Personnel management: a lot of energy for so little result?

Let's talk the truth.

Between paying social security contributions, retirement contributions, welfare and mutual insurance contributions, the risk of URSSAF recovery because yes you did not want to follow the fact of having to give a value sharing bonus to everyone, particularly to undeserving employees, recruitment difficulties, industrial tribunal disputes for a yes or a no, employees actively disengaged because they are absent (and here too you have to pay, again), disinterested, late, the "don't worry , I will do it” but you are still waiting, leading to a lack of reliability towards your customers and therefore of confidence, leaving you perplexed for the future, not to mention the incomprehension or even non-compliance with the instructions given to them. data, the missions for which they were engaged, communication difficulties, all of which results in a loss of time, a loss of money, a loss of credibility up to the famous Burn-out or even filing for bankruptcy and yet, at the start you would never have envisaged it this way, does salaried employment as it was a few years ago still have a future or have new lifestyles definitely changed the level of requirements required allowing companies to use their full potential? What about the countdown. Let's keep it simple, let's start from the base: recruitment. Our advice: During recruitment, in stages: - Introduce yourself; - Present the position and the environment in which the future employee will be required to work (internal functioning);- Let the candidate introduce himself in turn*;- Test the employee on a practical/theoretical case based on his level of experience (for non-experienced people who have studies, the tests will focus more on basic course questions > the basics must be mastered / for inexperienced people who have not studied > the test is useless > you are ready to train them > only l 'attitude counts) it's essential, you know what you want and what you don't want > at this stage you already know if you are going to move on to the next step or not ;- Lay the foundations of the collaboration in particular what the future employee will have to do point by point with supporting job description; - Ask them the right questions (those that you have the right to ask, that is to say all those related to the position and not those related to the candidate's personal life), for example: what are your qualities, what are your faults? (Be careful, however, with these questions which are unnecessary if the candidate's presentation has already allowed you to obtain the answers; keep the feeling in mind, it's important), what are your salary expectations? do you have any questions? - Close the interview by telling the candidate that you will contact them quickly and keep your word.

*Beware of employees who emphasize the fact of wanting to work in your company for the good atmosphere. Favor technical, constructive, humble, curious and reliable profiles (be careful of CVs on which short contract periods are indicated unless you are looking for a seasonal worker). Likewise, on the recruiter side, make sure that they attract real talent to you: you are looking to develop your business, to secure it, so you do not have time to devote to issues that are not work-related. During the trial period: As the name suggests, it is a trial period, you do not know what the employee is worth and he does not know you > keep an eye on him and do not hesitate to tell him notice his mistakes in a caring manner to see if in the long term you will be led to repeat yourself or if he is keen to improve, this is very important in future relationships. Likewise, we advise you to create situations (4 to 5 over the entire trial period) to test the employee's compatibility with the level of requirements required by their missions (ability to work in a team? ability to work under pressure ? ability to listen? ability to be helpful to customers or colleagues? etc.) After the trial period: Stay back and analyze whether your new recruit tends to slack off or on the contrary to slack off. 'improve. Generally speaking, reward your deserving employees > increase, bonuses and for the less diligent, do not hesitate at first to discuss with them quietly then if there is no improvement, issue warnings to reframe things > this allows you to emphasize the fact that deserving profiles are the examples to follow, highlight these values which are yours. In addition, you must keep in mind that an employee is free and can have personal constraints, so remember to always have room for maneuver (an additional employee capable of taking over): this is your safety net. Ultimately, anticipating all the steps allows you to save time and therefore take this time to allow you to reinvest it in what really matters: your development; because yes you must have requirements and you must in no case have to justify this: a company that continues is a Quality company.