The best athletes prepare long before an important event: job seekers should too. Whether for a telephonic interview or a face-to-face, follow these top tips to prepare for your big event.
Companies often prefer to conduct telephonic (screening) interviews before inviting candidates for a face-to-face interview. Telephonic interviews are also often preferred when:
Preparing for a telephonic interview is just as important as for any other type of interview. Here’s what to do:
When it comes to preparing for a face-to-face interview (as with a telephonic interview) research is key. Learn everything you can about the company from as many sources as you can. Get a sense of “who” the company is and how to embody a similar personality during your interview. Before your interview, get a list of the people you’re meeting with and make sure you know their background and reputation. And then:
Good luck and as always, if we can be of any assistance, please get in touch.
We live in the age of social media, at a time when more than half of job seekers are actively involved with at least one social network. Tony Morrison, Vice President of Business Development at Cachinko (a unique professional community where social networking and job opportunities come together) says: “For all its efforts to adopt new technology and adapt to the communication tools and needs of the candidate pool, recruiting overall is still in the dark ages. Candidate submits resume and cover letter; recruiters select the candidates based on their hiring materials, on paper or their online application they seem like a good fit, so you advance them to the interview. You spend the time and money to interview, but you still have only a 50/50 chance that the candidate you selected is a good fit. The problem here is that candidate selection still is a veritable tossing of the coin by the time you reach the interview stage. This is a waste of time and is fraught with error. I guarantee you are overlooking qualified applicants. To reduce that chance of selecting bad prospective candidates, interaction must take place first. This is where talent communities come into the picture.”
For Marvin Smith, talent community strategist at Lockheed Martin, the litmus test for a true talent community (as opposed to a network or pipeline of candidates) is that members can speak to each other, not just read about a company’s culture or receive email alerts for job openings. So how do you go about building a talent community? According to Social-Hire.com, based on information from Forrester Research, this is how:
As always, if we can be of any assistance please get in touch.
As any business owner or executive knows, there’s nothing more important than motivated, productive employees for building business success. And yet as many as 50% of businesses have no formalised strategy in place for retaining these valuable employees once they are hired. While some turnover is expected and even healthy for a steady influx of new ideas and energy, too much turnover is counterproductive and expensive. Life Work Solutions, a provider of staff retention and consulting services, provides the following turnover facts and rates:
From these statistics it’s clear how important it is to develop a retention plan to retain employees and keep turnover low. Instead of waiting for the moment of resignation to react, have a formalised retention strategy in place to make sure you hang on to your star performers.
At the heart of any effective employee retention programme is an engaged leadership team committed to its success. Getting and keeping good staff demands focused as well as formal and informal policies and procedures throughout the lifecycle of an employee’s tenure, is not the responsibility of the HR department alone.
Most business owners and managers think retention is based on compensation issues such as wage and salary levels, incentives, and golden handcuffs, when in reality the drivers go much deeper into the actions and attitudes that make employees feel successful, secure and appreciated. According to strategic planning consultant Leigh Branham, SPHR, there are seven main reasons why employees leave a company:
Building an effective retention strategy, demands that all of these factors are considered. Various sources outline the following areas of consideration when building your retention strategy:
Increasing retention requires careful planning and implementation resulting in a solid programme that incorporates many or all of the solutions mentioned here. As always, if we can assist in any way, please get in touch.
One of the surest ways to lose a new hire is through ineffective onboarding. It pays to make sure this essential aspect of the recruitment process has been well thought through, especially considering the cost involved in sourcing, interviewing, screening and hiring a new employee. And yet, approximately 35% of companies spend absolutely nothing on onboarding new employees. In addition, 60% of companies indicate they don’t set any milestones or concrete goals for new hires to attain.
Many companies confuse orientation with new employee onboarding and the two are not the same. Orientation is the start of new employee onboarding, but the actual onboarding is an ongoing process that includes employee performance acceleration, performance objective setting and instilling the company culture within the new employee.
Effective onboarding matters:
The immediate benefits of good onboarding are well-adjusted new employees, but long-term benefits impact bottom line: improved retention, decreased turnover, reduced time to productivity, better overall customer satisfaction, higher performance levels and organisational commitment.
Talya Bauer, Ph.D., writing for the Society for Human Resource Management (SHRM), says that research and conventional wisdom both suggest employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the company’s mission.
Dr Bauer describes the three levels of onboarding as passive, high potential, and proactive, with compliance, clarification, culture, and connection being the four building blocks of orientating new employees.
The degree to which each organisation leverages these four building blocks determines its overall onboarding strategy, with most firms falling into one of three levels.
Level 1: Passive Onboarding. Almost all organisations naturally cover compliance as part of formal onboarding. For firms that engage in Passive Onboarding some role clarification may be given, but neither Culture nor Connection is addressed.
Level 2: High Potential Onboarding. Compliance and Clarification are well covered by a firm’s formal onboarding practices and some Culture and Connection mechanisms are in place.
Level 3: Proactive Onboarding. All four building blocks are formally addressed. If your firm is systematically organising onboarding with a strategic human resource management approach, you are at Level 3. Only about 20% of organisations achieve this level.
Onboarding best practices, according to Dr Bauer:
You get one chance to do onboarding right, so make sure it’s a transformative experience for the employee.
If we can assist in any way, please get in touch.
Brand building has been part and parcel of the marketing process for years. However, the term ‘employer branding,’ with it’s focus on a company’s reputation as an employer as opposed to it’s more general corporate brand reputation, only made an appearance in the mid 1990’s. Between 2004 and 2008, in response to the growing war for talent, leading companies began to give just as much focus to employer branding as they did to corporate branding. As Richard Mosley says in CEOs Need to Pay Attention to Employer Branding; “This led to the development of an Employee Value Proposition, which defined the key benefits offered by the company as an employer, and the production of employer brand guidelines, which aimed to bring greater consistency to the company’s recruitment advertising. Employer branding was predominantly outward facing and advertising driven, and fell under Resourcing and HR.”
Not so anymore. Universum’s 2020 Outlook, the Future of Employer Branding found that a significant number of leaders now feel this responsibility lies with the CEO and Marketing, a strong indication that employer branding has gained strategic importance.
Despite almost a decade having passed since the ‘talent gap’, employers are still reporting talent shortages. In a 2015 PWC survey 73% of CEOs report being concerned about the availability of key skills. Long gone are the days of top talent beating a path to our door, nowadays the onus is on earning the best candidates’ attention. It’s clear that a focus on employer branding is more important now than ever before.
Research conducted by LinkedIn’s Hiring Solutions Insights team in March 2012 found that overall corporate brand impacts job consideration, though not as much as you might think. Merely having a good impression of a company’s brand might lead a candidate to think it’s a good place to work, but it does not necessarily translate to genuine job consideration.
A strong employer brand on the other hand, as indicated by an individual having a positive impression of your company as a place to work, is twice as likely to be linked to job consideration as opposed to a strong company brand. This provides a clear case for investment in employer brand, even for companies with well-known overall brands. A strong employer brand is especially critical for attracting more junior employees and candidates from younger demographics.
LinkedIn, in previous research conducted with corporate recruiters, also found that investment in employer brand drives savings in recruitment and retention. Overall, companies with a weaker employer brand report a cost per hire that is almost double that of companies with a strong employer brand. When it comes to attracting talent, a strong employer brand therefore not only increases consideration, it is also a smart business investment.
Additionally, if an organisation has a strong employer brand, especially one that resonates with current employees, it will have a signicantly lower turnover rate.
In summary, investing to strengthen your employer brand, if done right, should help increase consideration of your company, lower recruiting costs, and decrease voluntary turnover.
As always, if we can assist in any way, please get in touch.
Study after study shows that businesses investing in leadership development enjoy clear advantages. These advantages include:
However, with millions of boomers preparing for retirement, a significant number of companies acknowledge they are facing a potential leadership gap. A Global Workforce Leadership Survey, which polled 1,000 human resource professionals in eight countries, found that less than half (47 percent) of respondents said they have an adequate pool of talent to fill leadership roles in their company. Even more disconcerting: only 12 percent of employees aspire to the corner office.
Part of the issue is the way in which workers define leadership has changed from generation to generation. While boomers and even generation Xers tend to associate leadership with management roles and C-suite titles, for millennials, leadership is less title-driven and more situational. The survey also showed a disconnect between what employees want and what employers offer in the way of training, continual development, mentoring, guidance and feedback.
While specific leadership competencies will be unique to your corporate culture and strategy, a 2009 study by the Centre for Creative Leadership (CCL) identified these leadership skills as essential:
Companies report gaps across all of these skill areas. The reason is not as simple as demographic challenges, problematic generation Ys, or the elimination of middle management (the former senior leadership training ground). The gap appears when leaders are either focused on the wrong areas, or when they are focused on the right areas but are not fully performing for one reason or another.
Thus, the leadership gap inherently comes down to a lack of definition of the leadership skills and behaviours required now and in the future; as well as a failure to build and successfully implement a cohesive and aligned strategy to support and develop high potential candidates, new and current leaders in these areas.
According to Oracle, a successful leadership development program begins with the alignment of leadership development with company strategy and an understanding of the type of leadership style(s) needed to execute that strategy. A continuum of steps which positions an organisation for current and future leadership includes:
John F. Kennedy once said that leadership and learning are indispensable to each other. In today’s complex world, his words have never been more meaningful. Organisations that move to understand their leadership situation and close the gap are the ones that will lead the pack.
If you have any questions, or if we can help in any way, please get in touch.
Historically, when companies had a hiring need, they would put the word out and wait for candidates to stream in. Nowadays this reactive approach is often not enough thanks to increased competition for skills, talent shortages and changes in both technology and job seeker demographics. Being that the goal of hiring managers and HR professionals alike is to build talent rich organisations, creating an effective talent pipeline is a fundamental necessity for any company.
As David Szary or Ere Media puts it, a talent pipeline is a: “network of talented professionals (active and/or passive job seekers, pre-screened or not) that you regularly communicate with regarding opportunities with your organisation. A pipeline of candidates, that when an opening comes up, you can immediately contact and engage in discussions about the opportunity and/or to network.”
According to a LinkedIn white paper on the benefits of building a talent pipeline, the advantages are clear:
However, there are leaks in the system and it pays to be aware of them. Firstly, the expectation that the pool of candidates remains interested indefinately is somewhat unrealistic. Many will move on, accepting positions with other firms, meaning that the time it takes to keep your pipeline stocked and maintained becomes time-intensive and cost-prohibitive. Most recruiters (and hiring managers) underestimate the time required to identify, contact, and maintain relationships with quality professionals.
Another challenge is the lack of capability in existing human capital systems, coupled with frequent reluctance to add an entirely separate tool for pipelining. Companies frequently make do with ad-hoc, manual and decentralised processes and tools: a low-tech approach that has obvious limitations. Manually maintaining records is highly inefficient and a candidate’s job status changes over time, so information quickly becomes stale and outdated
Glen Cathey, in his series on building talent pipelines and just-in-time recruiting, points out that pipelining creates 5 of the 7 classic wastes of Lean production: over-production (recruiting more candidates than necessary), over-processing of candidates that will never be advanced in the hiring process, excessive WIP inventory, defects (candidates who do not match actual hiring requirements), and waiting (the vast majority of WIP candidates never move forward in the hiring process and spend most of their time waiting for something to happen that never happens).
In addition, there’s the risk that pipeline candidates are ‘pushed’ at open positions without ascertaining whether they are in fact the best person for the job. Makes sense to do this, having spent time and effort maintaining these relationships but this is all too often the wrong recruiting decision.
While the benefits of candidate pipelines are evident, especially for critical and leadership roles, it’s clear that each organisation needs to find the right balance between building a strong talent pool and spending too much time finding, contacting, screening, and maintaining relationships with candidates for whom there is no current need, which could ultimately be highly wasteful and of little value to either the candidate or the company.
Here are some tips to get you started:
As always, if we can be of any assistance, please get in touch.
Resources: Overcoming the Challenges of Strategic Staffing