first friday news letter may 2015

2
Tweak your Interview Process and Win More “Impact Player” Recruits During the typical interviewing process, most companies focus on identifying red flags and weeding out candidates who are not ideal. Employers should also give consideration to the red flags their team members could be waving, and how this may be deterring future hires. As the executive, managerial and professional labor market has become overwhelmingly candidate-driven in the last few years, more employers are realizing they must overhaul their interviewing procedures, to attract top performers who frequently have several job offers at their disposal. The main goal of an interview is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting, including how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about cultural fit, intangible insight and the overall impression left by the candidate. In light of the fact that employers must now attract and recruit in a candidate-driven market, they should be thinking about the lasting impression they are leaving with prospective hires. “Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants,” says Suzanne Rice, director, U.S. franchise development. Rice suggests the following for companies that are looking to revamp their interviewing process: Provide direct responses about the role and the company. Candidates will see through vague or evasive responses. If the position has experienced frequent turnover or ongoing challenges, be honest about the issues and discuss how the role VOLUME IX ISSUE IV March 3, 2015 © 2015 Management Recruiters International, Inc. An Equal Opportunity Employer has been restructured. This is an opportunity to show that thought has been given to the position and its overall purpose in the company strategy, rather than just trying to backfill the role. Demonstrate an enjoyable working environment. Candidates are looking at everything from their potential workspace, dress code and how team members interact with each other to work from home policies, office amenities and perks. Avoid any negative discussion of past or current employees, and don’t be dismissive of subordinates who may be briefly introduced to candidates. Use every opportunity to show a fun workplace, engaged employees and why you like working for the organization. Maintain consistency. No matter what team members are tasked with interviewing, everyone should be on the same page about the responsibilities that will be assumed in the role. If the candidate receives conflicting information about the position, they have no choice but to assume this confusion will continue if they take the job. Promote opportunities for advancement. Most candidates look at how a new role will provide them with new growth opportunities. Employers want someone who will remain in the position for a significant length of time, but it’s important not to forget to discuss any training or upward mobility programs, providing viable examples of how employees can advance within the company. Future employees want to feel their new employer is invested in their professional development. Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive impression. “Not every candidate will be right for the company, but their ability to talk about their interview experience in the marketplace and potentially disseminate info that presents the brand in a good light, is invaluable. The ‘interview’ should be approached not only as a way to qualify potential new hires, but also leveraged as a marketing opportunity to communicate why the organization is a great place to work.” Source: Department of Labor Submitted by: Joe Cianciolo, Senior Account Manager Management Recruiters of Cleveland-Southwest (330) 273-4300 ext. 109 [email protected] Call me to help you attract the impact player who can push your team beyond your 2015 goals. What is an impact player? Ctrl-Click Video

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Page 1: First Friday News Letter May 2015

Tweak your Interview Process and Win More “Impact Player” Recruits

During the typical interviewing process, most companies focus on identifying red flags and weeding out candidates who are not ideal. Employers should also give consideration to the red flags their team members could be waving, and how this may be deterring future hires.

As the executive, managerial and professional labor market has become overwhelmingly candidate-driven in the last few years, more employers are realizing they must overhaul their interviewing procedures, to attract top performers who frequently have several job offers at their disposal.

The main goal of an interview is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting, including how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role, and the aspects of the job that are emphasized vs. those that are minimized.

On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about cultural fit, intangible insight and the overall impression left by the candidate.

In light of the fact that employers must now attract and recruit in a candidate-driven market, they should be thinking about the lasting impression they are leaving with prospective hires. “Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants,” says Suzanne Rice, director, U.S. franchise development.

Rice suggests the following for companies that are looking to revamp their interviewing process:

Provide direct responses about the role and the company.

Candidates will see through vague or evasive responses. If the position has experienced frequent turnover or ongoing challenges, be honest about the issues and discuss how the role

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© 2015 Management Recruiters International, Inc. An Equal Opportunity Employer

has been restructured. This is an opportunity to show that thought has been given to the position and its overall purpose in the company strategy, rather than just trying to backfill the role.

Demonstrate an enjoyable working environment.

Candidates are looking at everything from their potential workspace, dress code and how team members interact with each other to work from home policies, office amenities and perks. Avoid any negative discussion of past or current employees, and don’t be dismissive of subordinates who may be briefly introduced to candidates. Use every opportunity to show a fun workplace, engaged employees and why you like working for the organization.

Maintain consistency. No matter what team members are

tasked with interviewing, everyone should be on the same page about the responsibilities that will be assumed in the role. If the candidate receives conflicting information about the position, they have no choice but to assume this confusion will continue if they take the job.

Promote opportunities for advancement. Most candidates

look at how a new role will provide them with new growth opportunities. Employers want someone who will remain in the position for a significant length of time, but it’s important not to forget to discuss any training or upward mobility programs, providing viable examples of how employees can advance within the company. Future employees want to feel their new employer is invested in their professional development.

Regardless of how your organization approaches the

interviewing process, the main goal should be to leave

candidates with a positive impression. “Not every candidate will

be right for the company, but their ability to talk about their

interview experience in the marketplace and potentially

disseminate info that presents the brand in a good light, is

invaluable. The ‘interview’ should be approached not only as a

way to qualify potential new hires, but also leveraged as a

marketing opportunity to communicate why the organization is

a great place to work.”

Source: Department of Labor

Submitted by: Joe Cianciolo, Senior Account Manager Management Recruiters of Cleveland-Southwest

(330) 273-4300 ext. 109 [email protected]

Call me to help you attract the impact player who can push your team beyond your 2015 goals.

What is an impact player? Ctrl-Click Video

Page 2: First Friday News Letter May 2015

"Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants."

Suzanne Rice Director, U.S. Franchise Development

MRINetwork

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Ecuadorean unemployment has continued to fall over the last year, latest figures show and now stand at 3.48 percent. Via Telesur.

Get Your Underperforming Employee to Quit – Try "Counseling Out"

What is Counseling Out?

Counseling Out is the process of providing enough regular, candid and honest feedback that an employee quits before being fired. Most managers wait too long to fire underperforming employees. It's better for the employee, manager, and company if the employee quits. If Counseling Out is done correctly, your problem employee will find a job and quit before you have to take action.

Document Everything

Any time an employee may need to be fired, you need to document all communication. Regardless of how hard you try to help your employee or be nice, there is still the risk of a wrongful termination lawsuit. To protect yourself from wrongful termination lawsuits, you should implement some basic Human Resources' best practices. If you are unfamiliar with these practices, consult an attorney to learn how you can protect yourself.

4 Steps to Counseling Out

1. Establish a Counseling Out Timeline

This first step to Counseling Out an employee is to

establish your timeline. If he/she does not quit by your

deadline, fire the underperforming employee.

2. Start with Honest Feedback

It is usually easy to give positive feedback and bonuses,

but difficult to cut someone's pay or give a bad review..

Prepare a list of the problems with examples to help

communicate the message..

Weekly Reviews

Schedule weekly meetings with your employee through

the end of your Counseling Out Timeline.

3. Time's Up – Time to Fire the Underperforming

Employee

Hopefully the employee finds a job before the end of

your timeline; but if he/she has not, you need to deliver

the news that the underperformer is fired. By this point,

the employee should be on his/her way toward finding a

new job and may already have interviews or a job offer. 4. Time's Up – Time to Fire the Underperforming

Employee

Hopefully the employee finds a job before the end of

your timeline; but if he/she has not, you need to deliver

the news that the underperformer is fired. By this point,

the employee should be on his/her way toward finding a

new job and may already have interviews or a job offer.

The Employment Situation Report, which normally appears in this space, will be

released on Friday May 8, 2015.