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Some characteristics that a good manager looks for from an employee when hiring is drive, preparedness, resourcefulness, adaptability, being coachable, and the ability to trust. These traits are fundamental building blocks for a manager to hire an employee. When a manager is making their decision, they will go back on the information that they have in hand which compiles of interview notes, resume, background check and reference testimony. Now, it may look like they can make an inform decision on the candidate they want to hire. However, there is one key aspect that could tilt a manager’s decision on one candidate to another. That is “Can I trust this candidate to come through with their assign task and will put their all into it?” It is a daunting decision when you really look at because it causes a company a loss of productivity, cost of training, loss of profits, digressing work culture, and debacle of rehiring.

Management has been broken down to 5 core functions for nearly 100 years by management academic Henri Faloy “planning, organizing, staffing, directing, and controlling.” (Pistrui & Dimov, 2018) However management has been evolving those functions and transforming them from “Directive to instructive…Restrictive to expansive… Exclusive to inclusive… Repetitive to innovative… Problem solver to entrepreneur.” (Pistrui & Dimov, 2018) Managers are moving out of the of directive and restrictive mentality due to a lot of occupation roles where that was necessary is being replaced by technology and artificial intelligence. So, managers have to throw book out of micromanaging and constrictive adherence on thought from their employees since that is being taken care off. Now they must drive their subordinates to developmental thinking and expounding their thought process to understand the new and old of their marketplace. (Pistrui & Dimov, 2018) This invokes the manager to trust their employee’s effort and commitment to not only push their team but the company. Management has this bad notion at times of exclusivity sort of like how airlines differentiate their service catered to their passengers by establishing five classes: basic class, economy class, comfort class, business class and first class. Management can’t have that type of mindset; they were chosen for their position because they are competent but most of all their leadership skills. They must come to terms that they are not the smartest one in room however they must recognize those intellects in set room and exploit it. Managers need to be innovative and entrepreneurial minded when handling their team and that prompts a sense of loyalty. “A strong sense of trust in an employee-manager relationship encourages loyalty from both sides.” (Root, 2017) Like said in the article from “The Role of Trust in an Employee-Manager Relationship” Their needs to be “A strong sense of trust”, being innovative and entrepreneurial minded takes a load of faith and trust. Reason behind that, is now management is moving from a non-risk environment to at risk environment where they’re coming up with ideas in uncharted territories.

You are probably thinking now “Wow, that is a lot to look for from both an employee and manager. Can’t you just buy some of those attributes with financial incentives?” The answer is yes and no, if you were looking for a temporary hire or a contractor these attitudes and efforts can be bought. Nonetheless if you are looking for a long-term employee these attributes can’t be bought, they have to be developed, molded and earn. Yes, the long-term employee would like financial incentives for their due diligence which they deserve. But passion, loyalty, and trust doesn’t have price tag. Corinthians states, “So, whether you eat or drink, or whatever you do, do all to the glory of God.” (English Standard Version Bible, 2001, 1 Cor 10:31) That is how employees and management should adhere to their work and non-work life. Management in the long run needs to be dependent to certain degree on trust, commitment, and effort from others in company or else they will either burnout, lose employees or get laid off. Only that way their teams can grow and be successful.

Reference

Pistrui, J., & Dimov, D. (2018, October 31). The Role of a Manager Has to Change in 5 Key Ways. Harvard Business Review. https://hbr.org/2018/10/the-role-of-a-manager-has-to-change-in-5-key-ways.

Root, G. N. (2017, November 21). The Role of Trust in an Employee-Manager Relationship. Small Business – Chron.com. https://smallbusiness.chron.com/relationship-between-hr-ceo-71085.html.

The Holy Bible, English Standard Version Bible. (2001). Crossway Bibles. https://www.biblegateway.com/passage/?search=1%20Corinthians%2010%3A23-33&version=ESV

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