What kind of team can we find in the retail workplace?

The kind of team that an organization can set up among employees depends on that team’s assigned tasks and the aimed goal. By team in the organization we mean a group of employees who are working together on either a temporary or a permanent basis to achieve a common objective that will ultimately link to the business unit specific targets. The most common kinds of workplace teams can be identified as follows:

Project team: A project team is a group of people selected to work together to accomplish a particular project. Very often, when the project ends, the team has no longer reason to be. 
Not every task or assignment requires senior managers to create a dedicated team. For a project team to succeed, leaders need to ensure that the task is appropriate for that group of team members to work on together and the right tools and the information are provided, and the end desired result is clear.

Cross-functional team: A cross-functional team is made up of employees from different departments or areas of the business, in order to bring different approach and experience background to the project, or merely because the project might involves different business areas and requires different specific skills or expertise.

Self-directed work team: is identified in most cases as a team that determines how it will get the tasks done and has the authority and expertise, and often the budget accountability, to make decisions that will impact the project in the short term and the business goal in the short-term. 
Being a self-managed team does not mean that the group doesn’t need a senior leader or manager, It simply implies that the team is responsible and accountable for its decisions, as opposed to proposing action that will be approved or denied by someone in charge that manage the project from above. 

Have you been involved in a project or been involved in one of the above groups? Share your experience and feedback

Why is so hard to give and receive feedback following a job interview?

During these uncertain economical times of most retail context especially within the European market, always more professionals, from different working sectors and with the most various experience background are actively job seeking. Almost everyone is relooking at their resume, updating their social network page, and creating new and more attractive profiles on LinkedIn to land the so called “dream job” or just a new and interesting challenge to transfer their skills, develop the existing ones further and learn new ones.            It is common knowledge that the resume itself will only create the opportunity for a job interview, given that the objectives and what the candidate is seeking, and the summary on the top of the resumes will impress the recruiter or at least create interest for further information.

In most cases candidates will obtain their first interview, either face to face or as it is happen lately, with the workforce-increased mobility via Skype.

 Once that happen, if from a candidate perspective is mandatory to research the company the brand and its core values and of course their target market and products, the recruiter should identify trough some structured questions if there is a match between the candidate and the company values and objective and obviously the skills and expertise match the position to be filled.

What is coming from the field seems to be slightly different.

 

First most candidates will not review their resumes, we are talking about spelling mistakes, incorrect phone numbers, objectives that are far from the targeted company and even not so professional email addresses and will not do the appropriate research about the company moved in most cases just from the need of landing a job, on the other hand most recruiter will follow different templates and interviewing techniques that are just not good enough in most cases to identify and attract that much sought-after talent.

Talent cannot be summaries in ticking few boxes, or not trying to understand what the candidate is like, talent can be found in many different ways sometimes easily however not merely with a paper exercise.

Once all the above obstacles that might occur or not depending on the cases, each candidate and recruiter alike will select the approach, behavior or technique that they see fit, the common issue seems to be another one: The feedback.

This word has been used, learned, and at the same time abused for years in the retail industry, in training rooms, interviews or questionnaires but most employees and employers just admire the sound of it or like to fill phrases without seeing the real power and meaning of it.

As result following an interview where the candidate was maybe not the right fit for the company, which is absolutely normal, natural and professional if you like, why don’t give a structured feedback? Is there anything to lose? We think there is not. It might actually be a missed opportunity.

Few examples of the positive impacts of a structured feedback can have:

▪   Professional image of the company in the outside world, a company who cares about individuals and appreciate effort and interest.

▪   Will retain interest in the candidate towards the company or brand for the future and create loyalty regardless.

▪   Will create a positive general free advert for the company in the job seeker world.

▪   Will make the candidate feel valued and appreciated, and not treated in an unprofessional manner.

 

However this seems to be in a very high number percentage wise not the case.

So this begs a very hard question to answer

Are people ready to receive feedback even before being able to give one?

The answer seems to be a grey area.

 Feedback are in most cases, this might be due to inexperience or inappropriate training, only associated with negative news, and is believed to be just a reprimand or to highlight something just not right, in fact if you ask us there’s no such thing as the most heard: Negative Feedback

Most candidates will feel the feedback to be personal and not appropriate, as result the culture of just in most cases ignoring all the form of communication between companies and unsuccessful candidates has become unfortunately a common practice with all the non-positive impact on both retail organization and job seekers.

What are your thoughts?

Share your experience!

 

What motivates your teams?

The underlying message is that a leader can provide a motivating environment but can’t motivate his or her employees; motivation comes from within each individual.

This goes entirely against the common belief that given more carrots, an employee will be motivated to behave in ways that will increase the success of a company. Yet, time and again, leaders have found that providing more money and better benefits, extrinsic motivators, only provides a short-term effect on behavior. Extrinsic motivators are not sustainable.

In yesterday’s article Top 5 Leadership Mistakes, one of them was misunderstanding motivation.

I outlined the three attributes that, when implemented effectively within the organization, can increase the long-term behavioral changes the leader is looking to instill in the organization.

And what can a company expect from its employees when they provide an environment that provides for autonomy, mastery, and purpose?

An academic study showed that focusing on internal motivators can lead to higher self-esteem and self-actualization, while a focus on external motivators, on average, leads to lower self-esteem and self-actualization.

In turn, employees driven by internal motivators demonstrated a greater level of persistence, creativity, energy, and well being, which increased the performance level of those employees.

 

So if, in fact, employee performance increases with intrinsic motivators, why aren’t more companies creating and implementing a plan to transition to a culture of autonomy, mastery, and purpose? Because it is not easy! It is a massive shift in long-term beliefs and requires both employer and employees to change their mindset as well as the way they work.

 

What are the critical success factors to transitioning your workplace to an intrinsically motivated organization? They are the three C’s:

 

Creativity: Be able to devise innovative ways of working outside the traditional mode. Bring in outside assistance if you don’t find you are making the progress you desire.

Communication: Changes to the work process need to be communicated to all employees via multiple methods. Communication should be ongoing and frequent and provide employees with the opportunity to have their questions answered.

Change Management: Demonstrate how the changes will positively affect employees, create methods to identify employees who may be struggling with the changes, and have resources available to help them adjust.