What do Employers Want from Employees

WHAT DO EMPLOYERS WANT FROM EMPLOYEES

A team was having an in-house discussion on the strengths and weaknesses of the organization. The point regarding quality manpower came up. Everyone was chipping in with ideas on how to improve the intake and coaching new employees. Methods to improve communication channels came up. An employee, who was so far updating his Facebook status, piped up. “These are okay, but we must have systems in place. Systems must drive the operations.”

“And who will drive the system my friend?” the facilitator shot back at him.

Prof Ram Charan, the renowned management guru to dozens of blue-chip companies and mentor to numerous CEOs writes in his book ‘Execution: The Discipline of Getting Things Done’, that “The three processes—people, strategy, and operations— remain the building blocks and heart of good execution.” He places people foremost. ‘The man behind the machine’ as they say in the Army.

Each organization, based on the business it is in, needs people from a wide domain of skill sets to drive the business. Skill sets as varied as coding in software development industry to cutting in the garment industry. Skills to handle huge cranes in the construction industry to micro-cutters in the diamond business. This segment of the employees forms the operational core of the business. And there are managers who supervise this operational core.

There is a popular saying that ‘people don’t leave jobs, they leave their managers’. Therefore, the role of managers in sustaining the operational efficiency of the business assumes great importance. And therefore, the companies have great expectations from this supervisory or managerial level of employees.

What do employees look for in candidates at the entry-level?

The results of a fairly recent survey by National Association of Colleges and Employers (US) showed that soft skills are what the hiring managers are looking for in the candidates for entry level jobs.

The top 5 responses in the survey were:

·         Ability to work in a team structure.

·         Decision making and problem solving.

·         Ability to communicate verbally with people inside and outside an organization.

·         Ability to plan, organize and prioritize work.

·         Ability to obtain and process information.

You’ll notice that the first five are all soft skills, that is, skills and attributes that make a person able to interact with others effectively. They’re all part of your EQ, your emotional intelligence quotient.

The rest 5 responses related to the technical skills.

·         Ability to analyse quantitative data.

·         Technical knowledge related to the job.

·         Proficiency with computer software programs.

·         Ability to create and/or edit written reports.

·         Ability to sell and influence others.

The second half of the top ten does focus more on specific skill sets, including an analytical mindset, good written communication skills, and computer proficiency.

When a person transits from an entry level to the junior or middle-level manager, the expectations of the employer are different. The employee is deemed to have the skills and knowledge of his previous job-level and is required to possess higher levels of those skills and some new ones.  

Basic expectations of employers from junior and middle level managers.

Empathy. Caring about the job and your co-workers are as important as executing the job. The employers put a premium on this quality in this highly interdependent world.

Mentoring inclination and ability. At this level you are a team leader. You are expected to reach out to mentor your team members, and facilitate enhancement of their knowledge and skills.

Conflict management skills. Employers want people who can play well with others in the "corporate sandbox”. You have to know how to deal with personality conflicts and your own role in them.

Self-direction and initiative. Employers expect employees to take upon themselves more than what is actually expected or required.

Flexibility and adaptability. In many companies, change is often the only constant. Employers appreciate members who can adjust quickly and keep playing ball even if the ground, rules or the competitor are changing rapidly.

The expectations of employers can be mapped to the required personal traits of an employee to meet these expectations. Prof Ram Charan, in his book ‘Know-How’ lists out the following personal traits that can boost or interfere with sustained performance of an organization or an individual. To quote from the book:

·         Ambition- to accomplish targets BUT NOT win at all costs.

·         Drive and Tenacity – to search, persist, and follow through BUT NOT hold on too long.

·         Self-confidence – to overcome the fear of failure, fear of response, or the need to be liked and use power judiciously BUT NOT become arrogant and narcissistic.

·         Psychological Openness – to be receptive to new and different ideas AND NOT shut other people down.

·         Realism – to see what can actually be accomplished AND NOT gloss over problems or assume the worst.

·         Appetite for Learning- to continue to grow and improve the know-hows AND NOT repeat the same mistakes.

Understanding the expectations of the employees and conducting an analysis of one’s own strengths and weaknesses will help an employee in quickly adapting to the work and the workplace. He can re-calibrate his skill-sets and knowledge to deliver at his job in a sustained manner and maintain a work-life balance too. Of course, it’s the positive attitude and perseverance that ultimately separates the also-rans and the winners.