Part one offered suggestions as to how shareholders, CEO's, Operations Directors, or any employee at any level, can leverage best hiring practice to improve their lot. 

This second part looks at some more constituents within the hiring process, but also considers some of those on the receiving end, when inappropriate hiring practice sees workforce gaps or 'wrong people' meaning we have to pile in the overtime to keep up.

Parent, Partner, Friend   

Whatever we are when we're in-work, we are something else to someone else when we eventually get home or into our social environment.  The time we get in (or out), and the mood we're in when we get there, are all influenced by the kind of day / week we have.  In turn, for better or for worse, this is largely dictated by two things:-

1. Our own employment choice when first joining the organisation

2. The motivation, suitability and capability of those who have been hired around us and influence our time at work

No apologies for sounding like a stuck record - it really is all about getting the hiring and retention issues right; retention starting with hiring the right people in the first place!

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