A new broom sweeps clean. This popular proverb is still relevant today. When a new head comes to a department changing the staff is the first thing he or she thinks of first.
In fact, in cases when the new head didn’t do it for some reason (was too lenient or there were other reasons), he or she didn’t stay on this post for long.
The axiom of the eternal struggle for power will exist forever regardless of the society, attitudes or competencies of the head and his or her subordinates.
That is why the new head will almost always try to gather his or her own business team from the new employees.
So, how to create such a business team? Read more in this article.
First of all, the new head should concern about selecting serious professionals. The top managers of the company will assess the result, and as soon as possible. That is why selecting professionals (especially in terms of stiffening competition) has the foremost importance. It’s the new head’s decision how to do it.
Every method is good: an independent search, or especially, services of a recruiting agency. The new head should not save on their selection, if, of course, his or her goal is to create a successful team.
It is also important to understand that attracting young and talented people is also one of the keys to success, but they don’t grant the best result. In order for a young specialist to become a successful professional, you need to invest in his or her education and development, but when there is no time for this, and the budget is limited, this task is a secondary concern.
It will be better if the professionals are not just educated, but also share the views of the new head: it is difficult to teach to work well, but it is even more difficult to change the life views of the new employee. Of course, a serious professional will not become your friend in a single moment, but over time, it is possible to come to mutual understanding. This will require efforts from both the head and the potential subordinate, the professional specialist.
When the core of the team (professionals) are found and successfully started their work, it is worthwhile to think about finding like-minded people, both among these professionals and the young and talented youth. This is not done in one sitting. It takes time and perseverance and a stick and a carrot. However, many successful leaders consider the head’s charisma and the ability to lead a team, that is leadership to be the best ways to do it. Many successful heads became an example for their subordinates just because they were not afraid to support the employee in a difficult moment, clearly set tasks and helped the employee to solve current problems. So, the search for like-minded people is a time-consuming process, including both the adaptation of employees and their current motivation to work under the new head of the department or the company.
Friendly relations and mutual aid are one of the most important criteria for a successful team. It is not enough to find like-minded people and work in common with them, it is important to turn a club of interests into a serious team capable of solving complex problems. This is especially important at the second stage of team building - the selection of young and promising employees. If professionals do not feel the need to transfer knowledge to young people (in fear of being fired, rotation or deprivation of other social benefits), you can’t talk about the adaptation of young specialists. In fact, these issues are not dealt with by either the hr-manager or the line manager. You can’t make people help others. It is always the boss’s personal choice, his or her good will, and personal contribution. So, without friendly relations and mutual aid, it is certainly too early to talk about the successful business team taking the right direction.
When searching for a professional, it's better to play fair. If you do not want to waste your time, it's better to call the candidate first and prepare a list of questions in advance. At the interview, you should dot the Is and cross the Ts from the start, and not entice the candidate with false ideas about "career growth", opportunities and sky-high expectations. This does not work on interviews with professionals, since many professionals are aware of direct competitors and even, perhaps, the state of affairs within your company. Therefore, if your future employee knows that you do not promise anything extra, do not make tempting offers, but are strict and demanding - it will be much more valuable and useful than wishful thinking.
If the team performs all the assignments and moves forward, the leader should not remain indifferent. And if the “stick” works almost always, the "carrot" is not always an instrument for motivating employees, although it is also necessary. Such a “carrot” can be corporate evenings or bowling together and even a get-together at the bar for a mug of beer. It is important that employees see that the head is not indifferent to them and he or she is willing to take care of them. Today, it is extremely rare to see such spiritually united teams, but nevertheless, they exist.
Along with mentoring, to train young employees it is necessary to regularly improve the qualification of the team, refer to the results of the assessment, if it is a matter of raising wages, career growth or dismissal. It should be emphasized that training in the form of tests does not always give a full assessment of knowledge and experience, both of the team and of a single employee.