Archive for the ‘Recruitment’ Category

Are your hiring practices working?

Thursday, September 9th, 2010

Many managers view hiring as one of the easier decisions they have to make. Problem is, it’s also one of the hardest decisions to unmake! 

Here’s a common scenario for busy managers. A vacancy is posted on the web.  Some promising, skilled candidates apply–you interview, conduct a reference or two, make an offer and you’re done. 

The new employee starts, will integrate with the new team, orient to their new role, learn your processes, and all will be well.  You setup their objectives and expect a great fit. Fast forward a few weeks and it’s obvious that the employee isn’t the skilled, motivated and reliable individual you thought you’d hired. This situation negatively impacts you, your team, and the business.

There are many complexities involved to hire top candidates.  Here are tips to start you in the  right direction to recruit skilled employees that integrate with the team and your culture.

  1. Scrutinize every vacancy   The easiest time to change a role is when it’s vacant. Assess if the required skills and knowledge have or will soon change. Today’s job skillsets are continuously evolving to meet your business’s needs.
  2. Hire for the future; it’s almost here.

  3. What team are they joining? What are the skillset levels of employees in the team? Do you need a new hire that has advanced skills he/she can share with the team. Or, if the team is well developed, a newer graduate that can be groomed may be the best solution.
  4. Think ‘team’, not just individual.

  5. What’s on your recruitment plan?  Who’s on this hiring team? How will you screen, interview, assess, and reference to ensure you select the best fit candidate?  Consider who in the organization has views that would be beneficial. With a clear plan you have increased your ability to hire the right candidate.
  6. Plan for this valuable asset.

Costly and Impactful

 Recruiting talented employees is an important decision for managers. It’s a costly, impactful business decision. Only through talented employees can an organization meet and exceed business objectives.  Develop an organizational-wide recruiting strategy that covers processes from A to Z. You have a great organization; keep it that way.

2009 Employment Storm

Friday, January 9th, 2009

The current issue of MacLeans headlines “the employment storm of 2009 is on its way”. The main losses will be in construction, mining, oil, gas, and auto manufacturing. Projected job losses will impact industries such as retail, marketing, and advertising. For more information read any newspaper.

Economists, if correct, project that the pain will be brief and we’ll return to prosperity later this year or early in 2010. Optimism and hope for a timely recovery will help all of us head to the light at the end of this tunnel. 

For employers, staff shortages may take a reprieve and turnover levels may go down.  Employees are more likely to stay in their current position and ride out the wave. If they are looking around, they know that even the larger organizations are being impacted by the market. The ego-building period of multiple job offers is also on hold as employers take cautious steps. And, individuals nearing retirement are now extending their exit date to continue earning while they wait for their retirement nest egg to return to health. 

Costs of staff replacement go down, and your intellectual capital is retained.  Teams benefit by having the business knowledge, relationships and expertise intact. Use this time as an opportunity to build internal capacity; develop skillsets for succession planning; and recognize achievements. Increase communication with staff to keep them well informed.  Ask what types of support they need to support them personally.

I heard Suze Orman speaking yesterday – she’s the money guru who just launched a new book on basic financial planning for 2009. She has sound ideas on paying off personal debt, saving, and stabilizing for uncertainty.  Employees could start a discussion group based on the book and share ideas.

Review my previous Two-Minute-Tip on “Market Turmoil” for ideas on maintaining and building healthy employee relations, and keeping productivity levels up.

Who knows, when the market turns around, employees who were thinking of leaving may decide they’re right where they want to be.

Recruitment Ads that Impress

Tuesday, October 28th, 2008

Source key talent by differentiating your organization

To attract your future skilled and productive employees, make your first impression count. No matter who you hire, you’ll be investing resources, training, time, and money, so sourcing skilled candidates is the first step to getting a solid employee ROI.

Solid candidates looking for a progressive organization, and meaningful work experiences, will overlook opportunities if you’ve failed to provide them with important information-qualitative information about who you are as an organization, your culture, values, offerings, and how you treat employees.  People are looking for more than ‘just a job’.

Generic ads do suffer. A basic old style ad that just describes the position, responsibilities and education requirements may give a potential applicant the impression that ‘things haven’t changed in your organization’.  There’s  no evidence you’re a reputable employer and there’s room for assumptions that your organization is not yet on board with the best people practices that value contributions, support employee development, and ensure a progressive healthy working environment.  Time to refresh how you are selling your organization to potential employees

Welcome to the new “basics” of a vacancy ad:

  • Employer branding is the new norm.  You may not have the resources for a full branding initiative, but you already have enough information to share.  That includes: your vision; your goals; what you value; your attitudes toward employees; and what you have to offer.  People need to have a sense of the employee experience and what’s great about working in your organization.  And, culture fit is often more important than skill fit. 
  • The position and reporting structure, primary focus and key responsibilities.  Articulate the highlights so people will know if their strengths align with the position.
  • The experience, credentials and education requirements for your ‘ideal candidate’.  Many skills are transferable across positions, so be clear, but keep an open view to where candidates have gained experiences.
  • Make it easy for candidates to submit resumes.  People may be deterred by a cumbersome process.  If your process is complex, your competitors may benefit.

Try this:

Checkout the national and provincial lists of ‘top employers’, then look to their career sites.  Or, review through any career listing and you’ll see how the new ad basics do impress.  Then proudly share what you offer.

“Hiring for Fit”

Wednesday, August 13th, 2008

Recruitment is one of the most important processes an organization undertakes. Without optimum ‘people power’ an organization will struggle to meet its objectives. Recruiting errors are costly financially, and can take their toll on your existing productive employees.

Employing individuals with the right technical skills, education, knowledge, experience plus the motivation and positive attitude is a good foundation to begin your search.  (Typically, this is information on your role description.) However, to “hit the bulls eye” with your hiring, we need to delve deeper to bring in the people that will integrate smoothly with your existing team and organization.

When planning your vacancy profile first make sure you include your culture and competencies to ensure there’s a match between what you need from employees and what you have to offer them in terms of workplace practices, culture, and consistency. Consider your organization from a view of: “who you are”, “what you do” and “how you do it”. A highly motivated sales candidate may not fit into a culture where customer service is a key to the organization’s success. He/she may be rightly interested in your organization as a choice employer, but without the “fit” they’ll be short term. 

As a second step to look for “fit” assess the team of individuals the new hire will work with. At this level, the fit will include the level of expertise, knowledge and skills required. A seasoned team may want to welcome a recent hire or an internal candidate who has shown potential. A team preparing for future changes may benefit from bringing in a highly skilled individual with expertise to share. The team members and manager will make this determination. The team also knows the attributes that will ensure the new hire is a solid fit to their daily operations.

Before you rush in to fill a vacancy, do the “fit” due diligence–your efforts will pay off. 

As a solid HR practice, before your candidate starts working, have a well-planned orientation process including tools and support to ensure they have every opportunity to succeed.