“Problems are opportunities in disguise.” While this may sound like no more than an attempt to look on the bright side of a difficult situation, I truly believe that some of the greatest ideas and innovations come through problem solving. Indeed, it’s a common story for entrepreneurs to tell that their successful company began from discovering a new solution to a common problem. I myself experienced this when, after managing the difficulties and financial strain of offshore outsourcing, my first company decided to build our own center in my home country of Jamaica. Originally, this was done simply as a way to improve the handling of our own business needs, but the venture was so successful we quickly realized that many other companies could benefit from our services, and thus Nearshore Inbound Call Experts (NICE Global) was born.

All together I have almost a decade of leadership experience, having been co-founder and COO of two companies, and from personal experience I can say that one of the most important skills to develop for effective leadership is the ability to quickly and efficiently solve problems as they arise. In an ideal world, this would mean minimizing the occurrence of problems in the first place, but external factors mean there are always going to be unforeseen circumstances that will require us to face problems head-on. In this way, the best and most effective leaders truly do view problems through the lens of opportunity.

Transparent Communication

This may seem like a no brainer, but one of the biggest hold ups in effective problem-solving is a breakdown in communication. It also goes both ways, in that you can feel you’re communicating as efficiently and transparently as possible, but if anybody on your team doesn’t feel they can freely express their own concerns or point of view it can be much more difficult to get to the root of the matter in a timely manner.

There are various reasons someone involved in the problem may not want to express themselves, including fears of potentially exposing the wrong-doing of one of their colleagues, or even for their own job security. This can quickly turn the problem solving process from a dig to a time-consuming excavation. That is why it is imperative that as a leader you facilitate an open dialogue between those involved in the problem by ensuring they trust your intentions and feel they are in a safe environment where they can not only voice their own opinion on why the problem occurred, but also their dissent at potential solutions and offering their own alternate ideas.

It is important that you make sure to hear all voices of those involved before moving forward with developing a solution. One should also never just assume that people are comfortable sharing what they really think, so make sure to trust your own intuition and challenge those you are working with, reminding them that as a team all solving the problem together, you will all be held accountable for the success of the solution so it is in their best interest to speak up on their own beliefs and ideas.

Asking Questions with Efficiency

It is important to develop your intuition on asking questions to save valuable time. What questions do you need to ask and who are the right people to answer those questions? Which data points are important and which ones are irrelevant? How do you process the data properly? All of these elements are necessary to come up with good solutions. If you can become more refined with each question it will lead to a more enhanced process to solving both easy and complicated problems.

On the other side of the coin, don’t forget to ask yourself the question of “why?” Solving a problem quickly is all well and good, but without asking yourself why and defining the root cause, you only open up the potential for it to happen again. If all you do is look at the frame of the negative effects and consequences, you may miss appropriately verbalizing the overall problem. Make sure when problem-solving that you are not simply fixing the symptoms without getting to the real cause by developing a clear picture before proceeding with solutions.

Properly Utilize Each Individual’s Strengths

A considerable problem that can get in the way of intelligent individuals is their desire to be the only source of expertise and knowledge. For me personally, holding on to responsibilities for too long was always my biggest challenge as a young entrepreneur. Thankfully, I’ve learned to hire people smarter than myself and truly trust them with the task at hand, a trait that can be seen in some of the world’s best leaders far more successful than I. Steve Jobs was a man of vision when it came to his products, but he lacked the technical skills to see them come to fruition. Instead of wasting valuable time trying to develop the skills himself, he relied on Steve Wozniak to help bring his ideas to life.

Excellent problem solvers build networks and know how to collaborate with other people and teams. They are skilled in bringing people together and sharing knowledge and information. By making sure you know and identify each of your employees and colleagues strengths, you make it easier on yourself when you run into a problem by instantly knowing the team you will need to build to quickly produce the best solution.

Be Able to See the Big Picture

It can be the assumption that when a problem occurs, one needs to laser in and narrow your focus to come up with the best solution, but often this can end up being at odds with the strategic direction of your company. It is important to keep a broad focus when dealing with problems as they arise, and maintaining sight of your overall goals before proceeding. It is certainly easier to pivot things towards the simplest solution, but the instability this could cause could potentially be more detrimental to your business than one that requires more effort or work but keeps your decisive path in mind.

By developing your problem solving skills, you open up your mind to new opportunities and innovations that weren’t previously possible. Keeping the above ideas in mind, you should be able to vastly improve your ability to problem solve. The best way you can improve this skill comes down to a mindset of turning challenges into positive solutions. In making every problem a learning opportunity, you make yourself better and more adept to tackle the next one.

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In any industry across the globe, businesses of all sizes continuously strive to achieve financial success, global impact, a positive reputation, and overall forward movement. Through the implementation of various incentives, policies, and goals across all facets of operation, companies strive to continuously gain positive results on an immediate, and long-term basis. In customer service and hospitality industries, these goals are combined with the forward-facing need to maintain positive consumer experiences at all times, a feat only accomplished through a continued commitment to positive communication efforts. Within this plethora of operational tasks needed to ensure the long-term success of any business, people are ultimately at the epicenter of the success of a company. From the individuals who physically manufacture a product, to customer service specialists who ensure consistent customer satisfaction, and the management teams who oversee performance, the power of people propels business.

As the COO and Co-Founder of NICE Global, an extensive nearshore business solutions provider based in Jamaica, I have garnered extensive first hand insight regarding the direct correlation between prioritizing the long-term needs of employees, and subsequent business success. Through the creation of an employee centric corporate culture, the fostering of internal talent, and the ongoing dedication to overall employee satisfaction, NICE Global successfully provides all employees with a career they can be proud of, which leads to stellar ongoing performance. In my experience, I can confidently support the notion that appropriately setting up employees for success equates to a mutually beneficial outcome for the employee, as well as for the business.

Implement Extensive Initial Training

For many employees entering a new field, lack of initial training can lead to feeling unprepared to tackle any issues, and increased anxiety related to lack of knowledge pertaining to the job’s expectations. Though the notion of allowing employees to learn “on the job” may render a positive outcome in limited examples, the vast majority of employees feel most confident independently attempting tasks if they have received thorough training, oversight, and confidence-boosting leadership intervention. Thus, initial training is crucial toward the development of confident, self-assured employees who are ready to tackle any arising issue.

Particularly proud of my company’s training module, I encourage all business owners to adapt a highly organized initial onboarding period. Within the NICE Global model, all new employees receive highly specialized onboarding training, and cannot advance to the act of independently communicating with our customer base without proving comprehension in the basics of operations, knowledge, and tactics utilized within the position. With many tasks at NICE Global being customer-facing, such as customer service support for various brands, our employees must be confident in speaking with consumers, as they are the first line of communication between the brand, and the customer. Thus, prior to taking any live calls, our customer service representatives shadow seasoned peers, listen to previously recorded telephone conversations, and enact various training examples with other staff.

When our staffers are deemed ready to perform live customer-facing tasks, they are paired with tenured staff members, who provide consistent feedback, until perfection and confidence are achieved. Finally, our fully trained staff members are ready to independently complete tasks, confident in their extensive knowledge, insight, and expectations. Not only do these tactics allow new employees to feel armed with the knowledge needed to initially succeed within their position, but the thorough investment into their success allows new employees to feel valued by the company.

Training Never Stops

As is the case for new employees, tenured employees must continue to receive ongoing industry specific training to remain abreast of any changes in policy and procedure, but to also feel consistently valued as an integral part of the team. By investing in ongoing professional development, companies showcase dedication to the success of employees, allowing employees to feel as though they have the full support of leadership to excel, grow, and develop broader skills. For NICE Global, we implement this consideration in many ways.

Through our “Train the Trainer” program, we incentivize seasoned employees to learn the nuances of other roles through an interdisciplinary training program. By cross-training highly skilled employees within other areas of the company, leaders have the ability to gain new perspectives regarding the ways in which each department contributes to the overall success of daily operations, parlaying a level of respect for each cog of the proverbial wheel. Additionally, learning about various parts of the company is an excellent way to allow employees to feel involved, and ready to speak upon various topics related to the company with pertinent insight, authority, and involvement.

At NICE Global, I have spearheaded our bespoke Four Points Pledge program, which provides all employees with extensive onboarding, followed by continuous training focused on independent launch, continued results, and long-term optimization. Through ongoing training sessions, frequent check-ins with peers and executive staff, and data-backed measurements for success, we provide long-term employees with the tools needed to foster ongoing successes, along with advancement opportunities relient on ongoing internal training and support.

Set Feasible Metrics

By providing concise expectations in terms of performance, employers can successfully avoid any initial miscommunication regarding standards, expected job tasks, desired outcomes, and metrics for measuring these factors. Without this standardization and concise communication, employees are often left feeling unsure of their specific duties, which can lead to feelings of anxiety, disruption of workflow, and even Imposter Syndrome.

Thus, at NICE Global, we eliminate this possibility by providing all employees with concise scope of work statements and expectations, as well as the metrics and data tools needed to self-monitor progress. Additionally, we provide an internal system that allows employees to gain knowledge regarding any job-related concerns in real-time, and to be autonomously in charge of their own professional trajectory. By understanding specific expectations, employees can effectively implement bespoke systems to achieve certain goals, maintain appropriate action, and feel successful on a daily basis.

Continuously Monitor Satisfaction and Performance

Within many less organized business structures, consistently poorly performing employees may not understand the reasoning for their ultimate termination. Without continued proper feedback, these employees do not have an opportunity to rectify any shortcomings, and can feel blindsighted by their termination, adding to a potentially negative company reputation following seemingly “random” terminations. Thus, in order to maintain a proactive environment bolstered by constant communication, professional performance must be monitored on a continuous basis. Not only does consistent professional feedback allow employees to understand the standards they are being held to, but it allows them to develop any needed tweaks as a result of proactive and transparent communication with direct supervisors.

In my experience, I have found that ongoing performance monitoring leads to long-term success, often bolstering the self-esteem and confidence of skilled team members by providing tangible proof of a job well done, while suggesting minor pivots to streamline processes. Within the operational structure at NICE Global, customer service results are monitored in real-time, and analytics are created to showcase employee statistics, as well as suggest any areas of needed improvement. Upon garnering this useful data, Analysts can provide agents with bespoke recommendations, rather than vague ideas that may not apply to their individual situations.

Invest in Self-Betterment

By promoting primarily from within, many companies incentivize employees to seek self-betterment opportunities, including education, practical training, and even internal internship programs related to coveted positions. Many employers even assist talented employees with absorbing educational costs, further proving their dedication to helping exceptional employees thrive within the corporate structure. Such investments into personnel self-betterment are pivotal toward maintaining a satisfied workforce, and maintaining an employee-centric corporate culture that fosters growth, development, and confidence.

I founded NICE Global with the mission to create a corporate culture that values the employee, and promotes self-growth for the betterment of the individual, as well as the company. With talented and well-educated staffers, I surmised that my company could benefit from the desire to be surrounded by motivated individuals who want to garner leadership positions. Thus, at NICE Global, we provide extensive educational opportunities for employees who want to learn new trades, and support all staff members through an internal corporate structure that promotes our talented staffers from within.

Provide Lifestyle Perks

In order for employees to want to excel within a position, and stay with a particular company on a long-term basis, conditions tertiary to the actual job must align with their ongoing needs. Work safety and comfort are crucial toward maintaining satisfaction on behalf of employees, and lifestyle perks and benefits are key to a positive work/life balance. Thus, by providing well-balanced conditions, as well as key lifestyle perks that equate to a meaningful impact on everyday life, companies can ensure overall happiness of employees, who will want to grow alongside the company.

In our case, NICE Global takes employee safety and comfort very seriously, providing a state-of-the-art facility surrounded 24/7 by internal and external security measures. With comfortable in-house amenities, the physical space is conducive to a pleasant experience. Additionally, we provide free access to a shuttle bus for employees, complimentary lunches, and even free employee healthcare, all lifestyle perks that equate to a well balanced existence appreciated by the staff. As our company continues to grow, our focus on employee satisfaction continued to grow alongside the business, with a continued desire to maintain a competitive and positive corporate culture that attracts long-term skilled employees.

Through the implementation of various tactics, as well as an employee centric business model, NICE Global is able to retain long-term employees, which cuts down on operational costs related to onboarding new employees, provides tenured employees with vast advancement opportunities, generates an ongoing positive company reputation that leads to a desire to work for the company, and creates positive performance on behalf of satisfied employees. By investing in the people who are integral to daily business success, we are investing in the future of the company. The transformative power of a satisfied workforce is the backbone of long-term company success, growth, and further development.

Originally published at https://thriveglobal.com.

Despite your best efforts to retain exemplary employees, the challenge of new opportunities, and the gravity of exciting career possibilities will always look to disrupt your trusted employee’s current occupational orbit. You hired them; it won’t come as a surprise that their talents attract exterior attention. And should a vital member of your team opt for greener pastures to them at that junctor, it doesn’t mean that your professional paths won’t land you on familiar footing.

With curiosity appeased and a new perspective of what’s the exact fit for them, your former hired hand may have designs on a vocational reunion. Orthodox practices in business would dictate that employment is a one-act play; encores need not apply. A reprise of service of someone who left on good terms could be mutually beneficial for all invested participants, as long as all are aware of the newly evolved nature of circumstances. And then again, there may be obstacles too cumbersome to predict or navigate.

The term “boomerang workers” is a phrase used to describe when former employees who departed their post on agreeable terms, coming back to their old position or perhaps a new one in a company that they were once employed. Though some businesses enact a strict, no rehire policy, more and more companies are shedding the old stigma and embracing the advantages of welcoming back a past colleague. If your organization permits HR to reactivate an idle file of a preceding employee, is it a good idea to do so?

As with all personnel decisions in business, it’s complicated.

Looking to fill a position in your department is itself a full-time job. Countless websites offer services that claim their algorithm can align you with the right fits, recruiters are in abundance, and job boards can wrangle up those jobseekers who may be looking for any port in a storm. There’s a lot of uncertainty and vetting to sift through to find a person perfect for the position. Here are the pros of reinvesting in a boomerang candidate.

Training costs of an ex-staff member are significantly lower than that of a new hireling. Onboarding a new hire pulls valuable resources from your operations. Precious hours inundating new employees with troves of information can often be inefficient. There is less of a runway need for a boomerang employee to take off and autonomously fly at high productivity altitudes. Minimizing the capital, bandwidth, and time invested in this process will prove net positive.

There is a familiarity with office culture and systemic processes. It takes a greenhorn employee three to six months in some estimates to be comfortable in their latest assignment. Assimilating to their surroundings, spending less time asking procedural questions, and understanding workplace dynamics will expedite their transition.

Risk is lower for the management team. Strengths and weaknesses are easily identifiable with candidates you have a history with at that company. Knowing how to maximize their productivity and communicate more seamlessly with them than their unfamiliar counterparts will pay dividends. Even if there has been turnover in the team, they’ll work directly with those in charge that can set up the boomerang employee better for success as trust is already established working relationship foundation.

While working outside your institution, there will be new skills your former employee has picked up. Their unique experiences and perspective, while away, may have unlocked their full potential. They could have more tools in their toolbox in the form of certifications, leadership expertise, or knowledge of an entirely new field in which the lessons they’ve learned will inform their decision making processes.

Working side-by-side with a friendly face you haven’t seen for some time can boost team morale. Commradiere can reenergize a well-oiled machine in need of a jolt. Ultimately, when we leave a job, it’s our mentors and coworkers we miss the most.

There are disadvantages to getting back in the saddle with a formerly crucial cog.

An expectation of a salary raise may throw a wrench in the reunion. One can assume that a more substantial salary request as if the ex-employee never left the company, is on the table. At the same time, the ex-worker didn’t continue service with you in a continuous sense. Often employees partially tie their value to the company on their compensation and pay increases. Be aware of this real possibility.

Was it a clean and amicable breakup from their first time around? Or were there issues that they didn’t disclose that caused them to leave? Time heals all wounds, but there is a chance that previous incidents of interpersonal or operational frictions are still active. There doesn’t have to be a “clearing the air” session before their first day back, but it is important to suss out any miscommunications or concerns that can be under the surface.

Opting for a boomerang hire could create missed opportunities at landing outstanding candidates that can take your company to the next level. While this hypothetical prompt seems overly preemptive and possibly misguided, taking back an ex-employee without due-diligence of far-reaching applicant search is not in the company’s best interest.

An unwillingness to adapt and a sense of entitlement could escalate into a disharmonious situation quickly. It’s natural to settle in into old habits at a familiar workspace, though things may have changed since they’ve stepped foot back in the office. Picking up where they left off will have to be subverted, and a clear understanding of where they are in the chain of command is vital. Understandably, they may feel a sense of seniority or privilege.

Ultimately, your best bet is to hire the top candidate, and in this case, the boomerang worker has a leg up. If you are choosing between a few candidates, the advantages are clear on rehiring an ex-employee is a good idea. The drawbacks are there but, for the most part, are not deal-breakers. If executed properly, a reunion is a win-win for all involved.

Originally published at https://thriveglobal.com.