StrategyDriven Talent Management Article

Staffing Problems: How To Start Hiring The Right People

StrategyDriven Talent Management Article
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Forget the advancements in tech, the improvements in your management systems, and the upgrades you have made to operational functions; there is only one place true success comes from in business and that is your employees. It may not be easy to measure, but that is a fact by the way. Unfortunately, hiring the right employees isn’t easy, which is a slap in the face because getting your staffing wrong can have a negative effect on both your bottom-line and your reputation (which then affects your bottom-line).

So, to help you land the talent your business is absolutely crying out for, we have come up with some strategies that can make your recruiting process really work, and here they are:

StrategyDriven Talent Management Article
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Think About You

You cannot possibly hope to land the perfect employee if you don’t know what you want from an employee. It’s that simple. As such, always start by figuring out what it is your goal is. Could be customer service mixed with adaptability, proactive mixed with technical skills, friendly but dedicated. Once you know what you are looking for it becomes much easier to find it.

Honest Job Descriptions

The more detailed and honest your descriptions are the more chance you have of walking into an interview and knowing they understand exactly what you want. Just look at Applebee’s application information at jobapplicationcenter.com. They give it to prospective applicant straight – hours, wage, positions, experience, training etc. Don’t be scared that your description may put a lot of people off because that is what you want. You want to find those that meet your very specific needs and wants so that you know you are getting the right person.

StrategyDriven Talent Management Article
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Look At Social Media

When you get an application, it is going to be tailored to meet your needs and say the thing you want to hear. That is why it is so important that you have a little look at their online profile and find out a little more about their personality as businessnewsdaily.com explains. This will give you an idea of how they may fit in with your other employees, which is crucial to your success.

Two-Way Interview

It is so important that you don’t paint a picture of green fields, red roses and the sweet smell of a fresh bread when describing your company because that won’t weed out the chancers from the serious candidates. Instead, give them the reality so that they can paint an accurate picture in their head and decide for themselves whether they will be a good fit. Interviews should be two-way, and the person in front of you will only excel if they want to work in your company.

StrategyDriven Talent Management Article
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Skill Isn’t Enough

Too many employees get it wrong by focusing on technical skill and past experience. What you want to focus on is personality traits so that you can understand what their future with you may look like. That’s how to nurture leaders from the get-go. You can teach someone new skills, but you cannot teach them how to be responsible, respectful and great to work with. That’s another hard-to-measure fact.

This Is How You Can Grow Your E-commerce Store

If you have an E-commerce store, chances are, you’d like to expand and grow. Everybody wants to make more money and get more conversions, right? Here are a few ideas that can help you to achieve the success you want:

Make It As Easy To Check Out As Possible

Make it as easy as you possibly can during the check out process. Just because somebody is checking out, doesn’t mean they won’t change their mind if it’s taking too long. Go through it yourself and make it as simplified as possible to stop people from abandoning their cart and going elsewhere. This could mean offering a guest check out rather than forcing people to sign up with you, for example. However, there are a few things you might need to change.

Show Complementary Products

Make sure you find a way to show complementary products on the page as a way of up-selling. Show the customer what others have bought, or what goes well with what they’ve bought. This can help you to achieve more sales. If you’re a clothing company, you could show complementary shoes with a particular dress, for example.

Offer Coupons And Discounts

Offer coupons and discounts for certain things. For example, signing up to your newsletter, or even birthday discounts to loyal customers. You could even offer discounts when somebody recommends a friend. Many stores are also offering point systems, so customers can earn themselves a free product after so many purchases. The following infographic can give you even more useful information!


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Nathan Ives MBA, PMP, SRO

Nathan Ives, StrategyDriven Principal ContributorPrincipal Contributor

Nathan Ives is a highly successful executive with over twenty years of Energy Industry and consulting experience. As an experienced management consultant, he serves as a trusted advisor to executives and senior managers at dozens of Fortune 500, government, and large regional utilities; helping them define organizational needs and develop and manage the complex, mission critical projects needed to improve operational effectiveness and lower costs. In this role, he leads teams of experienced utility professionals in the design and implementation of integrated fleet asset management processes including strategic asset and resource planning, online and outage work management, engineering change and configuration management, document and records management, and corrective action programs. Nathan’s insights have been quoted by news journalists, published in several well respected periodicals, presented at national conferences, and broadcast internationally via webcast including:

  • Four Overlooked Controllable Costs that could save nuclear plants from early retirement, StrategyDriven Enterprises, April 2016
  • Optimizing Inventories Through Improvements to the Work Management / Supply Chain Interface, Nuclear Energy Insider, Nuclear Operations and Maintenance Efficiency Summit, November 2015

    Click here to gain access to StrategyDriven’s FREE Maintenance Inventory Optimization, Work Management-Supply Chain Interface Barriers whitepaper.

  • Risk Assurance Mapping – Charting the Course for Effective Risk Oversight, Ci7 Conference, February 2015
  • Developing a Risk Assurance Map, Nuclear Oversight Conference, June 2014
  • Assurance Mapping – Charting the Course for Effective Risk Oversight, The Institute of Internal Auditors, 2013 Governance, Risk, and Control Conference, August 2013
  • Preventing Catastrophic Industrial Accidents, StrategyDriven Enterprises LLC, July 2013
  • Assurance Mapping – Charting the Course for Effective Risk Oversight, The Institute of Internal Auditors, Audit Executive Center, August 2012
  • Improving safety and reducing costs in the power and utilities sector: Five steps to a more effective relationship between work management and supply chain, Ernst & Young LLP, April 2012
  • Uncovering unconventional resources, Nuclear Energy Insider, 3rd Annual Nuclear Supply Chain Conference, April 2012
  • Responding to a Black Swan, Infocast, Post Fukushima Nuclear Safety Conference, December 2011
  • Responding to a Black Swan – Principles and protocols for responding to unexpected, catastrophic events, Ernst & Young LLP, August 2011
  • Improving the Supply Chain – Work Management Interface, Nuclear Energy Insider, 2nd Annual Nuclear Supply Chain Conference, June 2011
  • Fukushima’s future: A questions and answers session, PowerGrid International, April 2011
  • Nuclear Renaissance and the Global Supply Chain: Avoiding pitfalls, realizing benefits. This article was published in Public Utilities Fortnightly, December 2010. Copyright PUR Inc. (www.fortnightly.com). Used by permission of the publisher.
  • Reporting and Compliance with FERC and NERC: Best Practices for Meeting the Challenge, WIS Publishing, September 2010
  • Energy & Resources 2009 Accounting, Financial Reporting and Tax Update, Nuclear Renaissance: Opportunities and Issues, Deloitte LLP, November 2009
  • Nuclear Renaissance: Making the Business Case for New Nuclear Plants, Deloitte Consulting LLP, November 2009
  • Reducing Lifecycle Expenditures: Total cost of ownership accounting optimizes long-term costs. This article was published in Public Utilities Fortnightly, May 2009. Copyright PUR Inc. (www.fortnightly.com). Used by permission of the publisher.

Before joining Black & Veatch as a Managing Director, Nathan served as a StrategyDriven Principal and as a Deloitte and Ernst & Young Senior Manager in those firms’ respective Power & Utilities consulting practices. In these roles, he lead teams of nuclear power consultants in the evaluation and streamlining of client utility asset management programs; often supporting the implementation of integrated Enterprise Resource Planning (ERP) systems.

Prior to becoming a management consultant, Nathan held several influential nuclear industry positions at the Institute of Nuclear Power Operations (INPO). During his tenure, he led teams of nuclear operations professionals in the performance evaluation of over 24 nuclear electric generating stations from 20 utilities in the United States, Canada, and Japan. He also led the nuclear industry’s effort to redefine performance standards in the areas of organizational alignment, managerial decision-making, plant operations, and risk management; authoring or significantly contributing to several publications against which nuclear power plant performance is evaluated including:

  • Performance Objectives and Criteria, INPO, 2003 – Publication documenting the standards for corporate and station performance in the operation and maintenance of nuclear electric generating plants. Principle author of the operational risk management, risk informed managerial decision-making, organizational alignment, and operator performance objectives.
  • Principles for Effective Operational Decision-Making, INPO, 2001 – Contributing author on an industry-wide team that developed a principles-based document on risk informed managerial decision-making; published in six languages and serving as the performance model at nuclear power plants worldwide.
  • Guidelines for the Conduct of Operations at Nuclear Power Stations, INPO, 2001 – Document establishing the operational performance standards, based on industry leading practices, for nuclear electric generating stations. Principle author of the Leadership and Accountability, Safety Culture portion of this document.
  • Operational Safety and Decision-Making in Changing Times, INPO, 2000 – Author of this article highlighting the impact of executive and managerial actions, behaviors, and decisions on the safe, reliable operation of nuclear electric generating stations.

Later, he managed the development and execution monitoring of Institute’s long-range and annual business plans, $87 million annual budget, and personnel resource and project management programs. Nathan twice served as that firm’s Diversity Council Chairperson, leading the organization’s efforts to become more diverse and inclusive of employees of all backgrounds.

Nathan joined INPO from Public Service Electric and Gas’s Hope Creek Generating Station where he stood watch as a U.S. Nuclear Regulatory Commission Senior Reactor Operator licensed Control Room Supervisor, Shift Technical Advisor, and Work Control Center Supervisor. In this role, he oversaw the online and outage operation and maintenance of a $4 billion nuclear electric generating station (1 of 5 crews); assessing risk and allocating station resources to ensure safe operation while maintaining compliance with regulatory guidelines and standards.

Nathan attended the United States Naval Academy in Annapolis, Maryland; earning a bachelor of science degree in physics followed by distinguished service as the Assistant Chief Nuclear Engineer and Quality Assurance Officer onboard USS GROTON SSN 694 where he was responsible for the operation, maintenance, and decommissioning ($9 million budget) of this submarine’s nuclear reactor plant. He received a Master of Business Administration degree from Kennesaw State University and was elected to membership in the Beta Gamma Sigma and Phi Kappa Phi honor societies.

In addition to degree conferring programs, Nathan has received several leading certifications from respected national and international organizations including:

  • Diversity Management Certificate from the University of Houston’s International Institute of Diversity & Cross-Cultural Management Business School (2007)
  • Project Management Professional (PMP) certification from the Project Management Institute (2005 – present)
  • Event Investigation Certification from the National Academy for Nuclear Training (2002)
  • Instructor and Facilitator Certifications from the National Academy for Nuclear Training (2003)
  • Certified Management Consultant (CMC) certification from the Institute of Management Consultants (2004 – 2007)

Nathan served on the Nuclear Energy Institute’s New Nuclear Plant Executive Taskforce (2005) and Nuclear Industry Infrastructure Committee (2005) as well as the Graduate Student Advisory Board at Kennesaw State University’s Coles College of Business. He is a member of the Project Management Institute and the American Management Association.

He has received national recognition for business planning including the AT&T Best Use of the Internet award in 2003.

View Nathan Ives's profile on LinkedInNathan Ives, Google+ Profile

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StrategyDriven Team



Fred Ives
President and Chief Executive Officer

FredIves@StrategyDriven.com



Karen Juliano
Editor-in-Chief and
Vice President, Communications and Marketing

KarenJuliano@StrategyDriven.com



Nancy Booth
Director

NancyBooth@StrategyDriven.com

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