I know we say this a lot on this blog, but referrals really are one of your best candidate sources. Someone who gets hired after a referral from a friend or former colleague already has a bond with your company and staff, increasing the likeliness of retaining that person. Additionally, a 2012 CareerXroads survey found that for over 1/2 of businesses, 1 in 5 interviews with a referred candidate resulted in a hire. Clearly, there are advantages to pulling in the best and brightest from your employees’ professional circles. Read More…
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You have thirty minutes to gather all the information you need to make the perfect hire. You’re aware of the negative impact that a bad hire has on a company and you want to leave confident knowing you made the right decision. Where do you start? Our own John Younger offers up his top three interview questions that reveal everything about the candidate.
Intelligent problem solving is one of the most important skill sets for an effective leader to possess. A leader that has an inability to see the big picture when presented by problems or just avoids them all together will never be as effective as someone who approaches these business challenges as an opportunity to learn and improve. There are always going to be problems associated with running a business or managing a number of employees, most of which have no obvious solution. A great leader needs to always be looking for the positives in the midst of difficult situations, for the solution that deals with both the immediate hassle and the root of the issue as well. Read More…
Is your company using outdated recruiting practices? Find out why 80% of enterprise companies are outsourcing their recruiting, how to reduce your recruiting costs and how to increase your hiring managers’ satisfaction.
Don’t get left behind! Find out how to gain that competitive edge by outsourcing your recruiting!
Accolo, the leading on-demand Recruitment Process Outsourcing (RPO) provider, did a survey of approximately 2,000 professionals containing segments of 33% each of HR professionals, Hiring Executives and Candidates to measure the satisfaction of each in the recruit-to-hire process. The results provide some great insight as to the tactical significance Read More…
What are the priorities of a manager? If your first answer is “management”, then you might want to think this through a little more. Managing employees is a lot more than making sure nobody is playing Facebook games or similarly getting away with murder; first and foremost, it’s about creating a work environment that allows everyone on your team to put their best foot forward and feel comfortable doing it. This is especially true for managers in charge of collaborative or creative teams, wherein, communication and cooperation are key. Read More…
More and more, job seekers are being effected by the employment brands of the companies that they apply to. Whether they find out about how it is to work for you from an industry forum or straight from one of your employees through a social network, candidates are factoring employment branding into their decision making.
Don’t just take our work for it. According to an article by Hay Group’s David Smith, online reviews carry a good deal of weight with people in the US. In a survey of over 1000, it was determined that 90 percent of them were influenced by a positive review and 86 percent by a negative review. Read More…
Job satisfaction is at an all time low. While there are many factors that have contributed to this phenomenon, one of the most common situations that have workers grumbling is being understaffed in the wake of layoffs. In these uncertain times, many companies are trying to get as much out of their workers as possible. Read More…
What is the ultimate goal of your employment branding? For most companies that have made a substantial effort to create or improve their employment brand, the purpose is to draw in talent. Plain and simple. Having a respectable and attractive employment brand means that even professionals that are already employed will keep your company in the back of their minds. This is especially true when these professionals happen to have a particularly unpleasant day with their current employer. Read More…
LinkedIn is a resource that returns dividends only through calculated and intelligent effort by the user. True, an opportunity may fall into your lap every once in a while; for the most part, what you get out is close to what you put in. If you don’t use the site to you and your business’s advantage, then you could just be wasting your time.
For some innovative examples for using the site, we turn to Cheryl Connor, Forbes contributor and communications expert. The first example of LinkedIn creativity that she mentioned was that of a client assessing the marketing capabilities of his competitor. Using only LinkedIn, the client in question was able to construct a complete diagram of the personnel structure of the competitor’s marketing department, the people in those roles and even find a list of former employees that had turned freelance. The client was then able to go to his board of directors and show exactly how their marketing department stacked up against the competition.
Another fantastic use for LinkedIn mentioned in the article was sales re-enforcement. If we take the classic 6 contact paradigm for closing a sale (that it takes roughly 6 communications to close), then LinkedIn is a salesman’s new best friend. By adding someone on LinkedIn after initial contact, your interactions have jumped from 1 to 3 (your request and their response to that request). Hopefully, these examples have shown you the potential that intelligent networking has for both you and your business. When this many people are connected, the only limitation is your imagination.
The cost of a bad or under-performing hire is usually a lot more than their salary. When considering the toll that a bad hiring decision takes on your company, you must not only examine bad performance, but also the frustration that they cause their coworkers and the customers that they can alienate. If a new hire is still asking everyone within earshot for help with the day-to-day 6 months into the job, chances are that 6 more months’ floundering will have them just about where they are now.
The best course of action when dealing with a bad hire is to sever ties as soon as possible. It might be frustrating to start the job process all over again, but getting rid of these employees quickly will save you a lot of time in the long run. According to Dr. John Sullivan, HR thought leader based in Silicon Valley, there are a few ways to get problem employees out the door with very little fuss. The first option mentioned in the ERE article is known as a “no-fault divorce”. It involves offering a poor performer several months of pay and a good reference to resign after the first 6 months of employment. This way, the new hire can either bow out or face their annual review 6 months later, receiving a bad reference if they are still found to be lacking.
Several of the other methods that Dr. Sullivan mentioned fall under the category of extended onboarding and mentorship for new employees. The idea here is to at once provide employees with a greater chance to excel in their work as well as identifying the poor performers from early on. Think of it as a simultaneous evaluation and education process for your new employees. Remember, no matter how much you may want your hiring decisions to work out, the reality is that people are easy to misjudge on interview day.
For those employers that advertise on job boards, you know the importance of enticing job seekers to look through your ad and actually apply to the position. Unfortunately, with the sheer volume of jobs being posted to these sites, the most eloquent job title and description will get you nothing if it is buried behind 5 or 6 pages of similar jobs. Let’s be realistic, exponentially fewer people will browse each successive page of results. This makes using pertinent keywords of the utmost importance.
According to Simply Hired’s Leonard Palomino, there is a large discrepancy in words that employers are using to describe their positions versus the words that job seekers are querying in job board searches. In the article, Palomino uses the example of the key word results from the healthcare section of a job board. While job seekers focused their search criteria on role and specialty (nurse, technician, radiology, practitioner, etc.), employers were using more general healthcare terms as well as those related to the responsibilities of the position (health, medical, experience, patient, etc.).
With millions of job ads to compete with, including the relevant key words that job seekers are searching is becoming more of a basic requirement than an advantage. Yes, it is good to stand out from the pack, but you can’t really do that when the pack is crowding you down to page 10 of search results. You can still craft an appealing and unique job ad while still including the keywords to get you seen by as many job seekers as possible. Just treat it like Mad Libs:
We are looking for a _______ who can ________ with the utmost _____________ and has a highly developed ________.
Well, not quite like Mad Libs, but you get the idea.