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Positive Attitude
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A Positive Attitude of Employees

by Shamsul

A Positive Attitude of Employees

‘A positive employee attitude towards change is vital to a successful outcome’ (Rees & French, 2016, p. 128). Critically assess this view and consider how managers and HR Practitioners can help ensure employees’ positive attitudes.

 
A Positive Attitude of Employees
 
Maintaining a positive attitude at work is occasionally challenging, no matter how much we like it. Nothing happens according to our needs. There are situations in which the work environment becomes heavy, or a new boss prints a level of demand that leads to stress. Also, there are times when the activity becomes routine, and we count the minutes to finish each task (Rees & French, 2016).
 
A positive attitude at work refers to an optimistic and enthusiastic disposition directed to work activity and everyone involved. Cultivating that attitude helps a lot because it contributes decisively to making work enjoyable (Alas et al., 2013). 
 
 
The Necessity of a Positive Attitude at Work 
 
A positive attitude is considered one of the 5 main interpersonal skills the ideal candidate should have. To this are added teamwork, problem-solving, organizational and planning skills, and communication skills. However, what is the explanation for having a positive attitude in the workplace? Here are some factors that answer the question.
 
 
What is the Meaning of Positive Attitude?
 
   
 
 
     
  • Optimism: Positive people always try to follow guidelines and improve the internal working atmosphere of the organization to achieve better results for the company. “Being positive” is not at odds with “being realistic,” It is about trying to find the best option within the specific circumstances in each situation.
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  • Motivation: Real professionals like their work and are excited about the position tend to give their best, trying to improve themselves even when the circumstances are adverse.
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  • Proactivity: Having the initiative to propose new ideas and anticipating the client’s reaction are qualities in high demand by recruiters seeking to attract talent to organizations.
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  • Flexibility: The predisposition to adapt to the client’s needs and to “be open” to learning impacts productivity and conveys a good image inside and outside the company.
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  • Learn from mistakes: The ability to self-criticize and assume responsibilities is also highly valued. After the knowledge of what we have done wrong in a certain situation, we can perform differently in similar circumstances in the future. Indeed, we have a higher chance of successful achievement.
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  •  The famous quote – Albert Einstein – says, “If you always do the same thing, don’t expect different results.”
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  • Solidarity. In a work team, it is necessary that all the members show a predisposition to help their colleagues in such a way that different skills are combined in favor of a better result.
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Source: Amit (2018)
 
Role of HR Practitioners to foster positive workplace attitude
  
Raise the Quality for Nurturing a Positive Attitude at Work
 
According to (Georgalis et al., 2014), one factor that encourages and helps in developing a positive attitude is the understanding that the job is done well. In order to manage things better, the following aspects can be considered:
 
     
  • Understand well what are the requirements and skills that the job demands and strive to adjust to them
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  • Find ways to perform tasks more efficiently
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  • Set ambitious goals. Not only comply but identify which is the next step in the job evolution
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  • Know the company well, and identify its policies, philosophy, and structure
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If employees feel that work is a means to improve, it will be easier to ensure a positive attitude. A good part of the negative positions is born when we perceive that what we do is not have worth or that we are stagnant.
 
 
Develop Positive and Proactive Behaviors.
 
Even in the loneliest jobs, there is always a point where you have to link or coordinate the work with other people. Therefore, it is necessary to cultivate a positive attitude toward the tasks being performed and the people teamed up to work together (Holten & Brenner, 2015). To do this, the following behaviors and values ​​can be helpful for achievement:
   
 
     
  • Be responsible and punctual. Those who exhibit laziness or lack of seriousness with activities and schedules generate certain work discomfort with their behaviors.
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  • Courtesy above all else. Kind words and gestures are the foundation of a good relationship.
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  • Honesty. Trying to prove something that you are not, telling lies, or not admitting mistakes is something that greatly damages labor relations in the long run.
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  • Learn to handle conflict. You will always find differences of opinion, but this should not become a conflict. In particular, learning to expose disagreements without attacking or hurting anyone is necessary.
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When the work environment is favorable, motivation automatically grows. If you manage to cultivate good relationships, you will not feel like working with anonymous colleagues but sharing with collaborators who have a common cause (Katsaros et al., 2014).
 
 
 
The Importance of Self-Motivation
 
Employees do not always have someone by their side who acknowledges their efforts when things are done right. Employees should not be discouraged by this. Most importantly, employees should be aware that they are doing their best.
 
To self-motivate, there are some small keys that could help—for example, grooming the employees well, exceptionally when low. HR practitioners will see that this simple behavior makes employees feel a lot better. Some studies indicate that if a manager or supervisor smiles and keeps smiling, even if it is not so sincere, in the end, employees will be more optimistic about their work (Yousef, 2016).
 
In addition, valuing achievements and sending positive messages to employees from time to time is the key to developing and maintaining workplace motivation. Taking care of employees and recognizing their efforts are two important actions to motivate them.
   
 
 
Positive Psychology and Work
 
Pamela Castro (2012), a psychologist at the University of San Andres in Bolivia, investigated the influence of positive emotions on job performance. The results indicated the importance of reinforcing optimistic thoughts by managing emotions. According to the author, remembering happy moments in life and identifying with them, little by little, will become a constant. In this way, we will prioritize the positive before the negative.
 
Castro assures that the negative and positive states must first be recognized in the workplace. Once recognized, the negative state must be taken to the positive, but here employees might face difficulties, which that emotions are abstract. Thus, the solution given by the author is to turn subjective into an objective, that is, “to associate emotions with physical characteristics that may belong to a tangible or pleasant object. From this association, the person feels that the possibility of exchanging a negative emotion for a positive one is more real and feasible”.
 
 
 
 
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Read More:
 
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WHAT MAKES YOU A GREAT MOTIVATIONAL AND INSPIRATIONAL TEAM PLAYER?
 
  
 
References
 
     
  1. Alas, R., Demirer, H., & Bilgin, N. (2013). Values as predictors of attitudes toward changes and organizational learning in turkish organizations. International Journal of Trade, Economics and Finance, 4(5), 1–5. https://doi.org/10.7763/IJTEF.2013.V4.300
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  2. Amit, P. P. (2018). Employee perception towards organisational change. International Academic Journal of Organizational Behavior and Human Resource Management, 5(2), 1–25
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  3. Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2014). Change process characteristics and resistance to organisational change: The role of employee perceptions of justice. Australian Journal of Management, 1–25. https://doi.org/10.1177/0312896214526212
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  4. Holten, A.L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 1–16. https://doi.org/10.1108/LODJ-11-2012-0155
    5.  
  5. Katsaros, K. K., Tsirikas, A. N., & Bani, S.-M. N. (2014). Exploring employees ’ perceptions , job -related attitudes and characteristics during a planned organizational change. International Journal of Business Science and Applied Management, 9(1), 37–50.
    6.  
  6. Rees, G & French, R (eds) 2016, Leading, managing and developing people. 5th edn, CIPD Publications, London. <http://shop.cipd.co.uk/shop/bookshop/hr-topics/hr-function/leading-managing-and-developing-people-1#_ga=1.193122799.377704390.1465485053>
    7.  
  7. Yousef, D. A. (2016). Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 1–12. https://doi.org/10.1080/01900692.2015.1072217
    8.  
 
 
 
 
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  Silo Effect in communication  
 
 
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7 Strategies to Eliminate the Silo Effect in Communication
 
 by Shamsul   
 
 
 
 
 
 
7 Strategies to Eliminate the Silo Effect in Communication
  
The Silo Effect in communication occurs when people form groups within companies. In this sense, these groups or departments only talk to each other without considering the company’s general objectives.
 
A Silo is a large receptacle that holds various materials. The word has its origins in the agricultural world. In agriculture, silos keep their respective materials separate. This same logic applies to the definition given in the business world.
 
Communication silos can be dangerous. They cause information bottlenecks, encourage politics within the office, reduce the effectiveness of communication and slow progress.
 
During a 2019 study, it was noticed that, on average, customer experience agents waste 15% of their time due to poor communication with other employees when trying to obtain information to serve the customer. Businesses can’t afford to lose a lot of productivity because of the silo effect in communication, so here are seven ways to deal with it.
 
 
 
1- Connect People through A Common Purpose | Silo Effect in Communication
 

When discussing “silos” in communication, one of the problems is that they only discuss their respective interests. It divides employees into groups that they usually wouldn’t.
 
There might not be a way, or even an intention, to eliminate the interests/goals of a silo, but you can use them to your advantage while emphasizing the business’s goals. Tying employees to a business goal is an effective way to encourage unity.
 
Employees must be able to act on something that defines the company as a whole. This can be helping the customer get a product, increasing community reach, or providing the best possible service. It is a common way for employees to connect and serving the customer remains key to any business operations. Using an XCAAS platform allows all employees to collaborate and can be helpful in this regard.
 
The marketing department might also create an internal manifesto. This fosters a unified view of what the company looks for and what it hopes to achieve. Such a type of manifesto can encourage employees to stay motivated in what they do and help them gain a broader perspective.
 
The structure below illustrates how corporate goals are distinct from departmental and individual goals. Connecting people through a common purpose does not mean sacrificing their personal ambitions.
 
   
 
 
 
 
2- Establish Communication Experts within The Company
 

Is there anyone on your team who is particularly good at communication? It’s an excellent idea to name individuals within different silos who can communicate with each other. These people may belong to various departments, but they should be more appreciated. Now is the time to get them into action! They could help bridge the gaps between the silos.
 
Information about the views of each silo is crucial, it can help deconstruct groups and bring people together. Appoint someone who can represent the voice of their respective silo and that person can bring the information back to you. These expert communicators within the company can also support other silos. This will help them provide important information to management.
 
Part of being a great manager is empowering others to take the lead. They could be given specific titles to demonstrate their value, such as “internal communicator” or “department spokesperson”.
 
 
 
 
3- Open Your Desktop Boundaries
 

The physical design of your office also makes a variation. Silos are often formed when departments or groups are in separate rooms. They do not have the possibility to communicate outside these spaces. In these small areas, people usually talk to each other. This is how ideas circulate within a silo and its state of mind is reinforced.
 
The pandemic has led to more communication difficulties. Employees don’t chat casually with each other like they would in the office. Social media stress related to time spent online has also worsened employees’ interpersonal relationships. However, for companies with communication silos, this has been an advantage.
 
Silos are much less likely to form when employees work from home. They have little opportunity to form the same close friendships necessary to build a silo. Companies need to promote an open environment to combat this.
 
Consider changing your office layout to open up more spaces. Managers can also help by changing the seating arrangement for each employee. For example, consider the different teams involved if your company takes an agile software development approach. Can you merge them so that members of each silo sit together rather than leaving isolated teams? This will help break down communication silos and encourage cross-group relationships.
 
 
4– Use Training For Collaboration | Silo Effect in Communication
 

There are many business training services in the market. Some allow employees to spend time learning ways to communicate better with other workers. It promotes better team collaboration.
   
 
Training professionals are eager to discover why groups communicate with each other the way they do. They challenge some employees’ misconceptions about others and their beliefs about company values. Some aim to “reprogram the relational skills” of employees. They will help employees become more understanding with their peers.
 
This method teaches those with a fixed mindset to consider the feelings of other peers outside of their silo. In their daily work, people will begin to understand better why someone from a different department or group is expressing certain feelings.
 
This method has a cost, but if the division runs deep, this may be your best option as it encourages empathy and support in employee relations. It can relieve tension on all sides if administered on a large scale.
 
 
5- Team Improvement Exercises Across Departments
 

Dedicated days of team-building exercises can also help break down barriers. Employees can cooperate outside of a work environment. They can be placed in groups that encourage silo wear.
 
Consider placing in groups strategically; for example: choose one person from each existing silo and form a new team. This approach also brings a benefit perceived by employees: they will have a day off with their colleagues. The day can include obstacle courses, sports, treasure hunts, and culinary, artistic or musical events.
 
Even if it happens in a day, it can still have a lasting impact. Employees may begin to see their colleagues in a different light. They will be more likely to form new friendships that can disrupt silos.
 
Team building can also take place on a smaller scale. Even simple “icebreaker” activities between meetings can encourage people to have knowledge about others better. If your employees are working from home, an IP telephony solution can be a great platform for virtual gaming, which can be just as effective as in-person activities.
 
 
 
 
 
 
6- Install Collaboration Software | Silo Effect in Communication
 

Companies can also choose to invest in collaboration software. For example, an internal social network such as Yammer, Facebook’s Workplace or Google’s Workspace. Chat services such as Google Chat, and Slack or can also provide a platform for employees to interact with others outside of their physical space.
   
 
Analyze if employees from different silos can collaborate on a particular program or project that you have to offer them. Some software promotes work across silos, allowing employees to access information outside of their department. This allows for a level of clarity that can break down barriers.
 
However, a workforce optimization solution can also be used; it often has the tools necessary for collaboration.
 
 
 
7- Shadowing | Silo Effect in Communication
 

What better way to encourage communication between departments than to assign one employee to learn about another’s work? They can learn more about the day-to-day tasks of the different departments, including the challenges they face. This encourages them to understand the roles of others better.
 
Your HR department may be facing issues with candidate volume or your IT department may face problems such as packet loss. Let the core members of your other teams learn from their challenges first.
 
During shadowing, each employee will have the chance to meet other members of the company. They will meet people outside their group and can bring this experience back to their own silo. This can reduce friction between departments. They might also consider forming friendships they had never thought of before. The observation could be the start of a potential connection that breaks down the silos of different peers.
 
Having the opportunity to step out of their comfort zone helps employees better understand their primary role and place in the company. This encourages them to consider their value to the company.
 
As a result, they can find ways to improve their effectiveness and encourage positive change. This could include installing a robotic process automation (RPA) system to make their work less repetitive and more enjoyable.
 
 
 
 
Preventing the Silo Effect In The Future
 

The techniques above will ensure that you are on the right path to breaking down the dangerous Silo Effect in communication. However, while this article will help you solve existing problems, prevention is still the best policy.
 
The root cause of the silo effect is a lack of unified management. Managers across multiple teams often need to be aligned on a core business strategy. If employees experience strong leadership, they will feel more secure in their positions and understand the company’s main direction.
   
 
Thus, companies should focus on improving their management strategies. This will prevent the silo effect from forming again.
 
These methods include implementing a hierarchy that promotes accountability and choosing task-tracking software to monitor your manager’s productivity.
 
A lot of time is wasted due to poor communication between employees. Don’t let this become a problem for your business.
 
 
 
 

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  Recognition  
 
 
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Know The Power of Recognition
 
 by Shamsul   
 
 
 
 
 
 
Know The Power of Recognition
  
Everybody wants to get recognized in life. The slight hint of recognition can create a great impact on your personality. This post will explain the power of recognition and its impact. In life, we work hard to get noticed by the desired person or people. You will get an edge over others when you get the smallest amount of acknowledgement. It gives you the courage to celebrate yourself and others. The benefits of recognition vary at different levels. Once you get recognized, no one can stop you from accomplishing your goals.
 
 
Why is Recognition Important at Work?
 
Whether it is about getting the confidence of your boss, a pay raise, or anything else, getting recognition is a very common desire. As a human, everybody wants to see themselves in a better position. But, when you give recognition to your employees or workers as a manager, you will notice an improvement in their performance and work. How to develop a culture of recognition in a working space?
 
Well, it is very easy to get recognized by anyone through your professional attitude and work. It encourages building a strong and lasting culture in any workspace.
   
 
 
Employee Recognition
 
For employees, recognition comes mostly from the bosses, managers, or stakeholders. It is hard to maintain a culture of acknowledgement. But, ideal managers can establish the perfect recognition model by spreading positivity and professionalism. In this matter, programs like “employee of the month” and “employee of the year” can be beneficial. However, these programs may create negativity because it ignores other fantastic employees and their contributions.
 
When you celebrate your co-worker’s success, you directly or indirectly appreciate them. The purpose is to involve everyone in a cycle or process. According to a famous saying, “a fearless leader recognizes the contribution of others. To counter this, you can organize a monthly meeting to appreciate all your colleagues or employees.
 
.”
   
 
A Single Solution is Not Appropriate for Every Situation
 
Like every human being, every employee or worker is different. You just can’t put the same technique or mechanism into every situation. In simple words, one size doesn’t fit all. When you take every employee differently, you better understand them and can deal with them according to their nature or requirements. This strategy also helps to decrease anxiety among workers and reinforce teamwork.
 
 
Give Priority to Appreciating and Acknowledging Others
 
For every company and organization, it is highly important to make acknowledgement approaches valuable, relevant and meaningful. When you take it as a key organizational factor, your employees will find that they are recognized or acknowledged. It promotes the culture of recognition and you will actually see the real benefits of recognition.
 
 
The Impact of Recognition
 
After all this discussion, we have found that recognition or acknowledgment deeply impacts people. It allows celebrate yourself and others as well. However, you should recognize your teammates from time to time in order to cultivate the roots of recognizing culture. You will enjoy the reward if you effectively implement the culture of recognition.
   
 
 
 
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  Business  
 
 
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Managing People in Business Organizations
 
 by Shamsul   
 
 
 
 
 
 
Managing People in Organizations |The Paul A Young Case
 
 
  
 
 
Introduction | The Paul A Young Case 
 
Finding the right candidate or the individual with the required talent for the job is the biggest challenge faced by Human Resource departments worldwide. Small business cases are even more complex, even when the number of job seekers is very high (Ree, French, & Rayner, 2010). Talent management in this regard for businesses is a significant factor and equally challenging to manage and measure (Kehinde, 2012). Hiring suitable candidates for the job is as important for a business as any other part that contributes to the business’s overall strategy, irrespective of whatever the conditions of the business may be (Khatri, et.al., 2010).
 
Rossheim (2016) further explains businesses’ difficulties when hiring new individuals, especially small-level businesses or entrepreneurs. Ree, French, & Rayner (2010) also stress that small businesses or new entrepreneurs have to put in extra effort in order to attract potentially talented individuals. Rossheim (2016) defines the main challenges faced when hiring new talent as the tough competition from rival companies and bigger ones where more resources and better benefits packages win the hearts of several potential employees. Other challenges include finding the right applicants, as if the company cannot hire recruiters, the overall hiring process can be rather costly, selecting candidates based on efficiency (low pay, convenience, etc) rather than effectiveness, and having no prior experience related to the management of talent (Rossheim, 2016). Hall (2012) offers advice in the form of 7Cs, using which small and big businesses can hire great employees through employing different hiring mediums. These include looking for the following characteristics: Competent, Capable, Compatible, Commitment, Character, Culture, and Compensation.
 
Especially in the case of specialty industries, acquiring talent becomes even more of a challenge provided not many people are aware of the job description and requirements also, an industry that is in its initial stages of development itself does not have well-defined job descriptions making a selection and recruiting of new employees and even more testing affair (Johansson, 2017).
 
 
The Paul A. Young Case in Business
 
Paul A. Young’s business has created a mark of its own by establishing the chocolate business that made him a recognizable chocolatier in all of Britain. What’s unique in his business is that none of the employees working in his shops have acquired the skill of working with chocolate. What’s more, even Young is not a certified or experienced chocolatier by profession, rather, he was an experienced pastry chef before he pursued his dreams as a chocolatier. His passion, combined with his creativity, led his business to receive several awards, ultimately making his business one of the leading chocolate outlets on the globe. All preparations of chocolates are done in a pure artisan manner, by hand, after successfully experimenting with different flavors to introduce new tastes and past favorites. Also, since no preservatives, additives, and other such components are used, chocolates are prepared in batches daily.
 
It is evident that Paul requires individuals who are creative, innovative, and experimental employees, who preferably have the passion for being a chocolatier and having at least basic knowledge of handling it. Since Paul’s chocolates enjoy popularity all over the globe already, opening new shops in big cities demands, he hires creative, committed, and passionate individuals who are preferably experienced.
 
 
Creativity is the core of Paul’s business and what makes him stand above his rivals is the new combination and level of creativity put into all his new creations. Creative employees tend to generate new ideas and since more minds are always better than one, more and more new ideas can be generated which will ultimately contribute to the building up of the business (Andrews, 2015). Also, it is necessary that creativity is in alliance with the preferences and tastes of the market they are being catered to. Individuals who are creative and aware of the culture of the market they are operating in can offer better results (Andrews, 2015). Commitment is another quality required to be searched in new employees, as Paul’s business model requires a commitment to create new products that will demand more time, effort and teamwork to be put in order to derive expected results. Passion is another aspect Paul would like to look into. Even though Paul was not an experienced chocolatier when he started his business, his passion led him to success. Individuals who acquire these three skills can be trained appropriately for Paul’s business and can be an asset to the company.
 
 
How Paul Can Attract New Talent in Business 
 
As far as educational or technical knowledge or expertise is concerned, chocolatiers do not have any specific degree or learning programs, so the closest experience that Paul would be looking for would be some experience as a pastry or confectionery chef, or at least some experience working in a professional kitchen, if not as a chocolatier. Since chocolatier is still no0t an established profession, not many professionals can be found to be hired, and thus settling for someone with lesser experience and hiring them as an apprentice is the only way to hire talent that can prove to be beneficial in the future, after substantial training. However, attracting the best talent to apply for the job is a complicated task, requiring several steps and methods to be used. According to Sharon (2015), every artisan has his style, financial possibilities, ambitions, expertise, and market knowledge. Based on these things, different steps are required to be taken to attract the right talent. 
   
 
However, as Ree, French & Rayner (2010) suggest, the end result should be that all actions taken in attracting potential candidates should produce an appropriate number of candidates from which the right ones can be selected, staying within reasonable cost constraints. The different mediums that can be used for applications include recruiting agencies, which are the best source of attracting new talent. Online methods can be used, including online advertisements, job search databases, job networking sites, etc (Ree, French & Rayner, 2010). 
 
 
Other press media, such as newspaper advertisements, is also a good option, whereas fresh graduates can be hired by campus recruitment (Ree, French, & Rayner, 2010). Paul’s main objective is to use methods that attract him to many potential future chocolatiers. As evident from the past history of the business, Paul selects potential candidates who he then trains in his shops, and since a majority of his workers, including himself, have perfected over time, with no formal experience being a chocolatier, he will be looking to hire apprentices, who over time will learn the traits of being a chocolatier and master the art of chocolate making (Macrae & Furnham, 2014).
 
Paul can place job adverts in newspapers and use social media and job networking sites to narrow down potential candidates for the job. You can use other digital tools to access candidates with specific criteria, such as pastry chef experience or experience working as a professional chef, etc (Prensky, 2001). To further shortlist candidates for his shops, he can interview candidates to learn more about and judge their background and the enthusiasm these applicants show towards the new job. He can also ask them to participate in a writing test, especially design, to check the interest of the individual in the job and to assess the level of creativity he or she possesses (Beechler & Woodward, 2009), as it is a major component and requirement of being a chocolatier apprentice in Paul’s shops.
 
 
Best Sources To Attract New Talent in Business | The Paul A Young Case
 
Social networking sites and social media are the best sources to reach out and attract potential future employees and those who have acquired the background and startup experience related to being a chocolatier. One reason for choosing social media to attract new applicants to apply for the job is the low cost associated with this medium, compared to traditional forms of advertisement in print or digital media (WSJ, 2017). Social media or other job search sites such as LinkedIn offer a good source of the talent pool to choose from, whereas your colleagues and peers can also suggest and recommend candidates they might have worked with or known, offering a somewhat guaranteed candidate at least to the level of commitment and experience he or she has (WSJ, 2017).
 
Another very beneficial source to attract potential new candidates is campus recruitment, where Paul can target pastry chef schools and graduates, who acquire the basic knowledge of the industry, are young and enthusiastic, and offer better chances of adapting to the requirements and culture (Al Ariss, Cascio & Paauwe, 2014) of Paul’s chocolate shops. Not only is campus recruitment a cost-effective method of hiring, they are less time-consuming and does not need too much effort to be put in. the selection ratio of campus recruitment is also high and since Paul require specialized individual for his shops, but campus recruitment can also be one best way to select from the best potential candidates. It is also a general finding that students tend to work with more loyalty and closeness in their first jobs, as they are new and enthusiastic about starting a professional life (Beechler & Woodward, 2009). Also, since campus recruitment activities are carried out every year, it is easier to access fresh talent regularly (Al Ariss, Cascio, & Paauwe, 2014). Additionally, recruiting agency services and networking sites can be used to select candidates for the job.
 
 
Making Paul’s Job Offer Exciting | The Paul A Young Case
 
Though a known name worldwide, Paul’s chocolate shop is still in its growing phase and will be considered a small business ready to expand. One benefit such businesses have is the flexibility to make their job offers more exciting and appealing for interested individuals. Like in any job, the pay scale matters a lot, and with Paul paying an attractive first salary to new trainees and apprentices, the job can be made attractive (Taylor, et.al., 2014).
 
An attractive salary; however, is not solely enough to attract new employees as there should be more fringe benefits added on to the list, such as training and growth opportunities, the flexibility of timings, family and entertainment-related incentives, health insurance, fixed annual holidays, etc (White & White, 2014). All these benefits tend to create an Employee Value Proposition (EVP) for the company, which helps attract and retain employees who prove to be an asset to a business over time (Nicole, 2016). The culture of a business goes a long way in establishing a positive image for it, as employees consider other benefits significantly as well and a mere salary package alone is not enough to attract the best talent and retain it (Andrew, 2014).
 
 
The Recruitment And Selection Process | The Paul A Young Case
 
Ree, French & Rayner (2010) define the recruitment and selection process as a filter stage where candidates that match the requirements of the job specifications are shortlisted based on their expertise and potential for success in a given job. According to CIPD (2015), interviews are the most common tool selectors use today. Tests are the most common form used to hunt for a specific talent, such as personality assessment tests, general ability, creativity-based tests, etc. Though Paul is hiring candidates that will be appointed in the future on his international shops to be opened shortly; however, he needs to hire local talent instead of internationally hiring them, as he needs to specifically train them and have them understand the culture of the business before he can appoint herm in his internationally located shops. Since being a chocolatier is a specialty job and no formal training institute for the profession is available, there is a strong need for an apprentice with some kind of professional experience or education to be selected who will be further trained for the kind of products that Paul’s chocolate shops are known for. 
 
Thus, Paul will be selected keeping in mind the education or experience required (as a pastry chef or at least work experience in a professional kitchen). He will be screening candidates on creativity tests that will allow him a better picture of the level of creativity an individual will bring to the business. Reference checks should also be made to better understand a candidate’s potential. However, the basic selection form will be like Beechler & Woodward (2009) suggest using interviews. Also, since Paul is the main authority, he should be present in the interviews and remain a part of the final selection process. The level of interest and enthusiasm should also be checked utilizing interview questions and tests Natalie Glock is one example. She currently works in Paul’s shop, which explains that even though she without any background in pastry or professional cooking, she switched her career from a journalist to a chocolatier and is happily following Paul’s chocolate shop tradition, contributing as an asset to the company (Greig, 2015). Of course, Paul will require more professional individuals; however, after he has successfully trained his apprentices, they will benefit his shops irrespective of their backgrounds.
   
 
 
Talent Management in Business | The Paul A Young Case
 
Attracting, acquiring, hiring, and retaining employees are all part of the talent management functions that an organization regularly practices from its inception. Every business aims to hire and retain the best possible employees, using whose services the company can achieve a competitive edge over competitors.
 
What is required to be done in this perspective by Paul is aligning his business goals with the corporate strategy. It will allow him to single out the abilities that he requires in these employees, which can help him further expand his chocolate business. As a specialty industry business, several aspects need to be considered, such as creativity and innovativeness, as they are the core of business success and popularity in Paul’s case.
 
 
Conclusion | The Paul A Young Case
 
In this distinctive The Paul A Young Case, selecting candidates is more of an assessment of a person’s abilities than educational or experience-based attributes, as being a chocolatier does not require any specific qualification. Experience as a pastry chef would help and offer an added advantage; however, since Paul is an artisan and prepares all his products by hand, offering a unique personal touch, the experience of any kind will require a certain level of training to be correctly incorporated with Paul’s business. However, the rising competition in the chocolate industry demands that the right candidate be selected, especially when new shops in international markets are aimed, where chocolatiers are already working and are established, challenging them to require the best talent to be utilized.
 
 
 
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References
 
Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent Management: Current Theories And Future Research Directions. Journal of World Business. 49(2), pp. 173-179.
 
Andrews, S. (2015) Why Companies Should Hire Creative People. Available at http://www.huffingtonpost.com/sophie-andrews/why-companies-should-hire_b_6129360.html [Accessed: 04 Aug, 2017].
 
Andrew, D. (2014) Small Businesses Can offer Big Benefits to Attract The Best talent. Available at https://www.entrepreneur.com/article/236988 [Accessed: 03 Aug, 2017].
 
Beechler, S., & Woodward, I. C. (2009). The global “war for talent”. Journal of international management, 15(3), 273-285
 
CIPD. (2015) Resourcing And Talent Planning 2015. Survey Report
 
Greig, R. (2015). Quit your job, become a…chocolatier. Available at http://now-here-this.timeout.com/2015/02/16/quit-your-job-become-a-chocolatier/
 
Hall, A. (2012) The 7C’s: How To Find And Hire Great Employees. Available at https://www.forbes.com/sites/alanhall/2012/06/19/the-7-cs-how-to-find-and-hire-great-employees/2/#6c726f72916f [Accessed: 03 Aug, 2017].
 
Johnsson, A. (2017) The Top 4 hiring Challenges Small Businesses Are Facing. Available at https://www.inc.com/anna-johansson/the-top-4-hiring-challenges-small-businesses-are-facing.html. [Accessed: 03 Aug, 2017].
 
Kehinde, J. (2012) Talent Management: Effect On Organizational Performances. Journal of Management Research. 4(2). doi. https://doi.org/10.5296/jmr.v4i2.937. [Accessed: 03 Aug, 2017].
   
 
Khatri, P., Gupta, S., Gulati, K., & Chauhan, S. (2010) Talent Management In HR. Journal Of Management And Strategy. 1(1), pp. 39-46.
 
Macrae, I.  D., & Furnham, A. (2014). High potential: how to spot, manage and develop talented people at work. Available at http://site.ebrary.com/id/10855005. [Accessed: 03 Aug, 2017].
 
Nicole, F. T. (2016). 6 ways to ensure you’re recruiting the best talent. Business daily news. Available at. http://www.businessnewsdaily.com/6252-tips-for-recruiters.html [Accessed: 03 Aug, 2017].
 
Prensky, M. (2001) digital natives, Digital Immigrants. Available at http://www.marcprensky.com/writing/Prensky%20-%20Digital%20Natives,%20Digital%20Immigrants%20-%20Part1.pdf [Accessed: 03 Aug, 2017].
 
Rossheim, J. (2016) 2016 Small Business Hiring: Sharper Tactics For A Tight Market. Available at https://hiring.monster.com/hr/hr-best-practices/small-business/hiring-process/2016-small-business-hiring.aspx [Accessed: 03 Aug, 2017].
 
Sharon. (2015) The Perfect Staff For Artisan Chocolate Stores. Available at https://thechocolatejournalist.com/the-perfect-staff-for-artisan-chocolate-stores/ [Accezssed: 03 Aug, 2017].
 
Taylor, J., Furnham, A., & Breeze, J. (2014). Revealed: Using Remote Personality Profiling To Influence, Negotiate And Motivate.
 
White, D., & White, P. (2014) 4 Advantages That Small Businesses can Sell To Attract Top Talent. Available at https://www.entrepreneur.com/article/236778 [Accessed: 04 Aug, 2017].
 
WSJ. (2017) How To Attract talent to A Small Company. Available at http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-attract-talent-to-a-small-company/ [Accessed: 04 Aug, 2017].
 
 
 
 
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  Employees  
 
 
BusinessCoronavirusManagementMarketing
 
Don’t Make your Company Policies too Strict for Employees
 
 by Shamsul   
 
 
 
 
 
 
 
Don’t Neglect your Employees’ Misery — Take Charge
 
 
Many employees are unhappy with their employers’ return-to-work guidelines. Management must confront employee discontent head-on instead of risking losing productive workers, according to Hise O. Gibson.
 
Many companies may be startled to see their employees leave for good when they enthusiastically reopen their doors well over a year since the COVID-19 epidemic started. Businesses rushed to implement complete rules ranging from full repatriation to offices to entirely remote models, much to the chagrin of their staff. At the very minimum, the epidemic has shown us that one-size-fits-all solutions may backfire spectacularly. In reality, several polls and news stories show that workers who work remotely are just as efficient, allowing their companies to generate record profits in many situations. So, why are there so many businesses working so hard to get all of their workers back to work, despite the fact that staff turnover is increasing across the board? 
 
It’s a trend that may be found in the corporate sector as well. Flag commanders, some of the most powerful military leadership, in the United States Army, where we both worked for many years, frequently think that brilliant officers leave the service for the private industry to earn more money. In truth, a few of these professional employees change since their demands change and they don’t feel addressed by their supervisors or bosses.
 
 
Seize Control as a First Step to Save Employees from Misries
 
Although military groups confront most of the same challenges as commercial teams, executives’ methods to communicate with their superiors may now be used to businesses. The military culture of rules and routines not only brings security and order to a chaotic situation but also builds trust. Over a year of dual pandemics: COVID-19 and racist inequality, we suggest a powerful, straightforward strategy for leaders and organizations attempting to stabilize their employees. “TAKE” is how we refer to it. What it stands for:
 
T = “Take an initiative”: After surviving in pandemic uncertainty for so long, workers don’t want business clichés and inactive social activity.
 
A = As with any other company priority or client initiative, “align” post-COVID personnel policies, assets, and timelines.
   
 
K = Keep your promise and stick to your promises. It’s the most important point: once a worker’s confidence has been gone, it is impossible to recover it.
 
E = “Execute” your firm’s post-COVID workforce strategy as soon as possible and track your success.
 
TAKE’s framework is primarily about confronting the issue head-on. Some managers prioritize other business challenges above employees’ discontent. While this strategy is popular in many businesses, it has the potential to weaken employee trust, inhibit innovation and creativity, and raise turnover.
 
 
Read Also: DOES HANDING AUTONOMY TO YOUR EMPLOYEES FOSTER CREATIVITY?
 
 
Managing Employees with a Greater Degree of Autonomy
 
It is a critical juncture for businesses as they find their “new reality” in the bilateral marketplace for employer-employee interactions. It’s no surprise that pandemic anxiety has prompted many people to prioritize workplace flexibility and well-being. Well-balanced workers seek companies and industries flexible enough to satisfy their personal and professional demands. Individuals also have more right to request decent working conditions. Businesses used to have an edge in uncertain economic times, but that is no longer true. This transition is being welcomed, even welcomed, by proactive leadership. Many companies employees methodical methods to collect employee feedback and transform it into tailored work cultures and rules. These initiatives frequently result in a solid personnel management plan, complete with a well-thought-out schedule and plan of action, which boosts employee morale, engagement, and efficiency.
 
 
Taking into Account All of the Variables
 
In addition, to pay and perks, many aspects impact whether or not employees stay with a company.
   
 
Polls and small group conversations are critical diagnostic tools for building a more comprehensive employee engagement perspective. Officers in the Army conduct “command weather assessments” to gauge the mood of those under their authority. Direct reports and junior-level members of the team can use Leadership Environment Surveys to give honest & confidential input to the organization’s culture. Most significantly, surveys determine the general level of toxicity in the workplace. Execution is essential whether a firm seeks input through polls or conversations. If you want to increase employees involvement, polls should be brief and focused on a few essential areas. To enable the most open discourse, an organization may split individuals by seniority and authority levels. Leaders also can seek advice from a neutral third party. 
 
A comprehensive approach might help reaffirm the impartiality of the feedback and the actions taken as a result. We propose that executives ask themselves the following questions as a starting place for building successful systems and tools:
 
 
1. What categories of people work in my company (specialists, skilled employees, unskilled workers, and semi-skilled workers)?
 
2. How do my efforts in the areas of interest of my staff compare to my actions for particular business KPIs connected to my own bonuses and promotions? Why is there such a discrepancy?
 
3. What causes individuals to abandon my company? How open are the people who will tell you why you’re leaving?
 
 
 
 
 
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Accept SMART Thinking As A Line of Thinking:
 
Assembling facts, creating a SMART action plan, and defining a timetable are the following steps that are particularly difficult for leaders. Depending on their size, industry, and maturity, firms will head on one of the three paths: 
 
Depending on their industry, size, and maturity, businesses will choose one of three paths: 
 
 
– Spend a lot of time gathering and analyzing employees data; 
 
– Prioritize simple external variables; or 
 
 
Depending on their size, industry, and maturity, firms will head on one of the three paths: 
 
Larger, more established businesses have a more challenging time adapting to change than smaller, more flexible businesses. Organizations can also pursue numerous pathways at the same time, changing the time and work required for each stage.
 
To be fair, going too cautiously at this time poses a significant danger. Employers seeking to retain highly trained and experienced employees may be devastating if they spend another year preparing a plan with no clear outcomes and making strategies against the public’s mood. While quickness is important, leaders must also have a long-term strategy. They must think about techniques that will be commonplace in 30 to 40 years. The choices they make will have a long-term impact on the company. They should consider how their descendants will see their leadership and organizational roles.
   
 
 
 
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