Workplace of Choice

So, finally we all seem to be getting back to "normal" following the worst economic downturn in recent history. You may be noticing, however, that while "normal" seems better than recent months - it may feel very different than say, 2-3 years ago. As we all get our legs back under us - this is an ideal time for companies, big and small, to start testing, validating, and redefining "normal" within their organizations.  If nothing else, we should all learn from the economic issues that plagued us. Instead of restarting business as usual - think about recalibrating and looking more closely at your organization and your human capital.

Think about:

• Who were the most valuable members of the organization during the height of the crisis? This might have been surprising - were there silent superstars in the ranks that simply needed this opportunity to prove their value and ability?  What made them superstars and the ones able to weather the storm?
• If you had to lay people off, what was the profile of those that were able to step in to pick up extra work? Were they your managers?  Or were other employees able to roll up their sleeves and pitch in?
• Were there roles that had to be eliminated ones you intended to refill when you could?  Do you really need to refill it now or do you find that you no longer really need that specific job because you've gotten along just fine without it?
• Were your Managers able to lead?  Or was it obvious that the Manager Training you've been meaning to get to would have come in really handy when they were helping to communicate change, manage RIFs, or mediate conflict in a very confused workplace?

Before you go out and repeat to your old practices - take a step back and determine what worked well in the troubled times and see if it might make sense to duplicate some of those practices instead.

For example:

• Instead of filling silo-ed roles that are all very specific - think about hiring people that are forward thinkers and doers that might be able to share the load and multi-task.
• Invest in some Leadership Training and Management 101 so that your people are able to grow and be better poised to help in times of change
• Be very thorough in hiring - many times companies 'skip steps' either in desperation to fill a job or the candidate is doing so well with the interviews, they don't feel like they need to check references.

And remember those employees that stuck by you in tough times - instead of thinking "well, at least they had a job" remember that without them you might not have been able to come through as well as you did!!

This is the time of the "new normal."  The perfect time to fix what could have worked better and harness and duplicate the energy and abilities of the superstars and further enforce what worked well!

The resume looks great, the prescreening phone conversation went well and now it’s time to meet the candidate face to face.  Often times, the interviewer has less than an hour to make their determination on a candidate, so the questions must be effective in getting the information necessary to make an educated decision about a candidate’s qualifications and potential success in a position.  Sounds easy, but figuring out what those questions are, is not as easy as it may sound.

Behavioral Interviewing is an interview technique that relies on questions around how the candidate behaved in previous situations.  The idea is that past behavior is a predictor of future success.  Experience has shown that people are more likely to repeat behavior, rather than change, so by understanding what has happened in the past one can somewhat predict the future.  By implementing behavioral interviewing techniques, companies often find a decrease in employee turnover, as they are able to hire qualified employees for the positions with a better fit. 

Behavioral interview questions are open ended and force the candidate to talk about what they did in certain past situations verses how they might respond in the future.  When asking traditional questions, the candidate is able to form an answer they think the interviewer wants to hear or how they’d like to perform, if given the chance.  Behavioral questions, however, direct them to talk about what actually happened and to give a specific example of a past situation.  Any interview will be a combination of behavioral based and traditional interview questions.  Traditional interview questions allow the interviewer to assess experience as written on the resume, clarify skills and ask basic questions.  The combination of both types of interview questions will result in a good assessment of the skills, experience and fit for the position.

In order to conduct an effective behavioral interview, the interviewee must prepare in advanced.  The resume, job description and any other collateral information should be carefully reviewed.   Determining specific skills and behavioral traits necessary to be successful in the job is imperative.  Once you’ve identified those skills and behaviors, you can begin designing your questions that will help you assess if the candidate possesses those skills and behaviors.

What are you favorite behavioral interview questions?

Everyone probably has an embarrassing picture that they do not want to share with their family, let alone the rest of the world. Why, then, you may ask, did your friend decide to put that up on Facebook? Your privacy settings may help protect you from your mom finding those embarrassing and possibly illegal photos, but they may not protect you from a stealthy recruiter or potential employer.

As we all know, the job market is extremely competitive right now and any misstep could cost you an interview and maybe even a job! It is great to be a social person but being social does not translate into underage drinking and posting pictures of it on Facebook. Yes, employers want intelligent, charismatic and fun-loving employees, but if a potential employer sees that your social life may get in the way of your professional life, there can be serious consequences.

Let’s take, for example, my first day of college. The deans and the IT service center had a meeting with all 400 new freshmen. They presented about how to clean up your online social identity. To prove their point, they did a bit of research to find inappropriate pictures of our classmates doing inappropriate things such as keg stands. That probably isn’t what you want your first impression to be on your new deans of a college or recruiters. A more professional image would likely suit your purposes better.

Now, I am not saying that you should completely change your  life habits, even if it may benefit your health. It is just important to remember that Facebook is open and it may not always be possible to stop recruiters or employers from seeing your deepest, darkest secrets if they are out there on the internet. If this blog has encouraged you to re-examine your online identity, please see below for instructions and suggestions for your Facebook privacy setting.

Bottom line: If you don’t want a recruiter or employer to see a picture on the internet, don’t put it up there in the first place!

Instructions for increasing your privacy settings:

1.       Log into your Facebook account

2.       Click on Account and you will get a drop down menu. Then, click on Privacy Settings. You will see a chart that explains who can see what on your Facebook.

3.       You will see different options on the left-hand sidebar. Choose the “Friends Only” bar and then click on “Apply These Settings” in the bottom blue box.

4.       Now, you have updated your profile so that only your friends can see your information.

Important: Do not forget that every time that you make a photo album on Facebook, you have to choose who can view the album. Choose “Friends Only” next to the “Privacy” option. Otherwise, anyone will be able to see your posted photos.

P.S. A TIME Magazine writer seems to find certain, unnecessary postings on Facebook entertaining.  Click here to read the article.

Resume:

• Make sure that your e-mail address is appropriate for job seeking i.e. don't use cooldude@aol.com .
• Include a link to your LinkedIn page with your contact information - LinkedIn is the best professional website used by many recruiters.
• When you save your resume - make sure that it is properly labeled i.e. "Max Brown CV" as opposed to "Max Brown final version". It is ok to have multiple versions of your resume but you don't want to advertise that to hiring managers.
• Proof, proof and reproof your resume - don't just spell check - go over it with a fine tooth comb for grammatical errors. Recruiters will discount you as a candidate if there is just one error on your resume
• Make sure that the objective on your resume appropriately reflects the job you are applying for.  In other words if you are applying for an Executive Admin position - don't state in your objective that you are looking for a "Sales Admin" role - those are two different jobs!
• Make sure that your dates of employment are accurate.  Your resume should begin with your most recent job and work backwards.
• Recruiters love bullet points.

Your resume is the first impression a recruiter see of you, but first impressions don't end there...

Preparation:  Before starting your job search, make sure that your voice mail message on your cell phone and land line are professional.  There should be no loud music in the background, children's voices or slang.

Dress for Success:  This one is not so unique - but now, more than ever, is the time to update your interview ‘look" - from your hair color to your glasses to your shoes - make sure that everything is up to date and appropriate.  Wear a suit even if you know it is a casual environment. 

Demonstrate initiative:  When going to an interview do not make/expect the hiring manager (or recruiter) to give you driving directions - in this day and age you should be able to figure it out yourself via MapQuest, GPS or from the directions on the company website. Maybe take a test drive the day before your interview.

Follow directions: Be respectful of the instructions within a posting - if it says "No calls" don't call!  I had a hiring manager reject two candidates on that basis alone.  It shows that you can't follow directions, have poor attention to detail and it shows disrespect.

Remember you are always being evaluated: Be extra nice to the front desk person.  He/she is often asked to "weigh in" on a candidate.

Demonstrate interest: Learn about the company prior to the interview.  Visit their web site and   be prepared to show the hiring manager that you have done your research on the company.  Be sure to "weave" it in to the conversation or when asking questions.

Positive attitude:  When asked "why are you looking to leave your current company do not complain or say anything negative.  Tie in what you are looking for with the potential employer i.e. "I am really looking for a smaller more collaborative company - like a XYZ Inc" or "after five years at a 15 person company, I feel like I've learned and contributed all that I can and it's time for a change." 

Good Etiquette: Follow up promptly with a thank you e-mail - even after a phone screen.  This should be sent within 1 business day of the meeting or call.

Be Organized:  Keep a list of all of the companies/titles of jobs that you have responded to so that you are prepared when you get "the" call. (I often get - what company is this?  What is the position again?  I've sent out so many resumes recently etc, etc). Having a few facts about the company wouldn't hurt as well.

It is summer time once again and that means it's internship season! I was thrilled (as were my parents), given the economic climate, that someone...anyone...let alone a company in my field of choice, was willing to hire me.   Now, how to make the most of the experience?

Internships are meant to be an educational and career development experience for you, the intern. They are not supposed to only benefit the employer through cheap labor. Before I even walked in the door on my first day, I thought about what I wanted to accomplish this summer. For example, as you may have realized since this blog is posted through an HR consulting firm, I want to go into human resources and probably consulting upon graduation. My main goal for the summer is to be exposed to as many facets of Human Resources as possible. If you are doing an internship that you are not sure is in the right field for you, then try to help out with as many different projects as possible. Don't forget to keep an open mind! Maybe you wanted a finance internship but got a marketing one instead. Look out for opportunities to flex your finance skills. Opportunities do not always just fall into your lap; you have to go look for them.

Try to meet with your manager, within the first week, to discuss your goals for the internship and your short term career goals. Confirm who you'll report to and that someone is keeping an eye on your workload and projects to ensure that you do not have too much or too little to do and that there is some meat to the work. As the new intern, the company is probably excited to have some extra help and may put too much on your plate.  Knowing who your main contact is will give you someone to go to should this happen.  Throughout the internship, keep the lines of communication open with your manager. This will keep you sane and guarantee that the work that you are doing is at a higher level of competence.

Since this is an educational experience, don't be afraid to ask questions! You are not expected to know everything. As much as you may like to think that that one accounting class has made you a master accountant, you probably do not know as much as your coworkers. That is okay! Take advantage of their years of experience and learn something new.

Take ownership of a project, if possible. By taking responsibility of a whole project, from start to finish, it will show that you are mature and capable of handling the work and the associated deadlines. It is also a good test for yourself to prove that you can accomplish real work. And think of what you'll be able to write on your resume!

Sit in on as many meetings as possible. Many interns may not be pulled into more strategic meetings, but try to get into them! You will learn the process of preparing for a meeting, going to it and the follow-up.  You may even be able to share your opinion which will also show that you are a contributing team member.

Finally, think ahead! Internships open up the doors for possible fulltime positions after graduation. Even if you do not think that you are at your employer of choice or in the right position, your coworkers may be able to help you in your job search or recommend you for future internships.  Leave a good impression!

Now, will you hire me after May 2011? Please?

Assessing the company's strategic mission, vision and goals is the first step in developing employer branding. Solicit feedback from your employees; ask current and former personnel to describe their view of the company's actual values, mission and goals.  It is important to know the employee's perception and employee satisfaction, so that if the company needs to work on modifying its identity, it can. Question applicants-those who got the job and those who did not-to find out their impressions of the company. Question senior management to determine what they want or expect their image to be as an employer.

Once your questions are answered, conduct a gap analysis. Compare the actual company-based on the results of your questioning with your ideal. Clearly define what steps need to balance the actual perception with the desired.  Align your HR strategy to help you achieve your brand.

Compare the company brand with the recruiting brand. Make sure they are in sync. If one is different from the other, why and how can you align them?

When you are content with the recruiting brand, communicate it to your employees through training, coaching and performance management activities to reinforce behaviors and align your work force.  Reward behaviors that line up with the brand and mange those that are inconsistent.  Keep the employer brand in the employee's "line of site" at all times.

Lastly, implement a strategy to enforce this brand and follow up often. Measure the effectiveness of the strategy and stay mindful of the pulse of the employees that ultimately create and perpetuate your brand.

Although one organization's strategy may be vastly different from another's, in determining your HR Strategy, consider the following:

• Compensation - Where do your employee's salaries fall with respect to the marketplace?  Do you pay at the 50^th percentile, higher or lower and why? What is your philosophy on salary increases?  Does incentive pay play a significant role in compensation?  You should be able to effectively articulate to your employees your compensation philosophy, the salary guidelines and practice it on a regular basis.
• Employee Benefits - Do you offer premier benefits to your employees or just enough to stay competitive with other companies in your space?  Employee benefits may include time off, medical, dental, life insurance, disability, tuition reimbursement and other fringe benefits such as commuting reimbursement or concierge services.
• Communication - Developing a plan for employee communication is vital to employee morale and will also affect your corporate culture.  How do you want to disseminate information?  What is going to be most effective based on the company size, locations, and hours of operation?
• Training & Development - What is the value you place on training and development and at what expense?  Training can come in the form of tuition reimbursement, on-site training, on-the-job training, succession planning and many other formats.  How much money and time are you willing to spend?
• Recruiting - Developing a recruitment philosophy that supports your HR Strategy will help ensure that new employees are on the same page with your goals and objectives. The on-boarding process is another consideration you'll want to think about.
• Work Environment - What sort of workplace have you created? Highly-structured with limited flexibility?  More casual with greater freedom for employees to work as they like as long as the job gets done?  Planned time for fun to relieve stress and to show appreciation for a commitment to the business?

In short, does your HR Strategy enable your organization to hire and to keep the talent it needs to achieve the goals of the business?

Ultimately the value you place on your human resources (i.e. your employees) may dictate the success of your business, so understanding and living your strategy is essential. 

A good friend lost her job. A manager at a well known retail vitamin store, she asked her supervisor if she could work part time as she was going back to school in the fitness and nutrition field. They said “no”, full time or bust! What?! (I won’t even comment on my thoughts about that company philosophy, I’ll save that for my next post!) Another friend was recently told in a meeting that his department will be outsourced. Not what he expected either, and is worried about how long he has until he is without a paycheck (and no, the company did not tell him that little detail). A third friend, a neighbor, was venting that she “needed something more” with her career.

What my friends have in common, perhaps with you too, is that they do not feel prepared physically, financially, or emotionally to be unemployed, and they definitely are not sure how to start looking for a job (their words, not mine)! Most people do not have the luxury or courage to plan a job or career change with the current market and hiring conditions and tend to hang on to their current position.

Big changes in our lives, like a job change, can leave us feeling of insecure, fearful, and even depressed. BUT, if you allow it, change can also bring new life, energy, opportunity and yes, passion to your professional life. There are many things you should think about when approaching a job search, and one of your first thoughts will no doubt be about your resume. In the recruiting world your resume will be the one piece that will differentiate and help market the real and fabulous YOU!

Why are resumes important?

1. Resumes are the standard marketing piece for a job search.
2. Resumes advertise your skills and experience.
3. Resumes generate interviews.
4. Resumes are an inventory of talking points for meetings and interviews.
5. Resumes are an agenda for interviewers.

Remember, recruiters & HR staff review a lot of resumes so make it reader friendly, clear, concise, and most importantly, effective. Best Practices for your resume include: 

•  Focus on your accomplishments and results
• Use strong action words
• Have a clear, easy to read format
• Large margins -plenty of white space
• Reasonable type size
• Include only relevant information
• Do not use the word "I"
• Include a Summary
• Maximum 2 pages
• No gimmicks
• No spelling or grammatical errors

It only takes a simple action plan to get started towards your goal of creating job opportunities for yourself. Think about starting with the following first steps:

• Compile the information for your resume
• Create a first draft – do not worry about length
• Review and edit for concise language, results, and action verbs
• Edit back to a 2-page maximum
• Ask others to review and provide feedback Like my friends, you may find yourself forced to make a change you were not expecting.

So, believe you have the ability to make your change a positive one and know you can start today by dusting off that resume!

The Myers Briggs Type Inventory, DISC, Emotional Competence Inventory ( ECI ), Predictive Index ( PI ), and 360 Degree Feedback instruments are well-validated and have been used for years to gauge " the best fit ". Today, managers can use literally hundreds of other evaluation methods to test everything from personality to mechanical/technical abilities and aptitudes to organizational culture alignment, to name a few.  Best of all, many of these tests can be taken online, in a secure environment, that eases the process for candidates and employees and streamlines the procedure for employers.  Cost-to-administer is also dramatically less, too.

Now that you're excited at the prospect of more objective decisions, start at the beginning. First, be sure to enlist top management's support before you invest too much effort - without it, your venture is sure to fail.

Then determine precisely what questions you expect an assessment tool to answer and what role the results will play - how much weight they will be given. Next, consider the universe of possible instruments and how to determine which one best suits your need. Check the one you selected to be sure it's been validated for the purpose you have in mind; using an un-validated test is worse than not using one at all.  Finally, communicate to all stakeholders the decision to use an evaluation test in the recruiting process, and put in place procedures for its use.

With a plan in hand, you can now take the next step towards less subjective and more data-driven recruiting decisions.  Everyone will benefit, and HR's credibility as a business discipline will be enhanced.   

Remember the days of rushing to meet print deadlines in order to place an employment ad in the Sunday newspaper?  Then Job Boards took over about a decade ago, but now Social and Business Networking sites are all the buzz. With the advent of new technology there are always pro’s and con’s.  While these sites do have a place in recruitment, it’s up to you and your company to determine how to best utilize them.  Here are some of our thoughts and experiences.

Using LinkedIn is a valuable recruitment tool.  It is easy to navigate and provides the ability to post ads, view member profiles, search by keywords, participate in Q & A’s, and reach out to people that you are interested in pursuing for a position.  LinkedIn is exclusively a business networking site and its reputation has grown as a credible and professional site. When we receive an “inmail” or an invitation to become connected to someone: we know we are not receiving spam.  Although we have not yet filled a position exclusively as a result of LinkedIn,we have certainly developed candidates and gotten the word out about searches we are working on.

We are in experimental mode with Twitter right now.  As retained recruiters, we represent client companies and need to be respectful of their branding and philosophy of how they would like to be portrayed.  One client is currently tweeting twice a week about the job openings we are working on for them.  So far no bites, but what can’t be measured is how many of those folks are re-tweeting the message to followers of theirs.  The potential is very far reaching but is very time consuming.

Facebook is the most controversial social media site when using it for business purposes.  Here you are most likely to be mixing personal with professional.  One credible way to use Facebook as a recruitment tool is to include a link on your business facebook page that brings the viewers (your fans) directly to the career section of your company web site.  Then in one quick click they can view your job openings.  Facebook does provide you with the ability to post jobs at no cost but this is not being utilized by many of the recruiters we know.  Of course the biggest Facebook hazard is learning something about a potential employee or current employee that you are embarrassed to know or worse could jeopardize their standing in the recruiting process or company.

The bottom line for recruiters is that these technological advances make our job easier.  We are able to identify qualified candidates more quickly than ever and weed out those that don’t fill the bill.  But, as with all new tools, we need to rely on our own good judgment in order to represent our employers and clients in the most professional manner.

Please tell us about your recruiting experience using social media networking sites.