Did you know:
A recent U.S. Job Recovery and Retention Survey, released by Career Journal and the Society for Human Resource Management states the top three motivations for leaving one's current employment.
Better compensation tops the list at 43%, followed by better career opportunities with 32%, and dissatisfaction with current job opportunities at 22%. With this in mind, Human Resources specialists suggest implementing retention program strategies such as competitive salary reviews and career development opportunities, that specify competitive merit increases, advancing qualified employees, and more bonuses.
HR professionals believe that better compensation elsewhere (25%), burnout (24%) and dissatisfaction with potential for career development (19%) are the three greatest threats to retention.
The interview process can be a grueling one, but you can maximize your chances for success by following some basic tenets.
DO: Arrive early and prepared, in top physical and mental shape. Get plenty of sleep the night before and try to do something stimulating and invigorating before your meeting.
Always do your research on the company, your interviewers and the location. If possible, drive by the facility sometime prior to the interview. This will allow you to establish your drive time, and the next day you'll be more comfortable since the facility isn't foreign to you. Male and female candidates should always wear a dark, conservative suit, and very little perfume and cosmetics. You want to stand out for the right reasons. Prior to the interview prepare your FAB sheet (see candidate section) and have it bound with your resume to present to your prospective company. Have a list of questions regarding the position, scope, duties, goals, and be ready to explain how you can meet these needs. Be there early and bring a positive attitude.
Be sure to greet each person with their name, a firm but not crushing handshake, a positive look in the eye and be cognizant of your body positions during the interview. Leaning forward indicates interest, leaning back suggests disinterest. Be aware, are your arms crossed or relaxed? Remember to ask for cards from everyone you meet, and of course treat every person that you meet with respect. Communicate in a factual manner, but allow your personality to shine. Before the interview is over, summarize your experience and demonstrate how you can satisfy their requirements. Try to entice the interviewer to give you some feedback and opinion on how you might fit in their parameters. If it's positive, ask for the job and the next step. If there are some hesitations, counter them and ask for the next step again.
Be sure to call your recruiter as soon as you've left the interview. Most likely they will be speaking with the client and may need your input, especially if there are some issues to be addressed while the interview is fresh on your mind. Follow up the next day with an email or letter, and if you're in consideration for the job you should be notified within a week. Good luck!
DON'T: Arrive late or ill-prepared, smoke prior to the interview, or chew gum. Never speak negatively about your former employers, or over-exaggerate the truth. Be careful not to get blindsided by questions that you should have been prepared to answer (i.e., "tell me about yourself", "where will you be in ___ years", "describe a situation where you were successful", "what are you major achievements?"). Remember not to give “yes/no” answers, but don’t take more than a minute or two answering questions. Don’t forget to thank the interviewer for their time, and always ask for the job!
The Ford Report-Volume One
All
indications are that the “recession” is slowly dissipating, and that hiring
trends are beginning to rapidly appear again. Many of my clients decided to wait
before filling vacant positions or expanding into new territories and trade
channels, but now have asked for assistance in their critical hiring needs. As
we partner in this growth it’s important that topics such as the methods of
search are discussed, and many times my clients ask for advice regarding
Internet recruiting. The following
are some of my thoughts on the issue at hand.
The advent of the Internet has influenced and in many ways radically changed the face of recruitment today. Never before have such a large number of resumes and wide array of opportunities been so instantly available, yet with this benefit emerge complications. Whereas when first introduced, the concept seemed to be a savior to companies and recruiters, the last few years have proven a different reality.
1.
Internet recruiting will never replace capable Executive Search Firms.
The fact is that top recruiting firms do much more
than just source candidates, they are a valuable tool in the future success of
companies and individuals. Experienced consultants are paid for their industry
knowledge, contacts, negotiation skills, and business acumen and will always be
an asset. With the ease of email interaction, hiring companies are even more
inundated with unqualified applicants, thus lengthening and convoluting the
search process. In addition, many companies do not have extensive internal
Internet recruiting systems or personnel in place to handle the deluge, or due
to confidentiality issues prefer not to list openly. Most companies have found that the energy and money involved
in listing and reviewing thousands of resumes for a critical position is neither
time nor cost effective.
2. The validity of the typical Internet resume can be in question.
The ease of email and the proliferation of job
websites have led to the ability for anyone to send resumes quickly and
indiscriminately. Most sites have no filtering mechanisms and any candidate,
qualified or not will send a resume despite the prerequisites listed.
Furthermore, unlike in a direct recruitment or referral situation simple issues
such as current employment are not verifiable. Studies have shown anywhere from
40-70% of all resumes to have significant misrepresentations, and some may not
be discovered until time and money has been spent screening and interviewing the
candidate. A professional search firm will only introduce candidates that have
verifiable records and whom they believe to have accurately represented their
background.
3.
Critical hiring needs cannot be met through internet job postings.
A recent Wall Street Journal report stated that the four leading internet job boards combined contributed to less than 7% of the searches filled in the previous year. While many low to middle level needs may be filled through internet channels, confidential and highly critical positions such as upper level Sales and Marketing, Management and Operational needs have still necessitated direct and involved search abilities. The most desirable candidates are not advertising on the internet and even if open to opportunities, the existing of spy software within their company detours them from posting resumes. Many feel that if a company is serious about hiring someone of their caliber, then they will have engaged a reputable search firm to represent them. And even more often, the perfect candidate is not even considering interviewing but when approached with a situation that greatly improves their career and lifestyle they will entertain the opportunity.
While the methodologies and systems have evolved, the basic tenets of
recruitment have remained consistent. Having the knowledge of how best to
utilize the services available will greatly improve your chance of finding the
right candidate for your company. Please contact me directly if I can assist in
the growth and prosperity of your company, or help you or your colleagues in any
manner.
The Ford Report- Volume Two
With
market conditions still a concern, many companies have asked my advice regarding
the best time to hire new employees. My experience has shown that the
progressive, performing companies are always looking for those few who can
dramatically raise the bar in their organization. The groups that have exceeded
expectations do so by finding those critical individuals who can step in with
new ideas and energy to lead them past the static competitors. The questions
within these groups is not should we hire this person, but how do we get them on
board and in what capacity? When
sales are strong, companies hire and when sales are not, they should be creating
or replacing for success. Below are
some common hiring misconceptions.
The winning edge comes from the forward thinking that the top companies possess, that is, to move appropriately when they can take advantage of a situation. Many times people become available due to geographic issues, company relocations that are declined, or internal problems beyond their control. The wise companies studied have always found a place within their organization for an elite person, by either creating a position, shuffling responsibilities, or replacing non producers. Market conditions only reinforce the need for people to be effective in their position, for in a great economy companies can ride out an underachiever more easily than in challenging conditions. High growth companies not only appreciate being made aware of a top player being available, but seek out this knowledge.
2. When interviewing, the rules must be followed.
Many companies have extremely difficult hiring processes that somehow have become institutionalized, which can result in their loss in the competition for a critical candidate. While some procedures may be mandated, quite often interviews can be combined, test given earlier in the process, references completed, and offers made in an expeditious manner. Companies want to hire decision makers, and candidates also want to work with people who can effectively and efficiently come to conclusions. The more time that evolves before an offer is made, the less chance of an acceptance.
3. When hiring, one must interview as many people as possible before making a decision.
Especially when utilizing a recruiting firm, dozens of candidates have been screened prior to the presentation stage. Typically the agency has a firm grasp on what works within our client's parameters, and the vast majority of the candidates have been excluded. Thus when we do find someone who is a good match, we need to analyze their talents independently. Reality is that many have been considered and to continue interviewing and risk losing the right person or place doubt in their mind of the commitment, is counterproductive. If a candidate has what’s needed, then do what it takes to bring them on board. If not, cut them loose and utilize your time more efficiently to find the best.
The proper attitude and process in hiring can greatly aid your company in their growth and prosperity. As in most situations, a professional trained to be effective can make the difference. Please call if I can help with any salary surveys, job descriptions, or critical hiring needs.