With the unemployment rate virtually zero for hard-to-fill roles such as developers, software engineers, and certain other technical roles, it has been much more important for the interview teams to sell candidates on the positive aspects of your company. While it is still extremely important to make sure that a comprehensive assessment of the candidate is completed, for those candidates who your company is very interested in, it is equally as important to sell them on the advantages of joining your company.
Money and benefits are important, but candidates are generally more interested in working with a company that is doing “neat stuff”. Your interviewers need to be trained to act as “salespeople” for your company and relate all the neat technical projects that are being worked on. This is especially true when you can have a technical employee interviewing a technical candidate. They will be able to relate on a technical level as to what is going on.
Another idea is to place testimonials on your company’s web site from current employees on their work and projects. These testimonials would be able to highlight what life is like at your company and more details on specifics on the work and projects. Also, the testimonials can note how management treats the employees and any other perks that the company offers.
Knowing that good candidates are always in demand, it usually winds up that the company that is able to hires these candidates, does the best job of explaining the positive aspects of employment.
“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.” Aristotle
Office politics are a reality – positive or negative, they happen. Handling them successfully is often challenging and requires learning how to get what you want in the world of work without compromising others in the process.
The first step in successful office politicking is figuring out things like: who really influences what happens; who is respected; who champions/mentors others; who has the purse strings; who makes things happen? Organizational charts rarely reflect reality in terms of power.
After understanding the official power structure study the informal, social networks. This requires asking yourself another set of questions like: What groups and cliques exist; who has the most trouble getting along with others; who are the manipulators and power brokers; who gets along with whom?
If you are part of an organization then you are also a part of that organization’s politics, and successfully navigating within your organization necessitates that you build your own network. Keys to building a successful network are:
Getting to know politically powerful people.
Associating with people across the organization including peers, bosses, and executives.
Building relationships with those who have informal power.
Basing your relationships on trust and respect – avoid empty flattery.
Being friendly and respectful with everyone – avoid aligning yourself with any one group.
Being part of multiple networks thus keeping yourself informed about what’s going on within the entire organization.
Avoiding gossip and character assassination, alliances tend to change, make it your policy to either speak well of people or not to speak about them at all.
Remember, this is your livelihood, and a professional attitude is critical.
“Success does not consist in never making mistakes but in never making the same one a second time.” ~ George Bernard Shaw
A lot has been said and written about being successful and much of it makes the assumption that there is a universal definition of success. The first thing to do when thinking about success is to define what that word means to you. That definition may change over time or within given situations, but it is important to understand what spells success for you.
Whatever your definition, success requires the ability to recognize one’s mistakes and to learn from them. It also demands a willingness to fail. Failure signifies action and brings success closer, whereas never attempting ensures failure. Recognize risks, and realize that progress – and success – requires taking action even when there are risks.
Success is also about balance.
One can be tremendously successful in one aspect of life and not so in many other areas. When pursuing a specific goal often attention becomes focused almost entirely on that goal and the rest of life is neglected. That’s understandable . . . for there is sometimes conflict between succeeding and maintaining balance. Handling and influencing those conflicts is a key factor in success.
Know how to get along with people.
This too, is a key ingredient to success. Being able to listen to others and to really hear them, encouraging others and celebrating their successes builds trust and cooperation, something every robustly successful person exhibits.
Being successful requires working hard, so it is wise to do things that engage and challenge you. Take on things that you are ready and willing to devote vast amounts of time and effort to doing. And most importantly . . . actively pursue your dreams. For as Eleanor Roosevelt said, “The future belongs to those who believe in the beauty of their dreams.”
You like to think you’re good at placing top talent. Job descriptions come across your desk all day long, and it’s up to you to figure out, in a flash, all about this particular person whose name and skill-sets are on the page in front of you.
A job description is a wonderful tool but it doesn’t tell the whole story. Having a direct conversation with your hiring manager will often uncover many hidden skills or talents unforeseen up to this point.
Here are 5 ways to dig deeper when asking your hiring manager all about the skills and experience of candidates whom you are seeking to place.
1. Does the position require any special traits, such as working with challenging personalities? What about advanced language skills, or advanced computer skills?
2. Will the chosen candidate need to be willing to commit to hours beyond the traditional 9-5? Are occasional weekends or holidays also something to be considered?
3. Will your candidate be required to work well with a team as opposed to being a solo flier?
4. Will there be opportunities for this candidate to do presentations or have to speak in front of groups that, perhaps, they are not anticipating?
5. Is there any other additional information that we need to glean from the hiring manager that will get this candidate hired?
Often what you see on a resume is not the entire story. If there are issues or concerns that should be addressed before an interview commences, then these questions should be asked and answered beforehand.
These types of recruitment methods are key to successful job placement. Hiring managers are waiting for their recruiters to ask them directly all of the questions that never appear on a job description. There are hidden gems that when found out will only lead to successful placement of your candidates.
For most companies, candidates for tough-to-fill positions cannot be found via online advertising. These candidates generally do not look at the job boards. So, what is the best way to engage these candidates to consider employment with your company?
My recommendation is to focus on building communities of candidates who have the requisite technical skills for many of your core jobs. Here are some steps in the process:
1. Identify these potential candidates by using a website such as LinkedIn
2. Attempt to link in with each candidate by sending an In-mail that is crafted not to attempt to recruit them for a current opening but asking them to join one or more of your various communities
3. For those that join a community, send them a monthly e-newsletter that you craft. The e-newsletter should highlight key happenings at your company such as new product launches and testimonials from current employees on what it is like to work at your company.
4. Within the e-newsletter, don’t forget to include a link to your current openings and also a link that allows someone else to sign up for your e-newsletter (in case, the e-newsletter is passed on).
By following these steps, your ability to find candidates for your hard-to-fill jobs should great improved.
Rejection is tough. If you live through enough experiences, one way or the other, you will eventually feel its sting.
Turning down candidates is all part of the hiring process and it is better than not being turned down, or so much as contacted by the company after the interview. There are direct and professional ways to let a candidate know that they have not been chosen for the job. Your letter should be businesslike but not cold.
Here are 5 sentences you should NOT include in a rejection letter after the interview:
1. “You have not been contacted yet because you were among those being seriously considered for this position.” But, not one query has been asked of you since the interview. Don’t lead a candidate on with the promise of future employment unless you are really keeping their resume on file, or you have the authority to do so.
2. “We were impressed with your qualifications, but ultimately issues of fit with our needs require us to eliminate your application from our short list of highly qualified candidates.” Fit? What does that mean? Is the candidate too tall or too old? No matter how you spin it, it’s bad.
3. “Please be advised that we have not yet concluded our recruitment efforts for this position.” Standard form rejection letter jargon. It’s not appreciated.
4. “We have made an offer to a potential candidate today; hence, this job opening is no longer available.” Of course, you have no way of knowing that this “candidate” will even accept the job. The assumption is that whoever is receiving your rejection letter is just waiting around to hear from you again in case the first choice doesn’t work out.
5. “Your e-mail below was forwarded to my attention as the [VP] is away.” Now, you’ve just put that candidate in the revolving door of catch-all tactics. They know, and you know, this means nothing.
With so many people losing jobs and desperate for work, a little decency goes a long way with rejection letters. Put a personal spin on what you do and you’ll feel better about it, too.
The face of employment in the US today is ever changing. While hiring is up in certain industries such as oil, gas, IT, and education, there are growing gaps in other areas that staffing companies could certainly, and with great success, address.
One of the biggest changes to employment in recent decades is the tendency for many companies to forego hiring full-time employees directly. They would rather go through a staffing agency for their business needs. So, how do you grow your staffing agency company?
Here a few tips that will help you to do this.
Agencies must give workers a better sense of feeling as if the positions they are being hired for are in their best interests; that there is an increased sense of control over using a staffing agency. After all, if placed in too many low-placed or ill-suited jobs and your worker is going to walk elsewhere.
Staffing agencies know their people. They recognize the good and the bad, the talent and the waiting opportunities that many of their recruits have to offer to their community. This should be a priority goal going forward for any staffing agency to increase their numbers. It’s all about finding the perfect fit for both employer and employee. Without this, every effort will end up in wasted time.
Applicant Tracking System (ATS) or recruiting software is vital to your staffing agency. If you do not have one in place now, it is imperative for you to start implementing this very useful system. Gone are the days of tracking your clients and recruits through a paper menagerie; you need to know when your best people are once again available for their best placements. An ATS will get you there much more efficiently.
Social media, especially places like LinkedIn should play a growing role in all of your staffing agency growth. All of these social platforms should be used to full advantage for you and your recruits. If you are not doing this, now is the time.
While they are usually mandatory, sales meetings can be anything but productive. Often times, team members don’t feel very inspired or get much out of sales meetings. That’s why it’s so important to focus meeting around your primary goal: helping your team to make money.
Meetings can be very productive if presented in the right ways. While company policies and the like are good to refer to now and again, these things should not be on your list when gathering your sales team for a meeting.
Here are some tips for things not to do while in a sales meeting:
• Don’t arrive late. This is just proof positive that you don’t take the sales meeting seriously. Most people do arrive late to meetings which just push everyone’s day back. The focus here is on being productive. Being on time for meetings is a start.
• Do not take or receive phone calls. Everyone is busy and everyone is expecting to hear from their most important people, but all phones should be silenced during meetings, with only the most urgent of calls a reason to step out of a meeting momentarily.
• Do not wander off your agenda. It’s easy to get sidetracked, particularly when someone initiates a complaint or other dialogue. Do not let these become the center of your meetings. There is a time and a place for sales team intervention like this. Your sales meeting is not the place.
• Don’t come unprepared. Know what the focus of your sales meeting will be about. Come fully prepared, which means you will have to put together an itinerary of important topics you will be discussing.
• Don’t be negative or condescending. Figure out what conditions have been in place during the team’s greatest successes, and figure out how to do more of what works best. Focus on what works well, and don’t use sales meetings to make lower performers feel insecure or inadequate.
Sales meetings should be all about helping team members develop and improve sales skills and sales techniques. Sales meetings should help team members to develop sales strategies for upselling and dealing with rejection. It’s all about the development of your team into the polished, directed, goal-oriented professional crew that will make your company shine.
The process of negotiating a job offer between the candidate and client can be one of the toughest tasks that a recruiter will face. One must balance what the candidate feels that they are worth in the market with the client’s budget and concern for internal equity. In many cases, both sides are fairly close, so the offer process goes pretty well and you have both a happy candidate and client. However, in some cases, the candidate may have an unrealistic impression of their worth in the marketplace or the client may not have a realistic idea of what the particular role should pay. In these cases, it is the role of an experienced recruiter to bring both parties to an agreement.
The job of an experienced recruiter is to help educate the candidate by speaking to actual marketplace knowledge of similar searches that you have done in that geographic region. In addition, the client may also offer a strong bonus and benefits package that may offset a base salary that may not meet expectations. The recruiter may also point out that the client offers a stronger career path than the current company does. The job of an experienced recruiter is to get the candidate to focus on the entire package that the client is offering.
At the same time that the recruiter is working to educate the candidate, a similar process may have to be done with the client. In many cases, the company is very concerned about internal equity and base their understanding of what to offer a candidate based on what employees are making in a similar role. However, if they have not hired for this particular role in awhile, the recruiter will need to educate them on the going market rate and what other clients are paying for similar roles. In the case of a client that has never hired a certain position in the past, the client needs to rely of the recruiter to guide them as to what the market is paying.
In the end, if both the candidate and client want the situation to work, an experienced recruiter can be the bridge to make the negotiation of the job offer successful for both parties.
It doesn’t matter who you are and even what profession you are in; when it comes to everybody’s healthcare, we all want to know that we’re receiving the best care there is.
Healthcare in the U.S. operates 24/7/365. Now, with more and more people signing up for coverage through the federal and state insurance exchanges, the question does arise: what will my healthcare quality and coverage look like in 2015?
Healthcare organizations must also deal with the new influx of uninsured patients as well, which creates difficulties for hospitals when their costs cannot be recouped.
It’s All About the Numbers
Each healthcare organization, whether be a hospital, medical center, rehabilitation or nursing home, clinics, as well as outpatient and doctor’s offices must make every effort to ascertain how many staff members they are require at present and will require in the future.
In fact, healthcare industries have a very high turnover in staffing and question remains on how can each organization keep their turnover low?
No one likes to feel that they are doing the job of three people and being paid as one person. Furthermore, staff like to feel secure about their jobs and the financial health of the institution for which they are working.
The Numbers Work Toward Job Satisfaction
So, what to do with the fact that with an increase in healthcare demand, is coming at the exact same time as the nursing profession is experiencing its own dip in employment numbers, with 55% of nurses age 50 or older?
This is precisely what is happening in healthcare today. With less people going into nursing, there is a real crisis in nursing talent that is looming into this year. This is very indicative of what is being seen in all industries across the board.
So, what to do with overcoming healthcare staffing challenges in 2015?
Organizations must recognize that healthcare individuals are in the business of “care.” Demands of time and energy on a daily basis, with potentially no downtime, is the reality of being a healthcare professional.
Bringing in core staff and having a good mix of new and seasoned professionals is the best way to meet your healthcare staffing challenges in 2015.
Strategies need to address the new numbers in healthcare today, as well as employee concerns, as viable staffing issues continue to create real demands in the world of healthcare today.