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I just delivered a presentation at a nationalconvention on the best practices in recruiting and retention. My businessfocuses more on the retention side of the equation, but the client asked me toput this together. I learned a lot doing it. In fact, Ive found that the topicis in high demand; four other conventions have asked me to do it for them. Tosave you the trip, I will share with you one of the key points from myresearch. The main source of new employees, by far, is internal referrals. That is, anemployee within the company submits the name of someone he knows, or knows of, tofill a position in the company. This is a win for the hiring company, becausethe cost of this acquisition is often lower, and new hires from referralsusually stay around longer. You can make this work for you. The old cliché, Itsnot what you know, but who you know, has merit here. Who doyour employees know that they might be able to refer for a position? Who do you,and they, know who can give you information, make an introduction, or maybe sendsome people your way? And before you shrug and say, No one, I need to tellyou that you, and your people, know far more people than you think. The problem most people have is that they dont tap into their entire network.They make evaluations about who may or may not be able to help them withoutknowing enough to make a smart decision. A couple of days ago, my friend Ken, aretiring Marine LtCol, called me for advice. We had a great conversation and Iasked if he had talked to another mutual friend of ours, Kelly. He hadnt. Hesaid he didnt think Kelly could offer input, and listed several seeminglyvalid reasons. I then pointed out a number of ways that Kelly--and other membersof his network he hadnt considered--might be able to help him. Ken was seeing things one way. I simply helped him see them other ways, too.Take a look at your cell phone contact list. Every single one of those people ispart of your network, and they all know people. Lets say you have 100 peoplein your phone. Youre really looking at 200 potential leads. Sure, some of themwont be able to offer help. But many, including those you had not considered, mightfit your company, or know someone who might. Your employees have cell phonestoo. Best of class firms help their employees understand what they are lookingfor and continually remind them. You should also reward them, well, when theydo refer people to you. We still need to talk about how to handle these referrals well but we will dothat next time. For now, think about all those relatives, friends, andacquaintances from school, active duty, sports teams, and church. Make a list.You will be amazed and energized by seeing just how many folks can be sourcesof information when your network is energized. The objective of the internalreferral program is to get people to interview. When this happens the next timeyou find yourself asking, Can you hear me now? there will be a vast networkof people, not just hearing you, but helping you get heard.
The,Best,Place,Find,New,Employ