Five Keys To Employee Engagement

slider-administrativeThe current jobs market is extraordinarily competitive. This won’t be news to anyone who’s had to hire in the last 12 months.

Many companies have resorted to piling on the creative company perks. Game rooms, free snacks and soda, cafeterias, on-site gyms and discounted on-site massages are becoming the new normal.

Perks are great and all but these benefits are shortsighted. They are like a sugar rush from the complementary Mountain Dew Code Red. So, how do you create genuine and long-lasting employee engagement?


Not management. Not mentorship (though that’s certainly part of it). And definitely not showmanship. But true leadership.

We know that leadership is important. So, why do so many companies (even ones that are renowned for their company culture and core values) fall short?

Because it’s the single hardest thing to get right.

Here are some ways that a manager, boss or team lead can work towards becoming a leader and pave the way to greater engagement scores (if you’re not tracking engagement, you should start immediately).

  1. Understand that you’re in a relationship: The key to any good relationship is trust. How do you earn it? According to organizational psychologist, Adam Grant, you begin with vulnerability. A boss who has all the answers (or worse, gets mad when you don’t) does not foster much trust with her direct reports. Be real, be vulnerable, and you will earn your people’s trust. Simply admitting you don’t know something is a great start.
  2. Empower: People want a purpose. If someone is working for you just for a paycheck, they have no incentive to stay if a bigger one comes along. For those that believe in what you’re trying to accomplish, give them autonomy along with support. Trust them back. But make sure they have the tools and training needed for success. It’s not failure if it doesn’t work, it’s experimentation. Let your people contribute, meaningfully.
  3. Ask questions: “Stay interviews” can feel awkward and forced. But they’re necessary if you want to know where your people stand. To have an effective conversation about someone’s engagement, however, your people need to feel safe.
  4. Create a safe feedback-rich environment: Saying your organization is safe and open to feedback does not make it so. Giving feedback that everything is great when it really isn’t can be more dangerous to engagement than not giving feedback at all. In order to create a truly safe environment with meaningful, change-worthy feedback, you need to be willing to hear tough things. Ray Dalio, and Bridgewater Associates is an extreme example, but those business results don’t lie.
  5. Assess your own engagement: It’s an exercise in futility trying to keep your employees engaged if you’re not engaged yourself. Do a gut check, “is this really what I want to do?” If the answer is yes, and you’re still not engaged, time for a crucial conversation with your leader. If no, start looking for a new position immediately. The best way to make a difference, is to be the best version of yourself first.

As knowledge workers become more valuable, and have more options, the companies that can crack the code on effective employee engagement are those that will win.


By Scotty John

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The Importance of Fit

Brad Stevens

When hiring talent, we often talk about the importance of fit, but what does that mean? On its face, it seems obvious. We want someone who can fit in with the group. But like many things, just because the concept is simple doesn’t mean it’s easy.

There are many top organizations where the main philosophy is all about finding the right fit: Google, The New England Patriots or the U.S. Navy SEALs, to name a few well-known examples. But one that has risen above the rest in recent years is the Boston Celtics organization led by head coach Brad Stevens.

Stevens’ philosophy is almost entirely about finding the right fit. In 2014, Stevens helped turn around the career of Evan Turner by understanding where he fit into the Celtics’ system. This led to a $70 million contract for Turner with the Portland Trail Blazers after his stint in Boston.

Terry Rozier went from the fringes of the Celtics’ rotation to averaging 17.4 points during the 2018 playoffs, capped by a highlight reel dunk over the King himself, Lebron James.

Stevens’ philosophy on fit starts with his commitment to humility. He started coaching with this philosophy at Butler University where he broke many NCAA records and his career culminated in two back-to-back National Championship appearances.

But as though that wasn’t proof enough, Stevens then successfully transitioned his philosophy — one of humility and not trying to become an individual star at the expense of the team — to arguably the most selfish place in the world, the NBA.

This commitment to something greater than oneself in a league that rewards stars for how much they individually produce is incredible, and has landed Boston as the favorite to win the Eastern Conference in the upcoming season.

A good organizational fit is not easy to define: It includes the requisite skills for the job at hand; non-trainable attributes/behaviors that are necessary for success in the particular role; and the ability to contribute to the company culture (not to be confused with “culture fit”).

Does this individual possess the skills and experience needed to accomplish the tasks in a given position?

For many of us, we’ve been down the path of interviewing someone who gave great answers to our situational questions, only to find that they were not a fit for the position after they started.

Assuming you asked the right questions (a topic for another day), it’s likely that it was one or both of the other two components that were missing. Assessing someone’s skills and experience for a given job is hiring 101, every leader should be trained on how to do this. But if you want to take your team to the next level, the next two components of a good fit are critical.

What are the attributes/behaviors that are necessary to be successful in this role?

The attributes that will lead to success in a given role are often neglected entirely or not fully defined up-front. Needless to say, this critical piece of what makes a good hire should be defined before you ever start interviewing.

So, take the time to think about what traits will be needed for your open position. Typically, these are characteristics that are difficult or impossible to teach. Attributes like discipline, attention to detail or being money motivated are good examples. You won’t be able to train someone on any of those — they either have it or they don’t.

Once you’ve identified the top three to five attributes, come up with situational questions (i.e., “Tell me about a time…” or “Give me an example of…”) to assess whether or not the candidate in front of you possesses what they’ll need to be successful on your team.

Does this individual possess the ability to contribute to your company culture?

I’ve had to come around to this idea personally. Historically, I’ve been with companies where hiring for the business world’s favorite current phrase, “culture fit,” is non-negotiable. If they don’t fit the culture, they’re out.

But there is a big difference between hiring someone who can contribute to your company’s culture in a meaningful way and hiring someone who is just like you and everyone else on your team. If you think culture fit means “this is someone I would like to hang out with on the weekends,” you’re missing the point.

You can and should hire for diversity of opinions and background. [Teaser Alert] That’s the subject of another blog post: How do you identify that individual. For now, start by defining your company (and team) culture. The first step is understanding that, then you can work on finding the right fit.


By Scotty John

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Modernae Woman: Ema Ostarcevic, Staffing Company CEO

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By Brooke Goggans

When Ema Ostarcevic was 5 years old, her mother and three siblings packed for a two-week trip from Croatia, where they lived, to Utah, where her father was an international scout for the NBA. While they were in the United States, war broke out in the former Yugoslavia, leaving them unable to return home. “My family jokes that we’re on a suspended two-week vacation,” she says. Today, Ostarcevic is the founder and CEO of SEARCH Group Partners, a staffing and recruiting firm in Salt Lake City. She’s also a new mom to 4-month-old Alexander and is growing her company in new markets with the support of her fiancé, Ryan, who is a full-time dad. She credits her father and her ballet training for the drive and discipline that helped her start her own business at 25. She’s focused on growing a culture that empowers women, because in her world, the corner office includes a changing table and a bassinet.

How did you come to start Search Group Partners?

I always knew I wanted to own my own business, but I thought I’d probably do it 10 years from now. I’ve always been a bit of an entrepreneur at heart. I did early college when I was 15. I managed my first group of 20 people when I was 20 years old, and my whole team was 20 years older than me—and 18 of them were men. SEARCH happened organically. I was on vacation and one of the neighbors of the house where I was staying at owned a staffing company, and he opened his first company in his 20s. We were socially talking, and he said, “You should open your own firm.” At the time, I was working for Robert Half International, one of the world’s largest staffing firms and a Fortune 500 company; they have 350 offices worldwide. I had worked in their L.A. market, the Utah market and most recently was in the New York market working in their executive search practice. In this conversation, the man said, “I would back you, and I think we could round up a group of others who would be interested in backing you. Now is the time: You’re young, you’re single, you don’t have any kids, and you’re already working 80 hours a week anyway.” He pretty much talked me into it. While I’d always planned to do it, the opportunity presented itself with the right investor and financial backing, and that was really important to me. I didn’t want to start Ema’s staffing agency out of my basement. I really wanted to have the right partners and resources. I call it the right grey hairs. I fully recognize where my strengths are and where there are opportunities, and I thought, If I am going to do this, I have to surround myself with the right people to ensure that it’s successful.

Why did you choose Utah for your business?

Even though I was in New York at the time, I said that I wanted to start the company in Utah, which everyone thought was surprising. But I had managed the Salt Lake market for Robert Half before going to New York, and I saw tremendous opportunity in this market. And I have a little bit of a soft spot for Utah, and it’s an amazing place for business. It’s always on the top of Forbes lists for best places for companies, states to work in, growth states, lowest unemployment and has recently been nicknamed the “Silicon Slopes.”

Your dad was a recruiter. Do you think that influenced the business you’re in?

I think recruiting is in my DNA. I’m the talent agent for the everyday person.

You’ve said that recruiting women in executive and management positions is important to you. Why?

I’m a big believer in empowering and supporting women. I believe we achieve a lot more by supporting each other than tearing each other down or competing with each other. I believe that women can be the greatest resource for each other, and it’s something that I’m personally passionate about. Being in Utah, there aren’t a lot of women who work. In comparison to other states, there are a lot of women who stay home and there are a lot more children born per capita. There’s so many women who want to work but don’t know how or know how to get back into it after being stay-at-home moms and want to transition back into the workforce. We do a really great job of promoting, hiring and retaining women in leadership positions. I’m proud of that.

What’s your goal for the business?

I want us to be among the best staffing firms in the markets we serve. That’s why it’s about quality for us, not necessarily about size. I think what’s made us so successful is that we have an intimate relationship with our clients and our candidates. Ninety-two percent of our business comes to us from referrals. We’ve worked with companies that have the highest rate of growth, are the most innovative in the state, and we represent some of the most exclusive top talent in our market. We’re really grateful for that and the reputation we enjoy. We want to make sure that we remain true to that and expand upon that.

What would your advice for other women entrepreneurs be?

Call me! I say that jokingly, but we can be such a great resource for each other. It’s just like raising a child: It takes support. My advice would be, be humble and surround yourself with people who can help you, and be open to that support. Check the ego at the door and ask, “Who else do I need on my team, and how can I benefit from that team?” Don’t be afraid to ask for help. There’s no shame or embarrassment in that. If anything, that’s how you become the most successful. I’ve always believed I don’t need to make that mistake if someone else has made it.

You have a 4 month old. How has it been being a new mom and owning your own business?

Being a mom is the most amazing opportunity of my life. Everyone says your life changes when you become a parent, but I would add to that it changes for the better. Sometimes we forget to say that. I’ve been incredibly lucky to have support. My fiancé stays home with our son, and that’s a decision we made a few weeks after he was born. We made that decision because it was in the best interest of our family. Initially that was hard for me, but I remind myself that every family is different. Living in Utah, there’s a stereotype that you have to stay home with your child, and ultimately that’s not the best for me or in the best interest for my family. I joke that I’m a better mother if I work, but I really do believe that.

It’s wonderful to be in a place where you can choose what’s best for your family.

Ryan, my fiancé, has always been incredibly supportive of my career. I’ve always been incredibly lucky to have support from the men in my life. The men in my life have enabled me to be where I am today. I’m incredibly lucky to have Ryan at home. It just makes it so I don’t go to work and stress about whether my child is OK, or if he’s being taken care of. That’s made the transition incredibly easy for me. I’m also incredibly fortunate to have my own business, and I have the flexibility that a lot of people may not. I’m sitting in my office now, and there’s a baby Bjorn bouncer under my desk and a diaper caddy with diapers and wipes. I work a lot of hours, and it’s nice to bring my child into work if I need to. Sometimes when Ryan needs a break, the baby gets dropped off and hangs out at the office with me for a few hours. So I have a lot of luxuries that I think makes it a lot easier for me. There’s the flip side to this, too: I got a lot when I was pregnant, “Oh, you’re so lucky you own your own business and can take as much maternity leave as you want.” And I’d chuckle because it’s the opposite when you own your own business—you can’t take any time off. I had a 24-hour labor, and I was on the phone returning emails a good portion of it. But I do my best to make my schedule work for my family and me. I do remember that family is first: I don’t live to work, I work to live.

How have other men in your life supported you?

Growing up, my dad would say, “Trying to be a man is a waste of a woman.” My dad was a pretty well-known basketball player in Croatia, and once while still living there he made the front page of the newspaper for pushing a stroller with one of my siblings in it, and the other kids were walking alongside him. He would take us on these nightly walks, and my brother couldn’t fall asleep unless he was in the stroller beneath the tress with the sound of the ocean. The headline read—it doesn’t translate exactly but it’s closely: ‘They have their Dad wrapped around their fingers.” It was so unheard of at the time in Croatia that there would be a man pushing the stroller, taking care of his kids while my mom was at home. It was not a man’s role to care for the children, but my dad changed our diapers and took time with us and fed us. He was truly a co-parent, and I’m grateful I grew up seeing that. That was something that always stood out to me: my Dad saying be who you are. It doesn’t matter that you’re a woman, just be who you are. He led by example, and I always appreciated that about him.

Do you have a personal motto?

“Work hard, stay humble.” Humility is a virtue that has always resonated with me. Spiritually, I’ve always said, “I love god not religion.” Personally, my motto has always been, “Judge less and love more.” When I take that approach, I think I handle most situations better.

What do you do to relax?

We’re big on traveling. I’m happiest with a full suitcase and a boarding pass. A weekend at the beach does a lot for my soul and my mental health and re-energizing me. I’m a former ballerina, and I don’t get to ballet classes as often as I’d like, but I’ve developed a love for Pilates. I love cooking and spending time with my family. I moved back to Utah, and for the first time I’ve really enjoyed having the mountains be my backyard, and I’ve taken up skiing and biking. I did have to pause that with the pregnancy last year, but I’m back into that.

Tell me about being a ballerina.

Ballet is a common thing in Croatia and European countries. I was a ballerina growing up, and when I started college, I stopped dancing and started teaching. It started to be too much with a full-time career, but it is still one of the biggest blessings of my life. A lot of people will ask where my drive comes from, and a lot of it stems from ballet. It taught me discipline and hard work and a tremendous amount of respect for my instructors and team and community.

What is something, real or make believe, that you wish you had that would make your life easier?

I’m sure everyone says this: more time. I don’t know where it goes. And now having the baby, he’s growing up quicker than my eyes can adapt. I just wish there were more hours in a day.


3 Things To Consider Before Hiring Someone Smarter Than You

By Barry S. Saltzman, Fast Company

You want smart people working for you—that much is a given. But as a manager or business leader, team dynamics also take shape (or don’t) on your watch. Sometimes hiring the smartest person in the room isn’t always the best idea—not because you need to protect your ego, but because it takes more than one person’s outsize intelligence to succeed.

Here are a few tips to keep in mind when you’re considering bringing someone on that you consider more intelligent than you.


When you’re looking to fill a role, you need to envision how a new hire with fit into your team, not just the technical knowledge they’ll add. Based on what you know about your existing employees, is the new addition poised to act as someone’s mentor? Or will they simply work with you directly?

Consider your own needs, too. If you’re venturing out and building your own business, bringing in a business partner who can act as a mentor of sorts can be a great resource to have. In that case, you’ll probably want somebody who’s both intellectually capable and experienced. If you’re the manager of a team, you’ll likewise want someone who isn’t just smart but also brings out the best in you and the rest of your staff. Not all candidates are cut out for mentorship, no matter how smart.

“In today’s business environment, culture is crucial to the success of your business,” says Ema Ostarcevic, CEO of SEARCH Group Partners, a premier recruiting firm. “It is important to employ independent thinking and success-driven individuals who do not compromise company culture. There is value in employees who can work hard and be considerate partners in the workplace.”

It’s far from true that all highly intelligent people are egotistical, but intelligence can arguably make personality a more important factor in your decision than it might otherwise be. Figure out the type of role your prospective hire will have to play, and if a high degree of mentorship will be involved, make sure you’ve found a personality match, not just a smart worker.

Learn More


There are only so many hats you can wear before you need to bring on additional help. If you need a talented developer to build your website, then absolutely hire someone who’s an expert in that. But as a manager or hiring director, as Lisa Froelings counsels on the Huffington Post, it’s important to have some firsthand grasp of what goes into (in this case) developing a website. If you don’t understand a developer’s job and just hire the smartest developer you can find, you’re more likely to give instructions that reveal your technical ignorance. Over time, your smart new developer may lose respect for you and doubt your abilities as a manager.

So before you hire, take the time to understand—at a technical level—what goes into each role you’re trying to fill. That doesn’t mean mastering a new field altogether, of course, just being sensitive to its basic workflow and processes: What are reasonable deadlines for developers building a website from scratch? What will a marketing department need in order to get the job done?

This will help you stay clear about your own expectations and communicate your objectives effectively. The last thing you want is someone taking advantage of you because you simply don’t get what goes into their work. Sure, you want someone who’s brilliant in their field, but they’ll need to know you understand what they do—or at least try to—otherwise you risk undermining your own authority and the cohesiveness of your team.


Smart employees can help you take your business far, but intelligence becomes a problem when smart people believe they don’t need to work as hard as their peers. Just because someone has a high IQ doesn’t mean they’ll be successful. Nor does it excuse them from putting in the same amount of work as their peers.

This is especially true in the startup world, where businesses can grow fast and your employees can make or break your culture. “When we conduct interviews,” Pini Yakuel, CEO of Optimove, tells me, “we look not only for intelligence, but also for someone who has a strong work ethic and is a team player. Of course, brains and talent are a crucial part of getting the job done, but the ability to be open-minded and work well with others is often just as important as high IQ.”

This isn’t just a theoretical caveat. Some research suggests that unusually smart people aren’t any better than the general population at seeing their own flaws or accepting criticism. This can pose a real problem on teams. Hiring someone who rightly believes themselves brilliant may lead to a case of slackerism. But by the same token, your smart new hire may also struggle to constantly live up to your expectations if you push them too hard on the basis of their capabilities.

It’s important to strike a balance. You certainly don’t want to hire people below your intelligence because you feel threatened by employees who are smarter than you. On the other hand, don’t just hire smart people for the sake of hiring smart people. The best rule of thumb is simply to recognize that your job as a manager is to harmonize all types of employees in order to create a productive team. That may well mean hiring people who are smarter than you—as long as they match your culture and overall business needs, not just your technical ones.