Elaine AdamsonFounder Dots Leadership Solutions Inc
Bio

I work with business leaders who want to excel with their team and personally develop. Team dynamics, difficult people, style clashes, team development, deal with bullying, make the most of a disconnected team etc. 25+ years experience coaching for leadership development, team effectiveness & employee engagement. People Maximizer - not just HR!



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From an HR professional perspective I’d want you to have several examples to help me see how you dealt with change, financial constraint, department conflict. You know those behavioural questions everyone hates? Here is how to prepare. Recall several complex situations that may cover several questions - something difficult that involves multiple stakeholders can often be used for different questions.

To prepare think STAR - Situation, Tasks, Action and Result. You can do this thinking ahead of your interview. Then it will flow far easier.

At senior levels the fit they are looking for usually has a lot to do with your leadership style, how you manage relationships across the org, how you make tough decisions. Your stories are the best indicator of future behaviour. Also HOW you operated under stress tells the interviewer a lot about your style and whether you will fit the culture.

Some good questions you may want to ask is all about the culture, current morale, change environment, company values. Remember you want to interview them as much as they interview you!

Lastly, candidly ask the interviewer about themself and their greatest memory for working there.

Hope this helps! Let me know if you need more?


Speaking from purely an HR lens, much depends on the jobs you're applying to and the relevancy of your side business(es).

Many people have gaps in their resume. If it is relevant to the job you apply to, no one bats an eye. For instance, taking time for your MBA for some jobs is a win, yet for others not so much. Taking time to raise a family is a reasonable gap, I would just call it out. The only fear they will have is whether you're 'current' with skills so if you have been volunteering in your chosen field, all good, put both - you can explain in the interview focusing on your awesome skills in time management, juggling competing demands and dealing with ambiguity :)

I took 9 years to raise my family! I know....9!! In that time I also started my own HR consulting business and then when I was ready I applied to do the very work I did on my own in HR. So I showed the business AND home maker in my resume. That is some years back now but I've seen many do the same quite successfully.

Your side business COULD be seen as detrimental if the employer perceives you still will continue to work on the side while gainfully employed - you're likely to get passed over then. Unless the job you're applying to is in the same field and the work has been keeping you current, it is all in how you write it up.

Last thing I would say is if you're promoting your side business online, expect a future employer will find it. Find a way to incorporate it...don't try to hide it. We really don't like fabrications and I have terminated people for misrepresentation.

At the end of the day, your resume is the data they have to figure out whether you "can do the job" they are at search for. Ask yourself how relevant is your information for the job? Stick with being honest or it will bite you down the line.
Hope that helps, happy to chat further.


True, as others pointed out, it is helpful to understand what motivates each of your sales people.

However in addition, as you develop your plan, be clear on: - your goals (lead generation, acquire/build market share, increase revenue, or customer retention etc.)
- what your target market may yield - you don't want to offer incentives that over generate then have to back pedal later, so consider if you need some caps.
- scalability; ensure the company can actually deliver on the sales generated.
- frequency to pay out; largely depends on the goal
- how you will measure results; keep it fair; make sure measurement aligns with business results.
- visibility to the metrics - nothing loses sales people faster than the perception of being cheated on commissions or bonuses.
- flexibility - as business fluctuates ensure your plan does too
- churn - very clearly state how people get paid if/when they leave.

Different roles on the team may require somewhat different incentives to carry out the right behaviour (ie. find new customers, sell more X than Y, deliver excellent service, sell widgets, retain customer) consider if you want some team goals as well as individual, depending on what exactly you are trying to grow.
A good plan 'incents' the correct behaviour of your team to go after the right type of business/qualified customer/lead to accomplish your business goals.

Lastly, consider how you will modify plans or implement interim spiff programs as the company/business grows, so you can build expectation with the team up front on how you might implement a change in future.

I have helped leaders think through different components of incentive plans, I don't do the math but I know how to think it through. Happy to help.


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