Hire-Right

Harper...continued...

2011-12-04T21:22:00.000-08:00

To continue on with the theme of the last blog-post...and to impart more of the wisdom from Danny Cahill's book, "Harper's Rules"....here are some of Harper's thoughts...and my own...on how to end the relationship. In other words.....how to quit your job gracefully and professionally. Remember last month's post....if it's time to go, then there is no time like the present to start a new adventure.

How to terminate a relationship...(quit a job).

1. Use direct, simple language. (Deliver the bad news in one sentence. Don’t say, “This is really hard for me, but…” or “I think” or “I don’t know how to say this…”.)

     *I know that you think you are softening the blow, but really...it's time to just make a clean break. Your boss will appreciate it, and it's just the best way to handle a difficult situation. Be decisive...don't give them any reason to try to counter and talk you into staying....even though they will try.

2. Realize that this is not an exit interview. (This is not the time to tell them what went wrong. There are two kinds of breakups….the kind where you don’t really want to break up, but are trying to change the other person’s behavior…or the kind where you just want out. You just want out.)

     *The time for changing the relationship has passed...that should've happened during your periodic reviews. You can't change a company's culture...you either adapt to it, or leave.

3. Never burn a bridge. (Offer 2 weeks' notice and let them know that you’ll work hard and not disparage the company.)

     *Depending on your industry, many company's just walk you out the door. Don't take it personally, they are just doing what is standard for protecting their company intellectual property. Even if you think that they will "walk you out" immediately....offer to stay on and transition your replacement or knowledge to whomever it needs to go.

4. Ask for a commitment to give a verbal reference.

     *Some companies have a policy in place that won't allow this. Most employees will give you a good reference anyway - assuming that you don't burn a bridge and that you've earned their respect. Don't assume anything. Ask for a cell phone and email address if they give you their commitment.

5. Offer to submit, for documentation, a written letter of resignation.

     *Again, this is not an exit interview or a "tell-all" magazine headline. Just keep to the specifics of your last day, your offer to stay for 2 weeks from the date of verbal resignation, etc.

I'd also like to suggest that if you do have an exit interview, you should make sure to use the time to discuss any business that needs to be taken care of before you leave the premises. For example - get a copy of any documentation that you've signed (non-compete agreements, severance packages, etc.). Also, here is the time to make sure to discuss and get in writing any compensation, bonuses, etc. that you are owed. Make sure you know the company's policy on payments and the laws governing the workforce in your state. Also, make sure to get any HR questions you may have answered - like benefits, cobra, etc. Make sure you also return any company property and equipment.

Surely every break-up doesn't go easily. Follow these suggestions and at least you'll know how to act when a "wrench" get's thrown into the works. Remember...never....never...never ever...accept a counter offer. More on why not to come.

Harper's Rules - a great book by Danny Cahill

2011-11-09T17:26:00.000-08:00

I recently finished a great book for all recruiters and job seekers alike. Danny Cahill is one of the best recruiter and sales trainers that I've had the chance to listen to/read. You can check out his work at: http://www.accordingtodanny.com/

So, I found it easier for me to pick some of his techniques up by summarizing his character (Sr. Recruiter) Harper's Rules for job seekers. Here is a small slice for anyone thinking that it might be time to change jobs....or "get some feelers out".

Should you leave or should you stay?

1. If you are acting like you are leaving your job…then you are leaving your job. (taking calls/emails from recruiters, looking at job boards, posting resume, etc.)

2. If you were unemployed and had a chance to interview for the job you are already in…would you? Would you be interested in looking at other opportunities? (If you are staying at your job just because you are already in it, then you should leave.)

3. Was it ever what you really wanted? (Did you compromise when you took this job?)

4. If you didn’t have bills or obligations, would you stay at your job? (“Money is how adults keep score…it counts, but it doesn’t keep us happy.”)

5. Do you believe what they tell you at work? (Has your boss or employer lost your trust? If so, that is an obstacle you cannot overcome.)

6. Do you love your job, but feel uncomfortable in your company culture? (Cultures do not change…you either assimilate or leave.)

7. Are you staying because they “need you right now” or because you “can’t do that to your colleagues”? (Get over yourself…your company will not only survive, but thrive with someone in your seat who is happy at work.)

8. Has your body already told you to leave, but you are hard of hearing? (Pain is the way of demanding change.)

*******************
By a copy of the book here: http://www.accordingtodanny.com/products.aspx?stype=4

The One Minute Manager....my thoughts...

2011-07-13T20:09:00.000-07:00

The One Minute Manager - my thoughts.......

So I just finished the book by Kenneth Blanchard, The One Minute Manager. What an easy read and insightful book. I have heard this referred to as a "must read" for every manager. The book is about 40 minutes of reading and full of insightful and simple tips on how to be effective leading people, leading businesses, and ultimately...leading yourself.

The book basically boils down to 3 "secrets" of being a One Minute Manager. Namely:

One Minute Goal Setting
One minute praising
One minute reprimands

SECRET ONE: One Minute Goal Setting

Employee submits one-minute, one-page set of goals

Agree on your goals
See what good behavior looks like
Write out each of your goals on a single piece of paper using less
than 250 words
Read and re-read each goal, which requires only a minute or so each
time you do it.
Take a minute every once and a while out of your day to look at your
performance, and
See whether or not your behavior matches you goal

SECRET TWO: One Minute Praising

When an employee does something right they are immediately praised for a minute.

Tell people right from the start that you are going to let them know
they are doing well.
Praise people immediately
Tell people what they did right, be specific.
Tell people how good you feel about what they did right, and how it
helps the organization and other people that work there.
Stop for a moment of silence to let them feel how good you feel.
Encourage them to do more of the same
Shake hands or touch people in a way that makes it clear that you
support their success in the organization

SECRET THREE: One minute reprimands

When an employee does something wrong they are to be reprimanded for a minute.

Tell people beforehand that you are going to let them know what they are
doing and in no uncertain terms.
The first half of the reprimand: Reprimand people immediately
Tell people why they did wrong, be specific.
Tell people how you feel about what they did wrong - and in no
uncertain terms
Stop for a few seconds of uncomfortable silence and let them feel how
you feel.
The second half of the reprimand:
Shake hands, or touch them in a way that lets them know you are
honestly on their side
Remind them how much you value them
Reaffirm that you think well of them but not of their performance in
this situation
Realize that when the reprimand is over, it's over.

In addition to the easy to understand goal breakdown, one of my favorite quotes from the book was actually a story about Albert Einstein:

"When someone asked Einstein what his telephone number was - he had to look it up in a book. He never cluttered his mind with information he could find somewhere else."

I also loved the book in summary.....you don't have to fully understand the "why's" of being a One Minute Manager to put it into practice. In fact, putting it into practice immediately and being able to laugh at your own mistakes will make you a better One Minute Manager.

Great book.....great concepts.

2011-06-22T10:32:00.000-07:00

This is an EXCELLENT article from Judith Aquino at Business Insider that I just had to share! Here is the original link: http://www.businessinsider.com/headhunters-reveal-11-ways-to-ruin-your-chances-of-getting-a-job-2011-6?op=1

Check it out! It is called:

Headhunters Reveal 11 Ways To Ruin Your Chances Of Getting A Job

Mmmmmm.....bacon!

2011-04-06T19:32:00.000-07:00

I was able to participate in a great training today as part of my company’s weekly recruiter huddle/training session. The training subject matter today dealt with “Referrals” – specifically, how to obtain more referrals and make our jobs as recruiters easier. The training – though a few years old – was by a wonderful trainer in the recruiting industry named Danny Cahill (www.accordingtodanny.com). On a side note, I find his trainings not only useful, but also entertaining. Of few of the concepts and examples of the Cahill training were definitely worth discussion, along with a few points I’ve considered important as well.

How many of you know what the Erdos number is? Ok…then how about the Bacon number? Yes…yes…as in the popular 90’s game “Degrees of Separation from Kevin Bacon”. Well, the Bacon number is actually a play on the original “Erdos number”. Paul Erdos (1913-1996) was a Hungarian mathematician who spent many of his later years living in a suitcase and writing/co-authoring mathematical papers with any colleague that would provide him room and board….at least 1525 of them. As a tongue-in-cheek tribute by fellow mathematicians, the Erdos number was a measure of the “collaborative distance” between any mathematician and their link to Erdos via other writers, and a humorous measure of their “mathematical prowess” based on how close the association was. In modern terms…how close you are to Kevin Bacon determines your “prowess” as an actor/actress.

Most mathematicians are connected to Erdos with a number of 8 or less…the average number being 4. Now, there is a point to referencing the Erdos number and the Bacon number or degrees of separation. My point…the world is a small place….and getting smaller every day. As either people looking for a new job or companies/hiring managers looking for the right person, we are not far from the perfect person!!! Our separation from what we are looking for is only a matter of finding the right person to help us out. And here is the best part….you never fully exhaust a network…people meet new people and open new gates every single day!

As a recruiter for the past few years, I’ve found that sometimes the best candidates are referrals from other candidates. Not only do Java developers hang out with other Java developers, but they also know database administrators, and QA Engineers, and sales people, and accountants, and managers, and receptionists, and buyers, and etc. etc. etc. Think about your own job and circle of friends…do you only talk to the people that do the exact same thing as you do? Of course you don’t…in fact, if you are anything like me, you probably spend more time talking to people that don’t do what you do for a living – because you are interested in learning more about the world around you.

So here are a few things that I think prevent us (whether as job seekers, hiring managers, or recruiters) from maximizing our ability to obtain referrals.

1. Ask. That’s right…just ask. Sometimes the simplest solution solves our most difficult problem. I am a believer that people for the most part WANT to help others. Especially if you have some type of a connection to them. I don’t have any empirical evidence, but as a recruiter for over 10 years, I’ve seen plenty of people willing to help others get a job – for no other reason than they “just wanted to help”.

2. Be honest when you ask. Nobody wants to fill tricked or mislead. Be very upfront when you ask someone for help finding a job, finding a person, or whatever. Again, people want to help…they don’t want to be tricked into helping! I have made many calls or sent many emails over the years to people that didn’t fit any job I was currently trying to fill, but simply to ask them who they know that might be a good fit. I believe people respect you for being direct, and it has kept me in the industry for many years.

3. Give referrals. Maybe another way to look at this is to “add value”. It’s much easier to ask for something important if you are also willing and able to give something important back. I’ve often been given the “what are you doing?” look by managers when telling candidates about jobs that I’m not recruiting on or won’t make any money on….only to receive the benefits down the road when they refer me great candidates.

4. Join groups. There are networking groups out there for just about every profession, all you have to do is look, ask, join, and then contribute. There are networking groups for people looking for work – through government, professional organizations, and non-profit groups like churches. Join, go to the meetings, exchange ideas, learn something new…and most importantly – go back to suggestions #1, 2, and 3….ask, be honest, add value.

5. Technology is your friend. Some of the best ways to build your network include Social Media tools like LinkedIn, Facebook, Twitter, etc. LinkedIn has groups with job postings, discussions, people looking for work, idea exchanges, professional seminars, everything you can think of to help build your network. Facebook is a great place to exchange ideas and ask for help from friends and family. You’d be surprised about how many people will go out of their way to help you.

Looking for connections? Check my network and link to me at w ww.linkedin.com/in/trevorsmith26 or www.twitter.com/trevormaxsmith

A Resume is Not Enough - by Holly Paul

2010-11-23T09:54:00.001-08:00

This is such an excellent blog, that I thought I'd share it. The weblink is http://www.thetowerlight.com/2010/11/a-resume-is-not-enough/

A Resumé is Not Enough
18 November 2010 By Holly Paul, US Recruiting Leader, PwC LLP No Comments

Perhaps you’ve heard about LinkedIn, the professional social network, but you’re not sure exactly what it is. Or you’ve set up a LinkedIn profile, but you don’t really know what to do with it.

For students who are accustomed to Facebook, LinkedIn can feel like a foreign land — a bit uncomfortable and a bit intimidating. It’s true that LinkedIn is a different world from more socially-minded online networks; however, it is a world where students need to be. If you are a student or recent grad who is looking to build your career prospects, setting up a professional profile and becoming active on LinkedIn are absolute musts. Here are the key reasons why.

Important people are Googling you.

First and foremost, LinkedIn is about professional visibility. When a networking contact, grad school admissions officer or prospective employer types your name into a search engine, you want that person to find something more than your Facebook profile or an article from your college newspaper quoting your opinion about what band should play at spring fling.

By having a LinkedIn profile, you’ll guarantee that at least one search result is providing information about your professional accomplishments and goals. LinkedIn profiles rank very highly in search results (almost always on the first page), so having a LinkedIn profile is like a business having a listing in the Yellow Pages: it shows that you are proactively taking part in the professional community. Just as you build your professional visibility by showing up at a company information session, industry association conference or networking event, you need to “show up” online as well. LinkedIn is the place to do that.

A resume is no longer enough.

In today’s ultra-competitive job market, a good resume is not the only tool required to land a position. Online portfolios, blogs, Twitter feeds and other virtual tools are helping people present their credentials in new ways. Smart students know this and manage the online representations of their credentials as carefully as they craft their resumes and cover letters.

LinkedIn profiles can supplement the contents of your traditional one page resume in several ways, even if you don’t have much paid work experience. On your profile you can include volunteer positions, extracurricular experience, Web links to examples of your work and recommendations from people who can vouch for your skills and talents. To make sure that people find of all this supplemental information, be sure to include a link to your LinkedIn profile on your resumes, business cards and in your email signature.

Relationships are crucial to your career success.

We all know that success is not just about what you know, but whom you know. Another important reason for students to have professional online profiles is to use social networks to build and maintain professional relationships. A LinkedIn presence facilitates networking, and the earlier you begin to network, the more robust your professional relationships will be throughout your career.

“I don’t know anyone!” Many students will protest this advice, but this is another important reason to join LinkedIn. By uploading your online address book to LinkedIn, you will discover that you know more professionals than you might think. This includes family, friends, neighbors, former teachers, professionals, work and internship colleagues and many others. And all of these people can potentially lead to connections with hundreds of other people and opportunities. Remember that people are in a different mindset when they are in the professional environment of LinkedIn, so even people you see every day will interact with you in a different, more professionally focused way on the site.

LinkedIn also helps you maintain your relationships over time. It can be difficult to keep in touch with the various people you meet in your career; however, when you have a strong online network, you can have small, frequent interactions — like commenting on someone’s status update or answering a question in a group discussion — that keep your relationships strong.

Building a global profile

Finally, a professional online profile is an essential step toward a global presence and a global network. In nearly every professional field, international relationships are a valuable asset and can lead to exciting opportunities. Almost half of LinkedIn users are outside the United States, representing over 200 countries, so it’s the perfect place to keep in touch with friends you have met while studying abroad, international classmates and alumni and new connections from across the globe.

If you don’t have many global relationships, you can make a few on LinkedIn by joining an internationally focused group or participating in some discussions on international issues. Within LinkedIn, there are countless opportunities to forge new relationships and learn about different perspectives from around the world. Of course, none of that can happen unless you sign up and join the conversation!

In the end, building a professional presence and growing your professional network on LinkedIn are great ways to declare to the world that you are here, you are ready to contribute and you are eager to make your mark on the world — the online world and the real one.

Holly Paul is the US Recruiting Leader for PwC LLP (PwC). PwC employs 30,000 people in the United States and is one of the top recruiters of college students in the country.

Interview Questions NOT to Ask

2010-10-08T11:11:00.000-07:00

This is too good not to re-post! Original link is http://bit.ly/avB6el

All-Time Deal-Killing Questions to Ask on Your Interview
10 Questions Guaranteed to Keep You Unemployed

By John Kador, Monster Contributing Writer

Whenever I meet people who routinely interview job candidates, I always ask them to tell me the worst question they were ever asked by an applicant. I’m constantly startled by what some applicants apparently believe is in their interests to ask. Here are 10 of the worst, most self-limiting questions that applicants have actually asked and the (usually unexpressed) comments of the recruiters who fielded them:

1. How many warnings do you get before you’re fired?

The better question is: How many warnings do you get before you’re hired? The answer is one. Thanks for providing it.

2. Is job sharing a possibility?

Possibly, but does this mean you can’t give us a commitment for full-time work?

3. Can you tell me whether you’ve considered the incredible benefits of telecommuting for this position?

Why do you want to get out of the office before you’ve even seen it?

4. Is relocation a necessary part of the job?

The very question raises doubts about your willingness to relocate. Even if the person selected for the position is not on a relocation track, the negativity of the question makes me wonder whether you’re resistant in other areas as well.

5. I understand that employee paychecks are electronically deposited. Can I get my paycheck the old-fashioned way?

You’re already asking for exceptions. What’s next? And are you afraid of technology?

6. I won’t have to work for someone with less education than I have, will I?

We’ll spare you that possibility. You clearly have a chip on your shoulder. Why should we take a chance that you don’t have other interpersonal issues?

7. Can I see the break room?

Sure, it’s on your way out.

8. What does this company consider a good absenteeism record?

It starts with guaranteeing your absence.

9. What is the zodiac sign of the company president?

Not sure, but his sign is opposite to yours. There will never be conjunction.

10. Is it easy to get away with stuff around here?

It would be a challenge even for someone with your credentials. Too bad we’ll never find out.

Yes, Virginia, There Really Are Dumb Questions

It’s hard to generalize about such stunningly bad interview questions, but they all are forms of “me” questions -- questions that appear to put your needs before those of the employer. The best interview questions focus on what the applicant can do for the company, not what the company can do for applicant. Remember, interviewers will be asking themselves, “Do I really want this person in the next cubicle?” Be certain that the questions you ask don’t raise barriers or cause interviewers to doubt your professionalism. Remember, your goal in the interview is to get an offer. Once you have the offer, that’s the time to ask what the company can do for you.

Rules for Asking Better Interview Questions

* Ask Open-Ended Questions: Closed-ended questions can be answered “yes” or “no” and begin with words such as “did,” “have,” “do,” “would” and “are.” Open-ended questions usually begin with “how,” “when” and “who” and create opportunities for a conversation and a much richer exchange of information.

* Avoid “Why” Questions: Queries starting with “why” often come off as confrontational and can make the interviewer defensive. Reframe using “how.”

* Avoid Long Questions: One point per question, please.

* Avoid Obvious Questions That Are Easy to Look Up: Otherwise you look lazy.

* Avoid Leading Questions: Leading questions signal the interviewer that you are looking for a specific answer or are being manipulative.

* Ask Questions the Interviewer Can Answer: Want to make interviewers defensive and uncomfortable? Ask them questions they don’t know the answer to or can’t answer because of confidentiality.

* Get to Yes: Your goal is to end the interview on an affirmation. In fact, the more “yeses” and statements of agreement you can generate, the better off you will be.

Does the Pirate Code apply to job hunting?

2010-05-26T20:51:00.000-07:00

“... first, your return to shore was not part of our negotiations nor our agreement, so it must do nothing, and secondly you must be a pirate for the Pirate's Code to apply and you're not, and thirdly the code is more of what you call guidelines than actual rules, welcome aboard the Black Pearl, Miss Turner ...” - Captain Barbosa

Funny, these are the same words that come to mind when I come across job descriptions. How many times as a recruiter have I been given a job description that really is “more of what you call guidelines than actual rules”. There is absolutely nothing wrong with it, but it is powerful knowledge if you are aware of it. Is it a hard and fast rule that job descriptions are just guidelines?...no, but it happens more often than not.

To understand how to use this to your advantage as a job-seeker, you need to understand how most job descriptions come to pass. More importantly, as my last blog discussed, you need to understand how/why a job opening is created in the first place. New job openings are typically created by a couple of reasons:

1. It is an existing position that needs to be re-filled due to attrition or promotion.
2. It is a new opening created by a business need/purpose.
3. It is an opening similar to something else the company is already doing, but created to supplement due to an increase in workload.

Once a position is identified and recognized as needing to be filled, a job description is created. The description is typically written by either a manager or by human resources. I’ve seen that in most cases, managers don’t have a ton of free time to be sitting around writing intricate job descriptions, and many human resources professionals really don’t have a deep understanding of the position and required skills. Not pointing fingers here….just the plain truth!
In order to be efficient, most managers and or human resource personnel will find a previously used description and use it. That is a good way to start, but often the position, project, duties, and personnel around the opening have changed since it was last open. Often the time is just not available to sit down in an exit interview and have the person who is leaving or being promoted put together a “job description” and list of their day-to-day tasks. This usually results in a job description that contains a “laundry list” of skills, duties, and requirements.

As a recruiter, I have the benefit of being able to talk to the hiring manager and ask the questions like:

• What does the typical day look like for this person/position?
• Which of the skills on the job description are “nice to have” and which are “absolute necessity”?
• What were the strengths of the last person in this position? Weaknesses?
• Do you want a new employee with the same skill-set as the former employee?
• If I can’t find a person that is a 100% fit, will 90% work? 80%? 70%?
• What type of personality is going to function best in this position?

As a job seeker, you should be thinking about the same types of questions. Take some time to see if you know of anyone in the company that might be able to help you understand the need better. Most importantly, approach the job description and your resume/cover letter with a few things in mind including:

• What skills on this description match my expertise? Write your resume/cover letter highlighting those skills.
• What requirements are not as good a fit? Write your resume/cover letter to show your exposure to these technologies/skills or technologies/skills similar to those required and how you’ve used them.
• Identify the skills you do not possess. Why don’t you have these skills? Is there a way you can obtain them?...ie books, training, mentoring, etc?
• Always remember, your resume MUST be customized to each position/description. It is a way for you to get an interview, not to talk about everything you’ve ever done! Talk about your other skills and what you can bring to the company in the interview…use your resume to show them that you are either an exact or at least a very close match!

Use these tips. They will definitely help you obtain more interviews and make more valuable connections during your job search. Don’t forget, getting the right job is work….hard work. Approach your search with the same tenacity that you will approach the job once you land it.

For more tips, stay tuned.

Don't Be Afraid of Change

2010-03-09T08:58:00.000-08:00

“Opportunity is missed by most people because it is dressed in overalls and looks like hard work.” - Thomas Edison

The key to being successful as a job seeker often times comes down to our ability to recognize change. Plain and simple…CHANGE…embrace it, anticipate it, and most importantly – benefit from it. Understanding change, requires a better understanding of the “hidden job market”.

What is the “Hidden Job Market”? Quite simply, the hidden job market is the market of jobs that are open, yet generally unadvertised. To understand this hidden job market, it’s easiest to understand the process of job creation…in other words…how jobs are created.

Job creation is the result of either a problem or an opportunity arising in an organization. In the most basic terms, the job creation process is set in motion because something has changed. Change can occur either inside or outside of the organization. Sometimes changes are positive (market growth, increased sales, new product line, etc.), sometimes they are negative (unsatisfactory performance, turnover, etc.). Either way, change is good for you as a potential job seeker.

The next step in job creation occurs when the organization recognizes the problem or opportunity. Sometimes this happens immediately, sometimes it is even anticipated…often times though, it takes weeks or even months to be recognized. As a job seeker, this can be a very good spot to take a proactive approach to the job search. Once the organization recognizes the problem or opportunity, it creates a job to solve the problem or capitalize on the opportunity.

Here is where the “fun” begins. Once a job is created, the obvious next step is for the employer to fill the vacancy. At this point, what does the employer do to fill the position?

The first place that most employers turn to fill a vacancy is within their professional network. The professional network for a business consists of:
1. Hiring Manager’s trusted friends and colleagues.
2. Internal employees’ trusted friends and colleagues.
3. Hiring Manager’s and employees’ professional network.

The next place that most employers will turn is asking for referrals from the professional network. At this point in the job creation process, the opening is not advertised…therefore “hidden”. As we discussed last month, some professionals estimate that 80% of the jobs are filled at this point.

Here is a list of questions that should guide the job seeker:
• What companies are going through changes?
• What is the change they are going through?
• What opportunity does this change create for me?
• Am I a part of this company’s professional network?

Is Your Job Search Like Bill Buckner?

2010-02-10T13:48:00.000-08:00

Are you Bill Buckner?

Ok…I admit it. I am a huge baseball guy. You may even call me a baseball geek. It’s early February and I’m already wondering how close we are to having pitchers and catchers report to MLB training camp. (Seven days or so in case you are wondering).

This time of year, my mind always wanders in two distinct directions. First, what is my team going to do this year to shore up their pitching and power hitting deficiency? Second, I can’t help but go back to the best Fall Classic of my life – the 1986 World Series and famous/infamous (depending on your side of the ledger) “Buckner Ball”.

Let me just relive the moment for my own amusement. Late October, Game 6 of the World Series, Boston leads the best-of-seven series 3 games to 2, and has a two-run lead with two outs in the bottom of the tenth inning. New York has 3 straight singles to tie the game and then Mookie Wilson, of the Mets, steps up to the plate. After fouling off hundreds of pitches (or several anyway), Mookie hits a slow ground ball down the first base line towards Buckner (an All-Star first baseman). “Billy Buck” had quite literally fielded thousands of these ground balls through his career (though originally an outfielder). This was just another routine ground ball….field it, step on the bag, game over….Boston Red Sox break the “curse of the Bambino” and are World Champions.

Then it happened. The routine ground ball somehow goes right under the glove of Buckner and dribbles into right field – allowing Ray Knight to score the game winning run. Mets win!...then come back to win the Series in Game 7. Yes…I’m a huge Mets fan.

So what does any of this rambling have to do with Job Searching? Everything in fact. “What are you doing to find a job?” This is a question I ask people at least 5 to 10 times each day. The answers are surprising. Typically, the answer is, “Well, I check Monster.com and I’ve talked to a few recruiters.”

So how important is your job search? Is it really only important enough to check a few job boards and send an email to a recruiter or two? Well, most of the candidates I speak with are really just doing what they’ve done in the past. It’s not that they don’t care…it’s more that they are creatures of habit, and have done it this way…many times. So many times, in fact that the job search for many has just become a matter of routine. A routine that is so in-grained in many job seekers, that they just take their eyes off the ball and it trickles in to right field and costs them the game, the World Championship, and immortality (the good kind, not the “Buckner” kind).

Yes, times have changed and there is definitely more to finding the right career spot than checking a few job boards, talking to a few recruiters, or gasp……looking at the classified ads in the paper.

Do you know about the “Hidden Job Market”? Some professionals say that nearly 80% of openings are filled before they ever become public. If that is the case, then a true job search needs to be able to both identify and penetrate the “hidden job market”. If you are unable to access the hidden market, you risk competing for the 20% of advertised positions with all of the other job seekers.

If you are looking for a new opportunity, do you know:
• How jobs are created…and what sets the process in motion?
• What is the first step an employer generally takes to look for candidates?
• If the first step doesn’t work, what is the next step?
• Finally, when the job becomes public/posted, how do you get noticed?

More information to come. Stay tuned, and Go Mets! I hope we get some pitching this year.

The Benefits of Contract Workers

2010-01-07T13:49:00.000-08:00

Would your business benefit from contract/temporary help?

Patricia Schaefer wrote a great article for Business Know-How (www.businessknowhow.com) that I thought I’d summarize and add some thoughts to. You can find her article in it’s entirety at http://www.businessknowhow.com/manage/hire-temp.htm

Since the birth of the Temporary Staffing industry in the 1940’s, the industry has evolved from “seat-warmer” type of fill-in employees to the highly skilled (and highly courted) valuable contractors. The use of these highly skilled employees has become the norm across most industries, from health care to construction to information technology. In fact, according to the US Bureau of Labor and Statistics, the temporary work industry has grown 5 times more than national employment.

In evaluating your business needs, keep in mind some of the benefits of utilizing contract employees including:

1. Flexibility your business needs to adjust quickly to workload fluctuations. Some of the reasons the companies hire temps include:
• Employee absences due to illness, vacation, disability or maternity leave, or sudden departure.
• Peak periods, special projects, product contracts, etc.

2. The ability to maintain staffing flexibility. Right now, the employment pool increasingly consists of a mix of temporary and full time employees. This creates a more efficient workplace and provides greater opportunities for both employees and employers.
• Contract work appeals to many types of workers including workers with: specialized skills, flexible hours, family commitments, education upgrades, industry expertise garnered from working with various clients.

3. Ability to evaluate talent. Many companies utilize temps in different ways to assist in the hiring process.
• Contractors are a great way to continue to produce at high levels while searching for a full time employee.
• Many companies also use agencies as a resource to hire the same worker for different projects at different times – which can lead to a hiring commitment.
• Companies can use contractors and evaluate them for full time openings with little commitment – if it’s not the right fit, the contractor can easily be replaced.
• A temporary or project assignment can also server as a “working interview”.

4. Savings of time and money. In the short term, it is generally more cost-efficient to hire contract employees versus full time employees. The responsibility that an agency covers (financial burden) with a contractor can include:
• Hours and money spent recruiting/sourcing candidates.
• Screening, interviewing, testing, hiring candidates.
• Payroll expenses, payroll and withholding taxes, paperwork.
• Training.
• Unemployment and workers’ compensation insurance.
• Employee benefits – medical, dental, vision insurance, retirement/401k, holiday pay, vacation time/pay, etc.

5. Contract employees provide specialized skills and industry experience. Contract employees today are highly skilled professionals that can tackle one-time projects with time and scope limits. They bring with them a wealth of experience in specific technologies and skills, along with different perspectives from other industry leaders.

6. Long-term relationships with a staffing agency. When you find a company that continually provides the contract employees that work successfully with your company, you can establish a long lasting relationship that positively affects both parties. A good (even exclusive) relationship with a good agency can help you more easily achieve your company goals.

How about concerns? One of the biggest concerns that companies deal with in evaluating their need for temporary or contract workers is the question of reliability. Some surveys conducted in the industry find an assumption that contract workers are generally less reliable than their permanent employee counterparts.

Joe Broschak, Assistant Professor of Organizational Behavior at the University of Illinois at Urbana-Champaign, shared some of his findings about a study of temp workers: “On average, these temporary workers displayed better performance relative to goals compared to their full-time counterparts.” For those temps later hired as full-time employees, Broschak reported that “they continued to become better workers after becoming permanent.”

The time is here. If you aren’t using contract employees, it’s the first of the year and a great time to evaluate your business needs and goals. Ask yourself the question: “Would your business benefit from contract/temporary help?”

Are you out of your mind-set?

2009-12-09T09:23:00.000-08:00

So Happy Holidays to everyone. While typically I like to discuss hiring tips and techniques directed more towards hiring managers than job seekers, I’d like to go a little different route this month, and focus these remarks towards job seekers. Let’s face it, at some time or another….we are all job seekers.

Most people have been affected in some way by the economy. Either you’ve lost your job, lost a portion of your income, made a change to a new career, or at least know someone that has. I’d like to focus on a subject that is extremely important for finding success as a Job Seeker……….. “job seeker mindset”.

So what is the “proper” mindset a job seeker should have to ensure success?

In very general terms, there are most commonly 2 schools of thought…both very distinct in their differences.
• Mindset #1: Supreme confidence… “This job is mine!”
• Mindset #2: Cautiously optimistic… “Here we go…get ready to hear “No”.”

So which is best? What is the secret to cultivating a successful mindset?

Mindset #1 is a very upbeat and positive attitude towards the “hunt”. People with this type of mindset feel that every job is theirs to have and it’s just a matter of getting in front of the decision maker. This attitude is very “here is what I can do for you” in its mode of delivery. This job seeker looks at the search/interview process as a sales process, ie… “I’m the product and I’m showing you the benefits of buying me.”

Mindset #2 is more passive, often classified as “realism”. People with this type of mindset feel that the right job is out there, but there are also other candidates who may be more qualified or a better fit. This attitude is very “I am a good fit, but it’s your decision” in its mode of delivery. This job seeker looks at the interview process as an explanation of what they can do for the company, but in a more passive fashion than #1.

In order to understand the “best” mindset for success, let me draw upon some of the things I’ve observed about hiring over the span of my career as a recruiter. I don’t want to call these “Hiring myths” or pretend they are the “absolute” in truth….just observations:

1. The candidate with the best qualifications DOESN’T always get the job.
• Qualifications are important, but so are other factors including: personality, relationship to the company (personal or professional), compensation requirements, appearance, upside/growth potential, etc.

2. Not every position goes to the person that “sells themselves” the best.
• Selling yourself as a candidate while important, comes naturally to some people….and some hiring managers are looking for those who can “sell themselves”…but not all.
• If the sole purpose of your interview is to “sell”, then you may miss very important information regarding the opportunity. Is it really right for you, your skills, interests, and short/long term career goals? Are you answering honestly, or just trying to give the interviewer “what they want to hear”? Are you identifying potential concerns that could keep you from being successful at this opportunity or with this company?

3. “Who” you know often out-weighs “What” you know.
• I am convinced through my own job searches and my experience as a recruiter that companies and managers typically want to surround themselves with people they trust and like. Yes, it is only one factor, but an important one. Look back at how many jobs you got through a personal network or recommendation…it does matter!

4. Skills, knowledge, and experience are all essential to landing the right job, but be careful of where you place your emphasis.
• While there is rarely (if ever) a detriment to training, skills, and experience, be careful to understand that the hiring manager may rank the importance level of each differently than you. Some managers think certain skills are more important than others…some weigh experience heavier than others…some weigh education and training differently. Be aware that what you think will make you successful in the job may be different than what they think.

Ultimately, my point is that either mindset can be effective or ineffective – depending on your own personality and that of the hiring manager. While I am always one to advocate the importance of being able to sell your skills and have confidence, I also try to prepare every candidate for the reality that…this is a long process and there will be ups and downs….so get ready for some rejection (it helps you grow if you know what to do afterwards).

One of the most important things I’ve learned over the years is something that every recruiter probably tells every candidate: “The best time to look for a job…is when you have a job!” Job seeking and successful searches are always a factor of confidence and comfort. If you aren’t comfortable in the interview, the resume writing, the negotiation, or the search itself, your results will reflect it. Choose a mindset that works best with your personality and most importantly, try to identify what each hiring manager is comfortable with as well. Don’t force a square peg into a round hole…because the hiring manager won’t either.

Everbody Loves.....interviewing!?

2009-11-02T08:23:00.000-08:00

Everybody Loves…..interviewing.

Okay, let’s hear it from those of us who love to interview candidates or be interviewed for jobs……(crickets chirping)……

The reality for most people is that whether you are a job seeker or a hiring manager, you probably don’t like to interview. Yes, I’m referring to both being interviewed and conducting interviews!

Why is that? Why do such communicative, cordial, outgoing, even loquacious (yes I’ve been on Thesaurus.com…..really) people not relish the idea of having a conversation as important as a job interview? Maybe because it’s not really a conversation….but a sales-pitch.

Most people don’t like to sell, even fewer like to be sold to. Ask a non-sales candidate if they are interested in sales duties, and you will see how quickly the color drains from their face. Most job seekers don’t do sales for a living. Most hiring managers don’t do sales for a living. See what I mean?

Let’s look at it from both sides. For a job seeker, an interview is usually scary. It is one of the times in your life that you really open yourself up to be judged and look the possibility of rejection square in the face (remember the first date you went on?). Interviewing also takes quite a bit of time. It consists of not only the physical interview, but also changing your schedule to accommodate, time spent researching, and even practicing interviews in front of the mirror.

For a hiring manager or interview conductor, believe it or not…it can also be scary. Okay, maybe not scary, but unnerving. Questions like “what if I choose the wrong person”, or “what if I make the wrong hire” are common. It also may be your only chance to really show this great candidate why your company is so good and why they need to work there. Interviewing also takes time…even when time is in short supply.

So what gives? If interviewing is so terrible, why do it? Is there any help out there? Well, here are some suggestions.

For Job Seekers:
1. Think like a business owner. Boiling it down, business owners are interested in 3 things…Making Money, Saving Money, and Maximizing Efficiency (Never Cold Call Again, Frank Rumbauskas Jr.) Present yourself in this way. How will you make the company money, save the company money, or maximize their efficiency? Talk about your skills and experience in these terms…ie…how did you make your last company money, save them money, or maximize their efficiency.
2. Know your value. While it is hard to sell a product, any good sales person will tell you that it’s almost impossible to sell a product that you don’t believe in. Do you believe in YOU? What are you really worth? Obviously there is something in your resume and experience the interviewer likes, or you wouldn’t be there. Are you the type of person YOU would want to work with? Be that person.
3. Time is precious. Your time is valuable, but so is the time of the interviewer. Listen carefully to each question and answer it with precision. Don’t oversell….don’t ramble on….remember, you are a product they already want – so give them what they are asking for. This type of skill is usually nurture not nature, so get in front of that mirror and PRACTICE! Be friendly, but be precise.

For Interviewers/Managers:
1. Think like a business owner. Ask questions that will allow you to determine if this candidate will: Make your company money, Save your company money, or Maximize your company’s Efficiency. Ask the candidate to demonstrate how they’ve done this for other employers, and how they plan to do it for you.
2. Know your company’s value. You know what your company is “really” like, not just what people see on your website or read in your quarterly reports. This candidate wants to work for you (or they wouldn’t be interviewing), so tell them why your company IS the right place for them. Candidates will look to you as the expert…so be the expert! Regardless of whether this candidate gets the job or not, this could be the best PR your company will ever get. Are you the type of person this candidate will want to work with? Be that person.
3. Time is precious. How do you approach your other work projects? Do you put the same amount of preparation and thought into interviewing? Ask specific questions, don’t allow the candidate to wander (remember they are nervous), and respect the candidate’s time. Start on time, end on time. Be friendly, but be precise.

Interviews are difficult – for both the interviewer and the person being interviewed. Know what you want, know what your value is, and always make sure the precious time you spend in an interview is productive. If all else fails, take the wonderful advice of my friend Randy Levinson (http://bit.ly/MHYEY) …wear the right shoes!

Find more hiring tips at: http://hire-right.blogspot.com

Help!!!...I'm drowning in resumes.

2009-10-05T13:09:00.000-07:00

Help!...I’m drowning in Resumes.

Trevor Smith, http://hire-right.blogspot.com 10/01/09

With the current economic situation having such a heavy influence in today’s job market and candidate pool, employers and even recruiters are seeing more job seekers in the available talent pool. Who among us hasn’t posted a new opening on a job board or other vehicle only to get to work the next morning with an inbox full of hundreds (literally) of resumes? If your experience has been the same as mine, many of those resumes just aren’t qualified and seem to be a waste of your valuable time in reviewing.

Time is money…and definitely precious. With that in mind, one of the best quotes I’ve come across was from an interview on Hoovers.com with Small Business Specialist, Katie Ford. “The time that you invest in searching for the perfect candidate is much better time spent than having to manage through a bad hire.”

So what is the best way to maximize efficiency in sorting through resumes? Here are some solid ideas that have helped myself and some of my clients sort out the best of the bunch:

Write Focused Job Descriptions. One of the best ways to minimize the big bag of under-qualified resumes in your inbox is to write a very focused job description. The more generalized the description and list of required skills used, the more generalized the candidate pool you will be drawing from will be. Try to avoid hard-to-quantify phrases like: “team player”, “hard worker”, “superior communication skills”, etc. I’ve found it best to focus descriptions on specific skills and a “here’s what a typical day looks like” type of mentality. Most candidates will disqualify themselves if they don’t match most of the requirements listed.
Resume Appearance. As a recruiter I’ve seen all kinds of resumes. In addition, I know that just about every manager (let alone every company) has a different idea of what a resume “should” look like. I’ve never bought in to the philosophy that there is ONE right template for resume-writing. But, in order to not get filed in the trash can, every resume needs to be neat, clean, and error free! While sorting through resumes…especially electronically…make sure that the appearance is professional and appropriate. If I come across resumes that have spelling mistakes, they automatically register in my mind as (for better or worse) candidates that are either lazy, lackadaisical, or have poor computer skills.
Candidate Questionnaire. Sure it adds one more document to look at, but a simple 5-10 question evaluation is invaluable! If candidates don’t take the time to complete it, then they are an automatic throw-away. This gives you a chance to evaluate: how candidates follow directions, express ideas, writing skills, understand the position/skills required, etc. You can usually get a feel for a candidate that really “get’s it” in a short questionnaire. Ask specific questions about handling certain situations, skills usage, etc.
Key Word Sorting. Though I’m not a “key word” only guy, it can be very useful. If you request/receive resumes in MS Word, then it is easy to save or move the documents to folders. You can have as many or few as you desire (depending on your level of OCD), but the benefit is your ability in Word to do key word searches. While this isn’t the only criteria to use, it can definitely cut down the amount of resumes you should go through immediately. There is also a great tool that I use called Copernic (www.copernic.com). It is a free, downloadable desktop search tool. This is excellent for sorting by key word. Also, many companies have a database that can sort resumes by key word also.
Who is Reviewing the Resumes? Do you have an assistant or HR professional reviewing resumes for you? That may help in the short term, but the most effective method is to have someone with some level of expertise in the advertised position a part of the review. They will much more efficiently be able to sort through the necessary skills and experience, and be able to identify which skills are hard to come by vs. easy to acquire. Lean on your team members who are already doing work similar to the project you need help with. If you are nervous about bias, take a minute to blind the resumes (ie..take off names, addresses, and contact information) before sharing the resumes with your team.
Categorize. Everyone will have their own unique style, but I prefer a simple A, B, C method. Each resume will fall into either A – matches all requirements and requires immediate attention; B – matches many skills and could be worth a follow-up (after the A’s are completed); C – not a close match, but may be good for something else in the future, or another department. Take notes on each resume and write down questions, concerns, or impressive accomplishments that are worth discussing in a phone interview.

None of these techniques alone are a magic bullet, but a combination of all or some of these techniques will definitely help you maximize your efficiency in sorting through resumes. If you have some other ideas that work for your company, please share! Happy hiring.

Keep Your Best Employees!

2009-09-09T19:30:00.000-07:00

As I referenced in my free September newsletter (contact me if you are not already on the e-mailing list)...surveys of top level executives show that one of the biggest fears with the "down" economy is......what impact the recovery will have on their own staff!
It only makes sense that since many employees go into lock-down mode during a tough economy, as the market recovers and companies begin to hire again, employees become curious about checking out other options for career advancement. That said, the companies that understand the potential for losing employees (and the costs associated with turn-over) and address the problem aggressively, will be the most successful in retaining key employees.

Here are some of the keys to RETENTION that I've seen some of my clients be successful with...and some suggestions of my own:

1. Education/Skills/Career Development. Most employees aren't looking for "jobs", they are looking for "careers". Their is a significant investment by an employee into what they do for a living...sacrifices sometimes include - money, time, family, etc. They've given up a portion of free time and devoted themselves to being successful. With that in mind, good companies can contribute to that success by providing things like continuing education (skills training or tuition reimbursement), cross-training to develop new skills, certification bonuses, mentoring programs (both providing mentors and letting employees be mentors), and subscriptions to business/industry/trade magazines. Not only do these programs increase retention, they also make employees more valuable to the organization.

2. Company Culture. Work is....well......work. Companies that are fun to work for keep their key employees around. Happy employees are also more productive. Encourage development of an atmosphere where employees enjoy spending time. Strive for a work/life "balance". Yes, that soccer game is very important to a parent. Be open to having some flexibility in the work schedule. Next, encourage "PDD's" (Personal Development Days). For example, one client I work with gives employees half a day each month for personal development and/or community involvement. Give time for employees to read a book, volunteer in the community, plant a tree...whatever helps them be better people. Another "culture booster" is company memberships/discounts to warehouse stores, professional development groups, and even user groups. These are all great little perks that show employees that they mean more to the company than just exchanging their time/efforts for a pay check.

3. Rewards. Most companies reward production. That's great...keep it up. But, why not also have rewards for retention. I've seen the traditional "gold watch" idea for X years of service, financial incentives/cash bonuses for 2, 5, and 10 year marks, and other creative ideas tied to longevity. Make sure to tailor rewards appropriately. Typically, the younger workforce is drawn more to salary rewards while a mature workforce is drawn to other benefits - including health care bonuses, retirement contributions, etc. Get input from your staff and have options!

4. Be honest and frank about bad news. If there are concerns or less than positive situations, deal with them quickly and honestly. Don't be afraid to deliver bad news. Nothing can cause morale problems and turnover as quickly as rumors about what "could" be looming (ie..layoffs, firings, sales slumps), or even trying to cover up "bad news". When a layoff is necessary, be prudent and precise. Don't make layoffs across the board in an effort to "be fair"...make cuts where necessary, not everywhere. Productive teams shouldn't be treated the same as less productive groups.

5. Hire correctly. Establish and use a hiring process that works. Don't hire in a panic, but don't miss out on the best employees with a burdensome process either. Find what works for your company, whether it be a recruiter, ads, networking, etc., then refine the process so that interviews really do indicate which candidates will be successful. Look for employees like the ones you have - and try to find them in the same places. Most importantly, DO NOT UNDER-STAFF. It may seem cost effective at the time, but overworked employees will leave - regardless of how great your other retention programs are.

Hopefully as you employ some of these strategies into your company's retention program, you will see the results. Stop letting your best assets and intellectual property walk out the front door. Trust me, as a recruiter, my candidates very rarely leave a company they "love" just for a few dollars more per year. They leave companies that could have very well kept them with a small investment of time, money, and creativity.

Hiring in a down Economy

2009-09-01T09:33:00.000-07:00

OK....let's not debate about whether the economy is in a "recession" or "depression"....or whatever you want to acknowledge. Let's just say the economy is "down" a bit right now.

Many companies that I talk with are either downsizing, freezing new hiring, or (gulp) even closing their doors. So why hire during a down Economy? What are the potential benefits?

Here are some things I've observed:

1. It is a GREAT time to get the BEST candidates. While the market is apparently flooded with candidates, many of the "best" candidates are still employed....but they are nervous about their current employer laying off others. It is a great time to find those high level employees that you've been courting for years. Everyone gets nervous about lay-offs...even those who make it through the cuts. Often times their work load is increased...sometimes unreasonably.

2. Salary....the great divider! Let's face it, salaries fluctuate with the market - simple economics (supply and demand). Down economies do a couple of things. First, they bring the average salaries back into that "real" zone. You've all seen it....when the economy and job market is good and candidates are scarce....sometimes you have to "over-pay". Second, this is a great time to emphasize other benefits and positives that your company has. Salary is always going to be a factor to candidates, but they really do look for MORE! Now is a great time to show off your benefits, insurance, retirement, bonus packages, company culture, etc. Show a potential employee your stability and commitment, and that will go a lot further than just a few thousand more per year.

3. Show strength. Nothing shows strength like a company that is still hiring during a tough economic patch. Hiring will not only show your current employees that you are still planning for and working towards the future, but will also show new prospects that you are in it for the "long haul". Looking for new employees also gets your name out there and improves your visibility (to potential employees, customers, and your competition).

4. Refine your hiring process. It is a great time to focus on what really works in your internal hiring process. When you are franticly looking for a candidate, sometimes you lose track of what is really effective. Here are some things to think about: how attractive and realistic are my job descriptions?; how do i find my best employees? (postings, social networks, employee referrals, recruiters); how many interviews are really necessary?; what questions am I asking in the interview and why?; how well do I explain our benefits/intangibles? There are lots of ways to step back and take a look at what is really helping you find and hire the best people. Don't lose great candidates in a time consuming, blah-blah process.

Finally, don't get me wrong....I'm not saying run out there and hire unnecessarily for one of the reasons discussed above. But, even hiring during a down market can pay great dividends for the short and long term in making your business a success.