Tag: jobs

THE IMPORTANCE OF CONSCIENTIOUSNESS IN THE WORKPLACE

Posted on by Contributing Writer

Photo by Andrew Neel

 

 

Employers value conscientious employees for their reliability, diligence, and commitment to excellence, traits that are essential for thriving in today’s competitive job market. By harnessing the power of conscientiousness and adopting practical strategies for success, individuals can position themselves for the advancement of their professional goals.

The Importance of Conscientiousness in the Workplace

By: FMM Contributing Writer

In today’s job market, more than technical skills are required for success. Employers recognize the importance of soft skills, such as conscientiousness, encompassing traits like organization, responsibility, dependability, and diligence. Conscientiousness plays a significant role in shaping one’s career trajectory, and this article aims to explore its significance in the workplace and how individuals can leverage it to advance their careers.

Conscientiousness is one of the Big Five personality traits that psychology and organizational behavior experts have extensively studied. It involves being thorough, careful, and diligent in one’s actions and responsibilities. Individuals who score high on conscientiousness exhibit traits such as organizational skills, dependability, and self-discipline, which are highly valued in professional settings.

Hiring conscientious individuals is advantageous from an employer’s perspective for several reasons. Conscientious employees tend to adhere to deadlines and consistently produce high-quality work. Their attention to detail and commitment to excellence enhance productivity and efficiency within the organization. Furthermore, conscientious workers exhibit strong problem-solving skills and take the initiative to address challenges proactively, adding value to the team.

Additionally, conscientious employees tend to be dependable and trustworthy, making them reliable team players. In collaborative work environments where teamwork is crucial for success, individuals who can be counted on to fulfill their duties contribute significantly to achieving collective goals. Employers value such employees for their ability to foster a positive work culture and maintain cohesion within teams.

The impact of conscientiousness on career advancement cannot be overstated. Research has consistently shown that highly conscientious individuals are more likely to succeed in their careers. Their disciplined work ethic and proactive approach enable them to stand out among their peers and gain recognition from superiors.

Furthermore, conscientious employees are more inclined to take on additional responsibilities and seek opportunities for growth and development. They are willing to invest time and effort in developing further skills and expanding their knowledge base, positioning them favorably for organizational promotions and advancement.

Conscientiousness is closely associated with effective leadership. Leaders who exhibit conscientious traits are perceived as trustworthy and competent, inspiring confidence and respect among their subordinates. They demonstrate strong organizational skills and a clear sense of direction, guiding their teams toward achieving objectives efficiently.

Several practical strategies exist for individuals looking to leverage conscientiousness for career success. Firstly, prioritize tasks and set achievable goals to stay organized and focused. Breaking down large projects into smaller, manageable pieces may help prevent feeling overwhelmed and ensure steady progress toward objectives.

Secondly, practical time management skills should be developed to optimize productivity. Use calendars, to-do lists, and available project management software to plan and prioritize tasks systematically. Allocate time for essential activities while minimizing distractions to maintain concentration and efficiency.

Furthermore, cultivate a strong work ethic by consistently delivering high-quality results and exceeding expectations. Take ownership of tasks and demonstrate initiative by seeking opportunities to contribute meaningfully to projects and initiatives. Proactively communicate with colleagues and superiors, providing updates on progress and seeking feedback to improve performance continuously.

Moreover, strive for continuous learning and professional development to stay relevant in the quickly changing work environment. Attend workshops, seminars, and training programs to acquire new skills and broaden your expertise. Embrace challenges as opportunities for growth and demonstrate resilience in the face of setbacks.

In conclusion, conscientiousness is crucial in shaping individuals’ career trajectories and contributing to organizational success. Employers value conscientious employees for their reliability, diligence, and commitment to excellence, traits that are essential for thriving in today’s competitive job market. By harnessing the power of conscientiousness and adopting practical strategies for success, individuals can position themselves for the advancement of their professional goals. Cultivating conscientiousness not only benefits individuals in their careers but also contributes to a positive work environment and organizational success as a whole.

 

LEARN HOW TO CREATE A CULTURE OF CONSCIENTIOUSNESS

 

 

 

 

 

 

This article was researched and edited with the support of AI

GROW LEADERS WITHIN YOUR RANKS

Posted on by Franchise Strategist

If you want to increase retention and expand diversity in the restaurant business in 2023 – especially in leadership, on boards and with founders of growing brands – start with education.
The restaurant industry has an information problem. Historically, most restaurant education is limited to on-the-job (OTJ) training, which presents numerous challenges.

Increase retention and expand diversity through employee education
By Lauren Fernandez

If you want to increase retention and expand diversity in the restaurant business in 2023 – especially in leadership, on boards and with founders of growing brands – start with education.
The restaurant industry has an information problem. Historically, most restaurant education is limited to on-the-job (OTJ) training, which presents numerous challenges.

Traditional restaurant OTJ training is fraught with issues such as a lack of budget, lack of time and no quality control standardization. Accessibility is also an issue: often we see that with OTJ training there is no way to accommodate different learning styles and languages, alienating non-English-speaking employees. A lack of training stems from many problems, such as categorically high turnover rates, high levels of attrition and a general lack of leadership training that plagues our industry.

I’m a Latina and a first-generation American, and my parents saw education as a means for me and my siblings to better our lives. They worked hard to make sure we received the best education in order to create more opportunities than they had.

While I followed a traditional educational path in law and business, my OTJ training operating our restaurants was undoubtedly the most impactful. Experience in the field as an operator taught me more about the restaurant industry than my previous education could, and it closed the information gap on what it takes to be a leader in our industry. But both my educations together – in graduate schools and on-the-job – have equipped me with a unique lens, and it informs my call to action: we as restaurant leaders can leverage education to overcome barriers and as a tool for growth.

When we champion education, we mean restaurant-specific training with a focus on operational excellence, profit and loss management, leadership development and more. Investing in people and their personal and professional development contributes to a culture where people are valued, and ultimately develops stronger leaders that will make the industry a better place to work. We must proactively nurture the next generation of restaurant workers who will see the industry as a long-term career rather than a temporary job.

And this isn’t as hard of a lift as you would think. While I was an operator, I hosted quarterly management team meetings where we not only focused on results and celebrated wins, but we focused on new leanings and sharing best practices. I taught high-level strategies like profit management, but we always-connected theory back to actual practice. These meetings created a collaborative and transparent environment where managers helped each other improve, and they were instrumental in improving the performance metrics of the group as a whole.

Restaurants nationwide employ nearly 12 million workers and account for 4% of the overall GDP in the United States. As an industry, we still suffer from very high turnover and attrition. Investing in education is one key to retention and building long-term, desirable careers in our industry. To address the challenges of turnover and retention, consider some of these additional ideas:

*Innovative incentive and rewards programs like matching payments on student loans. More than 43 million people in the U.S. owe money toward student loans, and the average federal student loan debt balance is nearly $38,000. Offering a program to help reduce that debt can be a huge incentive to draw good employees and keep them. In fact, one study noted that 86% of people between the ages of 22 and 33 would commit to an employer for five years if offered a student loan repayment program. And, through 2025, employers can offer up to $5,250 in student loan repayment benefits without paying any tax thanks to the Consolidated Appropriations Act, which was signed into law in 2020 as part of pandemic relief efforts.

*Volunteer days for a food-related cause like a community food bank. Many studies have shown that offering some sort of volunteer program can boost productivity, increase employee engagement and improve hiring and retention rates. Ask your employees to select a cause, or find something that ties into what your restaurant offers – not only are you giving back to your larger community, you’re also showing your employees that you are doing something worthwhile outside your restaurant’s four walls.

*Encouraging participation. Support your employees to seek out opportunities to learn and engage in the industry. It can also encourage them to grow and thrive in their potential hospitality career. That can be through culinary schools and events, volunteer board opportunities or speaking on panels and at conferences.

*Sponsoring conference membership and attendance. Encourage employees to attend conferences or pay for memberships to restaurant- or culinary-related organizations. This will help create networking opportunities for them, and they will bring back information that could help your business grow, too.

*Teambuilding retreats/exercises. Consider building a program that promotes your company’s mission, vision and goals while also creating an atmosphere for support and encouragement.
With education as the cornerstone of your efforts to retain good employees, expect it to play an even larger role in the future as labor challenges continue. To that end, Full Course launched a new 501(c)(3) nonprofit foundation, Full Course Learning Center, to ensure education and support are accessible to all in our industry, from back of house to operators. You can find educational tools and resources, including more ideas about employee retention, at fullcourse.com/education.

When it comes to employee retention, new ideas and approaches will continue to evolve. By implementing some thoughtful ways to address these challenges, you can make sure that not only will you find good employees, but that they stay and grow with you and your business, too.

Lauren Fernandez is the Founder and CEO of Full Course (www.fullcourse.com ), a non-traditional restaurant investment group created for operators by operators that is changing the way new businesses grow their brands. The company partners with restaurants in the early stages of development to optimize existing operations develop strategies for sustainable growth and bring the right investors or franchise partners to the table. Fernandez is a restaurant industry veteran with two decades of experience. She previously served as general counsel and head of franchise administration for FOCUS Brands, a multi-brand restaurant company with more than 4,000 restaurants (including Carvel, Cinnabon and Moe’s Southwest Grill) in over 15 countries, and was co-founder, president and operating partner for multi-unit franchise developer Origin Development Group, acting as a strategic growth partner for brands such as Chicken Salad Chick. She also is a frequent speaker in the areas of organic business growth, licensing and franchise operations across the country.

Tips For Employers & Employees – Effective Job Interviews

Posted on by Franchise Strategist

Photo by Clem Onojeghuo on Unsplash

Suppose you have not decided what to offer someone or are still negotiating with the candidate. In that case, it’s best to provide a range rather than an exact number. This gives candidates an idea of what they could make if hired and shows that you are flexible and willing to negotiate.

Tips For Employers & Employees – Effective Job Interviews
By Johnny Day

Introduction
As a business, you want to hire the best employees you can. You want people with the right skills who can help the company reach its goals and grow. But only some people will be a good fit for your organization. In fact, according to one study, about 25% of new hires fail within their first 18 months on the job. At that rate, hiring five employees who fail in their first 18 months at work with your company is like hiring only three people who succeed in that time!
Offer salary range, not a specific number.

Offer a salary range, not a specific number.
Suppose you have not decided what to offer someone or are still negotiating with the candidate. In that case, it’s best to provide a range rather than an exact number. This gives candidates an idea of what they could make if hired and shows that you are flexible and willing to negotiate.

Have a plan for the interview before you go in.
Before you go into an interview, you should plan what you want to ask and what kinds of questions the employer will ask you. You should also have your resume and a copy of the job description. Bring a list of references who are willing to be contacted.

When it comes time for your interview, follow these tips:

* Know what you want to ask. The employer may only tell you about some aspects of the job. Instead, they’ll give out one piece at a time during different parts of the interview process to see if candidates are interested in both the work itself and all other aspects related to working there (e.g., pay).

* Have your questions ready so that if something comes up during or after their presentation or tour—like whether there’s room for advancement—then feel free to ask these things without feeling like an outsider who doesn’t belong!
Explain the company culture to candidates.

* Recruiters, managers, and executives should explain the company culture to candidates. Because culture is a set of values, it’s essential to define them early in the process. The goal is to give candidates an understanding of how your organization approaches its work and what being part of that organization means. It may be helpful for recruiters and hiring managers to refer back to this definition when conducting interviews with prospective employees because it can provide a common understanding among team members if they all use the same language when describing their roles within the organization.

Make sure they know what their duties will be.
Clearly outlining the duties of a job is a must. As a manager, it’s your responsibility to ensure that employees know their position and how a manager will evaluate them. If you’re hiring someone who has been doing this type of work for years, you’ll want to take them through orientation so that they know what you expect. If someone just graduated from school with little or no experience in your field, then I recommend taking some time out of their first week on the job to explain things like:
What is expected of them in terms of output and output quality? (This is usually tracked in metrics.)
How do we measure performance? (These measurements may include customer satisfaction surveys.)

Don’t be afraid to ask them to elaborate on their experience and qualifications.
Asking candidates to elaborate on their experience and qualifications is part of the interview process. Still, it’s also an excellent opportunity to learn more about someone’s personality and character. For example, if a candidate has said they have experience in social media marketing, then ask them to describe the last project they worked on from start to finish. On the other hand, if their resume lists specific projects, ask them what kind of work they’ve done in that area before.
If someone has little professional experience (e.g., a high school student looking for a summer internship), then ask them how they’ve approached learning new skills or subjects outside of school-related activities. For example: “Tell me about a time when you had to teach someone else something.”

Give them time to think about it.
Before hiring, ensure the candidate has time to consider it. Suppose they’re ready to sign on right away. In that case, it might mean that they’ve already taken a job elsewhere and are just trying to be polite by pretending otherwise. It’s also crucial that you give them plenty of time so they can ask questions. They probably have some concerns or reservations about joining your company—perhaps even some reservations about working with you—and those issues need to be addressed before anything goes any further. Finally, once someone is hired, their start date must be pretty close to the future. You want them to feel secure and comfortable enough with their decision that they don’t leave for another position before their first day at work; this would lead directly to lousy employee retention rates later down the line!

Tell them about the benefits package.
Benefits are a big part of the job. Make sure you have a good benefits package and your employees know about it. That way, they’ll feel valued by the company and be more likely to stay with you for extended periods.
What kind of benefits do you offer? Do you offer a 401K? Paid time off? Health insurance? These things all play into how willing someone will be to commit their life to your company—so make sure you’re offering them everything they need!

Ask if they have any questions for you.
If you haven’t already, ask your new employee if they have any questions.
Asking what’s on their mind will ensure you can address any concerns they may have about the position.
This is also an excellent time to make sure they are comfortable with the role and explain more about what it entails so that you can determine if this is a good fit for them.

Use these tips to conduct a more effective job interview that will help your company find and retain the best employees it can find When interviewing candidates, it’s important to be prepared with a plan. An effective interview will help your company find and retain its best employees. It’s also important to explain the company culture to candidates during this preparation process. You should also make sure they know their duties for an effective job interview that will help your company find and retain the best employees it can find.

Conclusion
This is a recap of the tips we’ve given above. If you need to decide which ones to use, mix and match them as needed.

HOW TO ATTRACT AND RETAIN EMPLOYEES AS WE EXIT THE PANDEMIC

Posted on by Franchise Strategist

Some of the causes of the great employment disruption of 2021 are beyond the influence of employers. However, there are a number of initiatives that can be implemented by employers to retain employees and attract those who are looking for a change in what they do. So, how do you retain and attract employees? 

HOW TO ATTRACT AND RETAIN EMPLOYEES AS WE EXIT THE PANDEMIC
by Stan Silverman
Article originally published in the Philadelphia Business Journal on November 15, 2021.

Due to the effects of the pandemic, 2021 will be known as a year of immense employment disruption. This is especially acute in the restaurant, hospitality and other service industries, where employees now have higher-paying employment alternatives. 
The cause of the Great Resignation is not limited to dissatisfaction with pay. Many employees who are nearing retirement have decided to leave the workforce earlier than they had planned. Other employees have reevaluated their lives and decided what they were doing was not for them. 

Some employees are burned out dealing with hostile customers and working to meet pent-up demand. Others have left the workforce because they cannot afford childcare. There are those who point to governmental assistance as the reason people are not working, but that assistance ended in September.

Some of the causes of the great employment disruption of 2021 are beyond the influence of employers. However, there are a number of initiatives that can be implemented by employers to retain employees and attract those who are looking for a change in what they do. So, how do you retain and attract employees? 

Employees come before customers

In my columns for the Philadelphia Business Journal, I have emphasized the importance of delivering a great customer/client experience as a way to become the preferred provider in the marketplace. It’s your employees who deliver a great customer/client experience. 

Quoting Sir Richard Branson, co-founder of Virgin Group, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” Treat your employees well. They will help you become a preferred employer.
Nurture a culture in which your employees develop a sense of ownership in what they do. Listen to their ideas. Value their contributions. Never micromanage. Set expectations, empower them and cut them loose to do their thing. 

Compensate employees so your company is an attractive employment alternative

For years, many have advocated raising the federal minimum wage to $15/hour, with little success. Today, many businesses need to pay $20/hour or more to attract employees. Why? Employees have alternative employment opportunities not only within the same industry, but also within other industries that are rapidly growing. For example, an employee working at a restaurant can quit and go to work for Amazon instead. Pay employees competitively with their alternatives to keep them and attract others.
Will increasing the compensation of employees require companies to raise prices? Yes. The economy will adjust as it did after the dramatic increase in oil prices during the 1970s. 

Differentiate your company and its culture 

Just as you differentiate your company so customers/clients want to buy from you instead of your competition, differentiate your company so employees want to work for you rather than their alternatives. 
Treat all employees as important to your success. Show your appreciation for what they do. Where practical, depending on the job, institute a hybrid model, giving them flexibility to work remotely or at the office. There are companies that have been operating 100% virtually with great effectiveness for many years without adversely impacting employee collaboration. Saved commuting time is spent working on business issues, as well as taking care of personal matters, which reduces employee stress and increases morale.

Differentiate your company from others. Treat your employees as you would like to be treated. Make it part of your brand. Your reputation will attract the employees you need to run your business. 

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About the Author
Stan Silverman is founder and CEO of Silverman Leadership and author of “Be Different! The Key to Business and Career Success.” He is also a speaker, advisor and widely read nationally syndicated columnist on leadership, entrepreneurship and corporate governance. He can be reached at [email protected].

The hospitality industry is hiring: Here’s what to look for when job searching

Posted on by Franchise Strategist

Many experts expect this momentum to continue to grow as travelers resume their typical vacation habits. Whether you have experience in the hospitality field or not, heightened demand could mean big opportunities for job seekers. This is especially true for people interested in working in the vacation rental industry.

The hospitality industry is hiring: Here’s what to look for when job searching

(BPT) – As vacation destinations reopen across the country and the busy summer travel season approaches, the hospitality industry is poised for significant growth. According to the latest jobs report, there were 280,000 new hires in the leisure and hospitality industry in March alone. Many experts expect this momentum to continue to grow as travelers resume their typical vacation habits.

Whether you have experience in the hospitality field or not, heightened demand could mean big opportunities for job seekers. This is especially true for people interested in working in the vacation rental industry. According to a recent Skift Research survey of vacation rental users, 52% of guests plan to stay in a vacation rental more often in a post-pandemic environment.

“To meet growing demand, we’re hiring for seasonal and full-time positions in top vacation destinations from the Carolina beaches to New England and the Oregon Coast,” said Aurora Moore, a talent acquisition manager at Vacasa, the leading vacation rental management platform in North America. “Vacation rentals have rebounded quicker than any other segment of the travel industry, and we’re in a position to offer good jobs and competitive pay to people who have lost work or had their hours reduced during the pandemic.”

The current need for employees — and seasonal hiring incentives — is great news for people on the job hunt. If the hospitality industry sounds like a good fit for you, there are a few things to keep in mind when you’re searching and applying for new job opportunities:

Apply now: Hiring is hot right now and will continue into peak travel months as necessary. To find the ideal job for your schedule and skill set, explore opportunities early before others scoop them up, as hiring is happening fast.

Ask about bonuses: With demand for hospitality staffing so high, some companies are offering incentives if you accept a job offer and stay in the role for a certain amount of time. For example, Vacasa is offering up to $500 hiring bonuses in select markets.

Consider safety: While safety protocols are common for guests, it’s important companies are taking additional steps to keep hospitality employees safe as well. Make sure you ask about and are comfortable with current COVID protocols.

Know application necessities: Some companies will require an official resume while others may have a simplified application process. For example, candidates can simply text “Vacasa” to 97211 to start their application process.

Explore job fairs: Look at different companies’ career pages and social media sites to learn about job fairs. Whether in person or virtual, these events provide the opportunity to meet with companies about multiple positions at once.

Know your availability: Know when you’ll be able to start, what hours you can work and if you want a seasonal position or would prefer permanent employment. Look for companies that offer the flexibility to meet your needs.

Research training: The hospitality industry is ideal for entry-level roles and for those who want to build their skills. To ensure you’re successful, ask about a company’s training program during the interview process.

Factor in growth opportunity: Your “right now” job could turn into the right opportunity with advancement to grow. Ask about career paths and opportunities for moving up in the organization.

Check your gut: If you feel like the company you’re applying for is reputable and betters the community where it is located, you can feel good about working hard for them and supporting their mission.

“We’re looking for dedicated, reliable and passionate team members who want to grow their careers in hospitality,” said Moore. “You can start at an entry-level position and, with hard work and team-first mentality, there’s no limit to the long-term opportunity. It’s a fun industry and an exciting time to be a part of it.”