series of core questions

and ask them of every job candidateand ask them of every job candidate Ask open-ended questions rather than Ask open-ended questions rather than

those calling for “yes or no” answersthose calling for “yes or no” answers Create hypothetical situations Create hypothetical situations

candidates would encounter on the candidates would encounter on the job and ask how they would handle job and ask how they would handle themthem


Probe for specific examples in the Probe for specific examples in the candidate’s work history that candidate’s work history that demonstrate the necessary traits and demonstrate the necessary traits and characteristicscharacteristics

Ask candidates to describe a recent Ask candidates to describe a recent success and a recent failure and how success and a recent failure and how they dealt with themthey dealt with them

Arrange a “non-interview” setting in Arrange a “non-interview” setting in which to observe the candidatewhich to observe the candidate


Planning an Effective Planning an Effective InterviewInterview

Table 19.2 Interview Questions for Candidates for a Table 19.2 Interview Questions for Candidates for a Sales Representative PositionSales Representative Position

Trait or Characteristic QuestionOutgoing, persuasive, friendly How do you persuade reluctant

prospects to buy? Can you give an example?

Good listener, patient, empathetic What would you say to a fellow salesperson who was getting more than her share of rejections and was having difficulty getting appointments?

Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate

How do you feel when someone How do you feel when someone questions the truth of what you questions the truth of what you say? Can you give an example of say? Can you give an example of successfully overcoming this successfully overcoming this situation?situation?

Other questions:Other questions:

If you owned a company, why would you hire yourself?If you owned a company, why would you hire yourself?

How do you acknowledge the contributions of others in your How do you acknowledge the contributions of others in your department?department?




Conduct a job analysis and create practical Conduct a job analysis and create practical job descriptions and job specificationsjob descriptions and job specifications

Plan an effective interviewPlan an effective interview

Conduct the interviewConduct the interview


Conducting an Conducting an Effective InterviewEffective Interview Break the ice. Break the ice. Goal: to diffuse Goal: to diffuse

nervous tensionnervous tension Ask questions Ask questions

Remember the 25/75 RuleRemember the 25/75 Rule Types of interviewsTypes of interviews

Puzzle interviewPuzzle interview Situational interviewSituational interview Peer-to-peer interviewPeer-to-peer interview

Keep it legal!Keep it legal!


The “The “OUCHOUCH” Test” Test

Does the question Does the question OOmit references to mit references to race, religion, color, sex, or national race, religion, color, sex, or national origin?origin?

Does the question Does the question UUnfairly screen out nfairly screen out a particular class of people?a particular class of people?

Can you Can you CConsistently apply the onsistently apply the question to every applicant?question to every applicant?

Does the question Does the question HHave job-ave job-relatedness and business necessity?relatedness and business necessity?


Conducting an Conducting an Effective InterviewEffective Interview

Sell the candidate on the Sell the candidate on the company. company. Best candidates will Best candidates will have other job offers. Your job: to have other job offers. Your job: to convince the best candidates that convince the best candidates that your company is a great place to your company is a great place to workwork


Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications

Plan an effective interviewPlan an effective interview Conduct the interviewConduct the interview Check ReferencesCheck References



Checking ReferencesChecking References

Checking an applicant’s Checking an applicant’s references is an important part of references is an important part of protecting a company against protecting a company against making a “bad hire”making a “bad hire”

Is it Is it really really necessary?necessary?

Yes!! Background Information Yes!! Background Information Services: More than 50% of job Services: More than 50% of job seekers lie on their rseekers lie on their réésumsuméés s


Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications

Plan an effective interviewPlan an effective interview Conduct the interviewConduct the interview Check ReferencesCheck References Conduct background checksConduct background checks Conduct employment testsConduct employment tests



Employment TestsEmployment Tests

Valid testValid test – one that measures – one that measures what it is intended to measure what it is intended to measure (e.g. aptitude for selling)(e.g. aptitude for selling)

Reliable testReliable test – one that measures – one that measures consistently over timeconsistently over time


Company CultureCompany Culture

Distinctive, unwritten, informal code Distinctive, unwritten, informal code of conduct that governs the of conduct that governs the behavior, attitudes, relationships, behavior, attitudes, relationships, and style of an organizationand style of an organization

“ “The way we do things around The way we do things around here”here”

In small companies, culture plays as In small companies, culture plays as important a part in gaining a important a part in gaining a competitive edge as strategy doescompetitive edge as strategy does


Characteristics of Characteristics of Positive Company Positive Company CultureCulture Respect for work and life balanceRespect for work and life balance Sense of purposeSense of purpose DiversityDiversity IntegrityIntegrity Participative managementParticipative management Learning environmentLearning environment Sense of funSense of fun


Team-Based Team-Based ManagementManagement Self-directed work teamSelf-directed work team – a group of – a group of

workers from different functional areas workers from different functional areas of a company who work together as a of a company who work together as a unit largely without supervision, unit largely without supervision, making decisions and performing tasks making decisions and performing tasks that once belonged only to managers that once belonged only to managers

In this setting, the nature of managers’ In this setting, the nature of managers’ work changes dramatically work changes dramatically


Common Errors with Common Errors with TeamsTeams

Assigning teams inappropriate tasksAssigning teams inappropriate tasks Failing to provide meaningful Failing to provide meaningful

performance targetsperformance targets Sabotaging teams with Sabotaging teams with

underperformersunderperformers Failing to compensate team members Failing to compensate team members

equitablyequitably


What Makes Teams What Makes Teams Succeed?Succeed?

Make sure that teams are Make sure that teams are appropriate for the company and appropriate for the company and the nature of the workthe nature of the work

Form teams around the natural work Form teams around the natural work flow and give them specific tasks to flow and give them specific tasks to accomplishaccomplish

Provide adequate support and Provide adequate support and training for team members and training for team members and leadersleaders


Involve team members in how Involve team members in how their performances will be their performances will be measured, what will be measured, what will be measured, and when it will be measured, and when it will be measuredmeasured

Make at least part of team Make at least part of team members’ pay dependent on members’ pay dependent on team performanceteam performance


What Makes Teams What Makes Teams Succeed?Succeed?

Stages of Team DevelopmentStages of Team Development



CommunicationCommunication

Managers spend about 80 percent of Managers spend about 80 percent of their time in some form of their time in some form of communication: communication: 30% talking30% talking 25% listening25% listening 15% reading15% reading 10% writing10% writing

Many problems in the workplace arise Many problems in the workplace arise because of poor communicationbecause of poor communication


Barriers to Barriers to CommunicationCommunication

Employees don’t feel free to say what Employees don’t feel free to say what they meanthey mean

AmbiguityAmbiguity Information overloadInformation overload Selective listeningSelective listening Defense mechanismsDefense mechanisms Conflicting verbal and nonverbal Conflicting verbal and nonverbal

signalssignals


Communicating Communicating EffectivelyEffectively

Clarify your message before Clarify your message before communicating itcommunicating it

Use face-to-face communication Use face-to-face communication whenever possiblewhenever possible

Be empatheticBe empathetic Match your message to your Match your message to your

audienceaudience Be organizedBe organized


Communicating Communicating EffectivelyEffectively Encourage feedbackEncourage feedback Tell the truthTell the truth Don’t be afraid to tell employees Don’t be afraid to tell employees

about the business, its about the business, its performance, and the forces that performance, and the forces that affect it affect it


The Challenge of The Challenge of Motivating WorkersMotivating Workers

EmpowermentEmpowerment Job designJob design Rewards and compensationRewards and compensation FeedbackFeedback


EmpowermentEmpowerment

Involves giving workers at every level of Involves giving workers at every level of the organization the power, the freedom, the organization the power, the freedom, and the responsibility to control their own and the responsibility to control their own work, to make decisions, and to take work, to make decisions, and to take action to meet the company’s objectivesaction to meet the company’s objectives

Requires a different style of management Requires a different style of management from that of the traditional managerfrom that of the traditional manager

Is built on sharing information, authority, Is built on sharing information, authority, and powerand power


Empowerment Works Best Empowerment Works Best When an Entrepreneur . . .When an Entrepreneur . . .

Is confident enough to give workers all Is confident enough to give workers all of the authority and responsibility they of the authority and responsibility they can handlecan handle

Plays the role of coach and facilitator, Plays the role of coach and facilitator, not the role of meddlesome bossnot the role of meddlesome boss

Recognizes that empowered Recognizes that empowered employees will make mistakesemployees will make mistakes

Hires people who can blossom in an Hires people who can blossom in an empowered environmentempowered environment


Trains workers to continuously Trains workers to continuously upgrade their skillsupgrade their skills

Trusts workers to do their jobsTrusts workers to do their jobs Listens to workers when they have Listens to workers when they have

ideas, solutions, or suggestionsideas, solutions, or suggestions Recognizes workers’ contributionsRecognizes workers’ contributions Shares information with workers, Shares information with workers,

perhaps using open-book managementperhaps using open-book management


Empowerment Works Best Empowerment Works Best When an Entrepreneur . . .When an Entrepreneur . . .


Open-Book Open-Book ManagementManagementEmployees:Employees:1.1. See and learn to understand a See and learn to understand a

company’s financial statements and company’s financial statements and its critical numbersits critical numbers

2.2. Learn that a significant part of their Learn that a significant part of their jobs is moving those critical numbers jobs is moving those critical numbers in the right directionin the right direction

3.3. Have a direct stake in the company’s Have a direct stake in the company’s success through profit sharing, ESOPs, success through profit sharing, ESOPs, or performance-based bonuses or performance-based bonuses


Job Design StrategiesJob Design Strategies

Job simplification Job simplification - breaks work down into its - breaks work down into its simplest form and standardizes each tasksimplest form and standardizes each task

Job enlargement (horizontal job loading) Job enlargement (horizontal job loading) - - adds more tasks to a job to broaden its adds more tasks to a job to broaden its scopescope

Job rotation Job rotation - cross-trains workers so they - cross-trains workers so they can move from one job in a company to can move from one job in a company to others, giving them a greater number and others, giving them a greater number and variety of tasks to perform. Often used with variety of tasks to perform. Often used with a skill-based pay systema skill-based pay system


Job Design StrategiesJob Design Strategies

Job enrichment (vertical job loading) Job enrichment (vertical job loading) - - builds motivators into a job by increasing builds motivators into a job by increasing the planning, decision making, organizing the planning, decision making, organizing and controlling functions (which and controlling functions (which traditionally were managerial tasks)traditionally were managerial tasks)

Five core characteristics:Five core characteristics: Skill varietySkill variety Task identityTask identity Task significanceTask significance AutonomyAutonomy FeedbackFeedback Enriched

Job



Flextime Flextime - an arrangement under which - an arrangement under which employees build their work schedules employees build their work schedules around a set of “core hours” - such as around a set of “core hours” - such as 11 a.m. to 2 p.m. - but have flexibility 11 a.m. to 2 p.m. - but have flexibility about when they start and stop workabout when they start and stop work

Job sharing Job sharing - a work arrangement in - a work arrangement in which two or more people share a single which two or more people share a single full-time jobfull-time job

Job Design StrategiesJob Design Strategies(Continued)(Continued)


Flexplace Flexplace - a work arrangement in - a work arrangement in which employees work at a place which employees work at a place other than the traditional office, such other than the traditional office, such as a satellite branch closer to their as a satellite branch closer to their homes or, in some cases, at homehomes or, in some cases, at home

TelecommutingTelecommuting - an arrangement in - an arrangement in which employees have employees which employees have employees working from their homes use modern working from their homes use modern communications equipment to hook communications equipment to hook up to their workplacesup to their workplaces

Job Design StrategiesJob Design Strategies(Continued)(Continued)

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Number of WorkersTelecommuting in the United States



Rewards and Rewards and CompensationCompensation The key to using rewards to The key to using rewards to

motivate workers is tailoring motivate workers is tailoring them to the needs and them to the needs and characteristics of individual characteristics of individual workersworkers

Money is an effective motivator - Money is an effective motivator - up to a pointup to a point Pay-for-performance systemsPay-for-performance systems


Pay-for-PerformancePay-for-Performance

Employees’ incentive pay must be Employees’ incentive pay must be clearly and closely linked to their clearly and closely linked to their performancesperformances

Employees must be able to see the Employees must be able to see the connection between what they do connection between what they do every day on the job and the rewards every day on the job and the rewards they receive they receive

The system must be simple enough so The system must be simple enough so that employees understand and trust it that employees understand and trust it


Pay-for-PerformancePay-for-Performance

Employees must believe the system is Employees must believe the system is fair fair

The system should be inclusive, The system should be inclusive, rewarding all employees, no matter rewarding all employees, no matter what their jobs might bewhat their jobs might be

The system should make frequent The system should make frequent payouts to employees payouts to employees


Intangible rewards such as Intangible rewards such as praise, recognition, celebrations, praise, recognition, celebrations, and others can be and others can be veryvery powerful, powerful, yet inexpensive, motivatorsyet inexpensive, motivators

Ideal for small companiesIdeal for small companies

Rewards and Rewards and CompensationCompensation

The Feedback The Feedback LoopLoop

ComparingComparing Actual Actual Performance Performance AgainstAgainst StandardsStandards

DecidingDecidingWhat to What to MeasureMeasure

DecidingDecidingHow to How to MeasureMeasure

TakingTaking ActionActionto Improveto ImprovePerformance Performance

ComparingComparing ActualActualPerformancePerformance AgainstAgainst StandardsStandards



Guidelines for Successful Guidelines for Successful Performance AppraisalsPerformance Appraisals

Link the employee’s performance to the job Link the employee’s performance to the job descriptiondescription

Establish meaningful, job-related, observable, Establish meaningful, job-related, observable, measurable, and fair performance criteriameasurable, and fair performance criteria

Prepare for the appraisal by outlining the key Prepare for the appraisal by outlining the key points you want to cover with the employeepoints you want to cover with the employee

Invite the employee to provide an evaluation Invite the employee to provide an evaluation of his own job performance based on the of his own job performance based on the criteriacriteria



Be specificBe specific Keep a record of employees’ critical Keep a record of employees’ critical

incidents - both positive and negativeincidents - both positive and negative Discuss the employee’s strengths and Discuss the employee’s strengths and

weaknessesweaknesses Incorporate employees’ goals into the Incorporate employees’ goals into the

appraisalappraisal Keep the evaluation constructiveKeep the evaluation constructive



Praise good workPraise good work Focus on behaviors, actions, and resultsFocus on behaviors, actions, and results Avoid surprises (for both the employee Avoid surprises (for both the employee

or the business owner) or the business owner) Plan for the future Plan for the future

Smart business owners spend about 20% of Smart business owners spend about 20% of a performance appraisal discussing past a performance appraisal discussing past performance and 80% developing goals, performance and 80% developing goals, objectives, and a plan for improving objectives, and a plan for improving performance in the futureperformance in the future




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Copyright ©2009 Pearson Education, Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallInc. Publishing as Prentice Hall

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