QUALITIES THAT HR IS LOOKING IN NEW HIRES

QUALITIES THAT HR IS LOOKING IN NEW HIRES

Here are the some key qualities That HR look out in the new hires to ensure longevity of the tenure.

  1.  Endurance:

Turnovers can be expensive for HR. Hence the foremost qualities they look for in new hires are endurance, commitment and prospect of longevity of the tenure.

  1.  Team player:

Anybody can work in silos but it takes a lot of perseverance and high levels of patience and gratitude to work as a team player. Incidentally, all these qualities make for a good employee itself.

  1.   Ambitious:

Motivated and self-driven people are an asset to any organization. Ambitious employees work hard and try to surpass their own excellence, which in turn benefits the organization at large. Who doesn’t want to hire such employees?

  1.   Trustworthy:

Trust is a very tricky characteristic to identify in an employee. An employee who is true in his/her work and dependable is sure to have long-term benefits for the organizations and is most likely to stick around for long.

  1.    Positive attitude:

They say, if you have a positive attitude in life you are a sure winner. Organizations look out for such employees because they know such employees can stand up to failure and competition with much confidence.

  1.  Multi-tasking skills:

Businesses often resort to cost cutting by having fewer employees who can multi-task. With growing competition, multi-tasking is one of the desired quality HR looks for in new hires.

6 Questions Great Leaders Ask Their Teams

It’s humbling to ask questions. After all, the moment that you ask a question is the moment you reveal what you don’t know. To some, asking questions is a death-blow to their ego, while to others, it’s a stepping stone to clarity. In fact, during research for their book The Innovator’s DNA, the authors discovered that the strongest leaders (and the people destined for the C-suite) asked questions because they were humble enough to acknowledge they didn’t know everything and confident enough to admit it.

The fact is, the most influential leaders realize that their questions are more powerful than their answers because questions shed light on two important things:

1. What’s important to you

2. What’s on your mind

As a direct report, when you know what’s important to your manager and what he or she is thinking then you also know what youneed to do to produce the right type of work for him or her and for your team.

Here are six questions great leaders ask their teams:

1. What does success look like?

This is a simple question you can use to clarify and align efforts. Miscommunication amounts to a $62.4 million dollar loss for large companies and a $420,000 loss for smaller companies, so it pays to get on the same page right from the outset. Also, “check-in” frequently to ensure everybody’s still heading in the right direction.

2. What’s holding us back?

This is great for identifying the one obstacle standing between the team and a decision. Once you identify what’s in your way then you’ll have a better idea as to the courses of action you can take to overcome it.

3. Who has experience with this?

The only time reinventing the wheel actually makes sense is when the wheel turns out better than before, which isn’t easy to do given that a circle is a circle. Keep in mind that people speak up (or remain quiet) based on the environment you create. Not everybody will automatically chime in when they have something to say, which is why it’s up to the leader to set the right environment for those discussions (and questions) to occur.

4. What’s the climate here?

This is a great question because it opens the door for candor. I was asked last week, “What’s one thing that you see business teams doing wrong?” My answer: candor. They lack candor. Candor is a business imperative because you can’t move forward without it. In their book The Loyalist Team, the authors (a team of four) share their insights about what makes high-performing teams sustain their greatness. After working with thousands of teams across six continents, the authors concluded that “individuals on these teams are skilled, accomplished, and driven, but what sets them apart is that they trust, challenge, and push one another to exceed expectations.” And you build trust through candor.

5. What if this setback is really an opportunity in disguise?

A setback could be anything. Maybe a sales team didn’t hit their numbers for the quarter, or maybe a product launch missed its launch date (and subsequent launch party). More than anything though, a setback represents change—a difference between what you expected to happen and what actually occurred. So, instead of wallowing in it, try finding the opportunity. Search for patterns that might’ve indicated this setback would indeed happen and study them so you’re better prepared next time. This is the main purpose of conducting after action reviews—to learn as a team what works, what doesn’t and why.

6. What hasn’t been achieved yet?

The natural follow-up to this question is “How might we?” Every new innovation stems from curiosity. Take Polaroid, for instance, who created instant film after a three-year-old asked, “Why do we have to wait for the picture?” Questions help people organize their thinking around that which they don’t know yet.

Questions build leadership capacity because they help people make their own decisions, not to mention build the psychological safety needed to ask deeper questions. The bottom line: if you want a better answer, ask a better question. 

Source: http://bit.ly/2xmbRNK

8 Reasons why Powerful Personal Brand Will Make You Successful !

If you don’t have a powerful and visible personal brand, you are putting yourself at a disadvantage in almost every aspect of your professional, business and personal life. Personal branding has become a requirement for anyone looking to grow their business, get a better job, get noticed by the press, take their career to the next level or meet new, high quality friends.

Personal branding is the practice of people marketing themselves and their careers as brands — the ongoing process of establishing a prescribed image or impression in the mind of others about an individual. Everyone has a unique personal brand, whether they know it or not. But what we should all be striving for is a powerful, attractive and visible personal brand. I define that as an online and in-person authentic display of the engaging aspects of your professional and personal activities and interests.

Here are the eight reasons why I tell people you must have a top-notch personal brand if you want to be successful today:

1. Opportunity finds you.

When your personal brand is attractive, customers, clients, vendors, press and even companies looking to hire, will find you and reach out to you. I am the CEO of a new social media platform, and I had them contact me for the job. I didn’t even know the position was available. I have gotten media appearances, writing opportunities and speaking engagements because I get noticed and folks reach out to me.

2. Online networking power.

When you have a compelling personal brand, people find you interesting and desirable, so they are willing to connect with you. I get dozens of new LinkedIn and Twitter connections every day. People look at my profiles, follow me and want to know more about me.

3. In-person networking power.

When I’m at a networking event and I engage others, I have many aspects of my brand to share. It makes me more interesting than the guy who walks up to you and says, “Hi, My name is Joe, and I sell insurance.” I have many facets to my brand, both professional and personal. That makes people want to connect with me and do business with me. I can demonstrate proficiency and have the online assets to back them up on many topics like photography, entrepreneurship, my Man-Up Project and fatherhood, blogging, speaking, social media, men’s health, non-profit work and more.

4. Build your business.

When I had to reinvent and rebuild my photography business in 2007, which was failing because of the rapid decline of film, it was my powerful personal brand that drove much of our success. Customers, clients and vendors are more likely to do businesses with a company when the leader has a killer personal brand. Good examples are Richard Branson, Elon Musk, Mark Cuban, Mark Zuckerberg, Bill Gates, Fred Smith, Warren Buffet and even Donald Trump — whose personal brand may be bigger than his business. Where would their companies be without their personal brands shining on their company brands?

5. Get hired.

According to SHRM, 84 percent of hiring managers use social media to hire — 96 percent use Linkedin, and 53 percent use Twitter. Many companies post jobs on Twitter before anywhere else. But the most revealing statistic is that 66 percent of hiring managers use Facebook to hire. They are doing that because they are trying to find out more about you than just what’s on your resume. They want to know you as a person and understand whether you are going to fit into their corporate culture.

It’s a logical approach for selecting the best candidates. Candidate A has an impressive resume. Candidate B has a similarly impressive resume, but their strong personal brand shows that they have a blog with articles on topics relevant to the company’s business. They tweet about news and ideas from the industry. They do yoga, run half-marathons, and they volunteer for charity. Who do you think is getting the interview and the job?

6. Make new friends.

A powerful personal brand doesn’t only benefit you professionally. When you are interesting and people can find and notice you, they will connect with you on a personal level. I have had people read an article I have written or see one of my social posts and reach out to me. I’ve become friends with many of them, and I might even admit that I have gotten a few dates from my “attractive” personal brand.

7. Serendipitous success.

When you are out there with your powerful and attractive personal brand good things happen — sometimes just by luck. There have been too-many-times-to-remember when simply being noticed for one part of my brand caused something else to happen. The person who noticed my popular Facebook account and reached out to me — she became my executive assistant. The doctor who found about my upcoming book — we ended up doing men’s health videos together and have become good friends. The senior executive and one of my company’s vendors saw my engaged social media and decided to give my company an exclusive on a new product launch.

8. Confidence.

Developing your personal brand requires you to find your authentic voice. The process of creating one develops who you are — the unique you — the Me, Inc. When you find your voice, and your audiences start to react positively, that builds self-confidence and self-esteem and allows you to find yourself in a meaningful way.

Source: http://bit.ly/2nEGAUT

Job Hunting While You’re Employed? Don’t Make These Six Mistakes

When you’re in a stealth job search, you have to be extra careful to keep your job search under wraps.

Here are six mistakes never, ever to make as a stealth job-seeker.

Six Mistakes Stealth Job Seekers Can’t Afford To Make

1. Don’t update your LinkedIn profile all at once if your co-workers are first-degree connections of yours. Do it in several small steps so that the changes to your profile are never glaring from one day to the next. Never, ever use a LinkedIn headline that makes it clear you’re job-hunting. (Currently unemployed job-seekers can do that, but not you!) Make sure your LinkedIn settings specify that updates to your profile will not generate a message to your connections.

2. Don’t go to job fairs where your own company has a booth — or any job fair where you might be spotted by somebody who knows your boss (or your boss’s boss, etc.) Job fairs are not a great job search channel for stealth job-seekers because their success rate for any individual job-seeker is so low and the risk of broadcasting your job-hunting status is so high.

3. Don’t send out a blast email announcement to tell your friends and contacts you’re job-hunting. If you do, somebody on your distribution list is bound to forward your blast email announcement to everybody they know — and the world is small enough that you could have problems as a result. Tell your friends about your job hunt one-on-one or over the phone, and emphasize the confidential nature of your search.

4. Don’t respond to “blind” job ads that don’t specify the employer organization’s name. It could be your own company!

5. Don’t go to networking events and tell the people you meet that you’re job-hunting. Network as a consultant, instead. Tell the people you meet that you’re working full-time and available to consult part-time. Get some consulting business cards and give them out.  Morpheus Consulting part-time is a great way to get a new job because hiring managers can meet with consultants any time they want (they only need a higher-up’s approval to actually hire a consultant, and sometimes not even then) whereas most hiring managers won’t meet with a job-seeker unless they have a job opening.

6. Do not forget to tell every recruiter, interviewer and HR person you deal with during your job search that you are flying under the radar. Tell them multiple times.

Your goal is to let your boss know you’re job-hunting only at the precise moment when you give notice.

Source: http://bit.ly/2xxUwTD

Three Traits Recruiters Find Most Desirable In Face-to-Face Job Interviews

Recruiters and hiring managers have always considered conversational skills an important trait in new hires, but a new survey now places communication at the very top of the list.

The recruiting software company, Jobvite, together with Zogby Analytics, has just released its 2017 Recruiter Nation Report. The online survey of 831 recruiters in the U.S. is intended to identify the traits and qualities that recruiters evaluate to make the perfect hire—and the qualities they consider deal breakers, too.

Recruiters were asked the following question: “Which of the following positively impact your decision to hire a candidate during an initial in-person interview?” The question was a followed by a list of ‘subjective traits’ such as: appearance, punctuality, portfolio, conversation skills, industry knowledge and enthusiasm. According to recruiters, the most desirable traits are (in order):

1). Conversational skills (69% of recruiters said this is most important quality they look for in a job candidate)

2). Knowledge of industry

3). Enthusiasm

According to recruiters, a candidate’s ability to articulate their ideas effectively in conversation is a measure of their capacity to engage with others, a window into how the job candidate might interact with team members, clients and customers should they be hired.

Interestingly, the survey showed a generation gap among recruiters and the premium they place on conversational skills. For example, millennial recruiters place more of an emphasis on conversational skills than those recruiters over 50. A full 75% of millennials value communication skills as their top priority compared to 60% of those recruiters over 50, who place a greater emphasis on industry knowledge.

According to the survey, recruiters have seen it all— the good, the bad and the downright strange. For example, most recruiters say they’ve interviewed job candidates who didn’t know what company they were interviewing for. And a full 75% of recruiters say they’ve had candidates who dress “too casual,” which is a good reminder to dress a little better than you would for a normal day at the office.

Some qualities are subjective, of course, but the following actions are universal deal breakers, according to the survey. In other words, a majority of recruiters agreed that these actions would automatically disqualify a candidate:

  • Being rude to the receptionist or support staff
  • Checking phones during the interview
  • Showing up late
  • Bad hygiene

Communication skills will set you apart in a job interview. As I wrote in a previous article, many recruiters will openly admit that if they had to choose between two candidates with equal credentials, they are more likely to give the job to the person who can communicate better with colleagues and customers. Credentials and experience are no longer enough. Yes, they might get you through the door, but how you present yourself when you’re in the room still counts the most.

Source: http://bit.ly/2xoQIUD

7 Questions – How do you create clarity in your job and those of your employees?

The importance of a good employee-manager relationship:

The manager-employee relationships are vital for organisational effectiveness and efficiency.

Q1 Why is what I do important? Q2 What am I accountable for? Q3 How is my performance measured? Q4 How am I performing? Q5 What am I doing to improve my performance? Q6 What support do I need from my manager to improve my performance? Q7 What is in it for me, if I do great, good, average or below expectations?

Why is this relevant and important?

Despite it being basic I have experienced over and again that it does not take place and often it is only performed half-heartedly and this gives rise to several challenges.

Firstly, that the employee leaves the company due to a poor relationship with the immediate manager. Several studies show that the most often quoted reason for leaving a position is the relationship with the immediate manager.

Secondly, the performance or output from the employee is not optimal compared to what it should be.

Thirdly, a poor or less optimally performing employee has a less than optimal effect on the people and processes in the company.

Fourth, you can probably add to the list yourself, but the above mentioned three should be adequate cause for action.

The above outcome is bad for the company as well as the employee, hence worthwhile to ensure that employees and managers jointly have a good understanding of the job and their respective responsibilities this regard

The below outline is compiled of what I have picked up over the years from inspiring people, leaders I have come across and especially some bright HR people in Maersk Line and I have tried to apply the principles in my own work life, both for myself as well as for the people in my responsibility and I hope you find some inspiration either in your role as employee or as a leader.

Please note this is all about structure, not the interpersonal relationship on how we relate and communicate. Without respect and earned trust all structures come to naught, but this structure creates a culture of alignment and communication at the employee-manager level.

The work and job relationship description consists of seven (7) questions surrounding job purpose, responsibilities, measurements, feedback and managing expectations and outcome.

 Question 1 – Why is what I do important?

Always start with the WHY! Clarity of purpose is critical for motivation and can be used for guidance, when in doubt how to act.

The most important place to start is to ask and answer WHY is the job important to yourself as an employee. Someone may argue that the job is for the company’s sake and not for the employee’s sake, but I think the feeling of meaning, of purpose in one’s job is important for all people and most organisations desire employees with motivation. And frankly, getting up early every morning, commute to work, spend a large portion of your life working; it better be worth your while.

So, why is your job important to you? Is it just the money? Probably not, only you know. Is it a sense of belonging, an opportunity to learn new skills and develop as a person, opportunity for promotion and further development, the creation of good relations, meeting exciting people? Only you know – or do you? For many people it is necessary and a source of joy to belong to a group of people and we must not underestimate the importance of the social relationships in our teams.

Why is your job important for the company? Do you ensure the customers are more than satisfied? Or do you ensure that the people servicing the customers can do this well? You can also ask “What happens if I do a bad job?”, some people, maybe your nearest team-members, rely on you to do a good job or even a great job.

As leaders we work on ensuring the company vision, mission and strategy are clear and understood by all employees and that is very important. But, sometimes we forget to operational this at an employee level, and that may be cause for confusion, uncertainty or even discontent, especially if the employee feels there are discrepancies between the overall vision or strategy and his/her job.

This question is not the job description, but the answer could form the the introduction to the job description.

Question 2 – What am I accountable for?

 This question covers the activities that encompasses the job, the required output and the necessary output, perhaps some quality requirements and timeliness. Processes or systems, which the employee is responsible for, and also important relations inside the company or outside.

Matters that will often be described in the job description if such is available.

This is probably the first a new employee is informed about, since it covers what the employee is doing on a daily basis (or weekly, or monthly, or whatever is described), however, even if an employee has worked in the job for a longer time, it might still be worthwhile to revisit this once in a while.

 Generally a job description can include items such as:

  • Responsibilities
  • Tasks (Example: Prepare monthly reports)
  • Specific tasks (Example: Prepare monthly report for submission by 3rd working day of the month, and as a minimum include information on XXX and YYY, by using information from System ZZZ)
  • Hierarchical relationships (Example: This position reports to Director of Finance)
  • Requirements (The position requires specific knowledge about Danish Accounting standards and IFRS regulations)

It is important that the employee is fully aware of what his/her responsibilities are and at the same time it is important that the job description does not become a straitjacket, but has room for initiative and flexibility in line with changing requirements in the job and the organisation.

When an employee has served a year in a new position, the initial job description is likely no longer complete in relation to what the employee is actually doing and as time goes by the original job description becomes outdated, and as such it makes sense to revisit the job description from time to time.

Question 3 – How is my performance measured?

Or put in another way: “How do I know when I am doing a good job?”.

Do I have some measurable deliveries? For instance some KPIs? Something with timeliness or accuracy. Are there means to measure the quality of my work?

What am I measured on – Quality of my work – Efficiency – Innovation – Adherence to company values – Helpfulness/Being a team-player?

Am I responsible for some large projects to be delivered, by a certain date, within a specific budget or otherwise described.

Can my deliverables be described in relatively short sentences, which describe a future desired state?

How can I ‘objectively’ identify the level of my performance. Inside myself I know my effort level, but how do I know if the hard work results in the right performance?

Some organisations set targets for the following year, however, since the environment and the work tends to change over time, similar to the job description, as mentioned above, then sometimes the targets loose relevance or the targets are fulfilled already mid year, perhaps the projects were easier to finalize, and as such it is important that new targets are set.

Question 4 – How am I performing?

It is one thing to know the responsibilities and the required activities, as well as the expected output, the performance. It is another thing to assess how things are going. Am I performing? And how well am I performing?

The employee has an opinion, but so does the manager, and alignment facilitates a good dialogue.

Firstly, the employee must ensure to form his/her own understanding on the level of performance. Firstly by considering how the performance is measured and whether he/she meets the targets.

Secondly, it is also important to get feedback from the manager to assess the extent of alignment of the employee’s opinion and the manager’s opinion.

One thing is the personal performance, but also in the larger scheme of things, “are we delivering as per the overall purpose?“. For instance the employee delivers well on all personal targets, but overall the department is not meeting its targets, for instance within customer satisfaction, then that needs to be addressed jointly in the team and with the manager. Maybe the targets, or even the tasks, do not properly contribute towards the overall goal, and this must be addressed.

Sometimes there will be a difference in opinion. The employee thinks that he/she has made a stellar performance, whilst the manager will regard it as average. That has got to do with differing expectations or lack of clarity in either responsibilities or performance measurement or reviews. An on going dialogue is the most effective way to manage expectations and create clarity.

Do you get regular and clear feed-back from your manager? And how? Regular feedback is critically important for most employees in order to ensure to manage expectations and create alignment on targets, activities and behaviours.

Question 5 – What am I doing to improve my performance?

We can all get better at what we are doing, and we should strive to improve – for our own sake. So what am I doing to improve? In some cases it is a matter of working harder, going the extra mile so to speak. However, in most cases it is a matter of working smarter, not harder.

So, how do I reflect upon my job, my tasks and activities? Can I do it differently, more effectively? Do I need new training? Do we need to change the process, can we get the person who makes my input to make some changes and thereby make my job better? Can I do some changes in my output which is improving the work of the people who uses my work?

You can argue that any employee has two jobs – the current job plus the job of continuously improving the current job. In some organisations that is already included in the job description and measurements.

Question 6 – What support do I need from my manager to improve my performance?

One of the manager’s most important responsibilities is to ensure that the employees can perform and continuously improve their jobs. This requires that the employee has the right competencies i.e. the right skill-set and training to perform the job. But also the right environment, tools and support. Example: If there are challenges in getting the right input from another department, and the employee has tried in vain, then the manager must step in and take action and help to get this sorted.

Sometimes it is easy to help employees to improve performance, say an accounting employee spends a lot of time reconciling, then two computer screens may be a big facilitator in improving performance and perhaps job satisfaction. But it can also be more complex and requiring cross-functional process changes. For instance if an AP employee spends time on locating the purchase responsible on incoming supplier invoices, the solution may be to get the purchasing functions to inform suppliers to put purchaser’s name or department on the invoice.

Question 7 – What is in it for me, if I do great, good, average or below expectations?

The answer to this question is linked to the very first question i.e. Why is what I do important (for me)?

A pay-check is one answer and continued employment could also be one. Some jobs have bonus and incentives assigned depending on job performance, and some companies base salary increments on past performance, so money is one lever that companies use to try and secure best possible performance, although a number of studies show that there is no link between incentive and performance, but that discussion is not the purpose of the article.

Clearly, personal fulfilment from the feeling of doing a good job is important for most employees, but the positive recognition from management and peers is also a motivator for most people.

There may also be opportunities for promotion either into another position or by getting more interesting and challenging tasks and activities in the current position. Both may come with company supported education and courses, which may improve future employ ability and improved CV.

The above primarily goes for above average and great performances. If on the other hand the performance is below expectations and below average, then both management and employee need to do some soul searching.

First consider why the employee is performing poorly. Assuming all the preceding questions have been properly asked and answered i.e. purpose is clear, responsibilities are clear and performance requirements are clear and aligned, then have a conversation about why the performance is poor. Is it lack of skills, poor cooperation in the team, bad attitude on behalf of the employee or something else. On the basis of this it is the manager’s responsibility to put actions in motion to improve the situation, as also clarified in a previous question. However, sometimes it ends up with letting the employee leave the position.

Conclusion

For the employee it is important that the “Why this job is important for me?” is fulfilled. If it is not, then nobody gains and it is a lose-lose situation, because an unsatisfied employee is bad for business. So even if all 6 preceding questions have been asked and answered positively, and the manager has maintained a good feedback loop there may still be dissatisfaction and sometimes it is because the employee changes opinion in terms of what is important, but it can also be matters beyond the manager’s sphere of influence, so the above 7 questions do not solve all things, but it is a good start.

From a managerial perspective I venture that the 7 questions form a strong framework for focused employee-manager conversations, and it will work whether you have weekly, fortnightly, monthly, quarterly or annual one-to-one conversations, appraisals, performance reviews or whichever label is used in your organisation. The more frequent the conversation, the more emphasis on questions surrounding the actual performance, but do not forget to bring the other questions into play now and again. The conversations shall consider the employee’s seniority, maturity and competence into consideration, as well as attitude, as is the point of situational leadership.

Whatever you decide as manager, make sure to schedule regular meetings and stick to it, even if there is very little to review, you can always benefit from getting to know your employees a little bit better, so use the framework. You do not want to be in a situation where you only have a conversation with your employees, when there are problems.

Further Reflection – Is this all there is to good people management?

Is this all there is to it? As said above it is not. This is just one tool in establishing a structure towards an effective dialogue in the employee-manager relationship, and a model for analysis of your work-life or the work-life of your employees, which can create a foundation to build on. Other steps deal with creating strong and trusting teams and of improving one’s own leadership towards transformational leadership.

Several thinkers claim, that in order for people to be truly happy at work, three fundamentals must be achieved for the individual – Purpose, Hope and Friendships. This speaks to purpose of company and organisation and individual and the opportunity to improve on the individual’s situation and the social aspects, the sense of belonging.

As an employee what is your take on the 7 questions? Can you answer these for yourself and does it make sense for you? Is there anything you will change from now on?

As a manager what is your take on the 7 questions? Have you ensured that your employees have clarity of purpose in their roles, the employees understand how you evaluate their performance and do you perform regular feedback to the employees? Is there anything you will change as a result? Or do you subscribe to a different way of managing the important employee-manager relationship?

WHAT RECRUITERS THINK WHEN JOB SEEKERS ARE UNSUCCESSFUL?

Recruiters may seem intimidating, but they genuinely want the best for both candidates and the company. Good recruiters want you to have the best experience possible during the application and interview process–but even though they want the best for you, there are some things that they just can’t share.

Salary bands, candidate competition, internal HR tactics –let’s just call them trade secrets. They are the confidential information that, unfortunately, recruiters cannot divulge.

To get to the truth, we reached out to Omer Molad, CEO/founder of Vervoe, a recruiting company that replaces face-to-face interviews with online simulations for small- and medium-sized businesses. Molad built his business on the premise HR hiring is painful, and he has unique insight into the frustrations and insights of recruiters.

Here are a few of the secrets that Molad says recruiters won’t tell you, but really want to.

1. “We Could Have Gone Higher If You Had Negotiated”

Salary negotiations are like a game of poker–both job seekers and recruiters are trying to maintain control and win the hand. “Very few (if any) recruiters will be so bold as to say, ‘We took advantage of you and we don’t value you highly,’” says Molad. In fact, there is often a salary band or range that recruiters have for each role. Their initial salary offer is very rarely at the top of their salary band, so base pay–as well as benefits like vacation days, work hours, etc.–can usually be negotiated.

Glassdoor’s chief reputation officer, Dawn Lyon, says, “An offer is an offer, and very few employers expect you to take the first one out of the gate. So come to the table expecting to negotiate. Don’t just ask for more, but do so intelligently, with real numbers to support your argument. Use your research to put together a case for more base salary or a signing bonus, because if you don’t ask, you most definitely won’t get it.”

2. “Don’t Go Overboard With Buzzwords, We Can Tell”

It’s smart to include keywords in your resume and to come off as knowledgeable about your particular industry. However, “Don’t try to look smarter than you really are,” says Molad unabashedly. Authenticity is key. Recruiters and employers want your personality to shine–not your ability to throw out words and phrases like “synergy,” “move the needle,” “ROI,”feed the funnel,” etc.

“It’s not about specific questions or answers that stand out, but rather the candidates who display a great deal of passion about what they do that really stand above the rest,” says employer Academy Sports + Outdoors.

3. “You Never Had A Chance After That Bad First Impression”

Your mother was right: First impressions are everything. And according to Molad, few recruiters can get past a bad first impression. Unreturned phone calls, poor manners, and clumsy interviews will all hurt your chances of moving on to the next round. Hiring managers and recruiters will bite their tongues, fighting back the desire to say, “We just don’t like you,” says Molad. However, take it from us: You must really dazzle if you’d like to make up for a rocky first impression.

“Interviewers often care more about the likability of entry-level candidates than whether or not they’re actually qualified for the job,” says career coach Peter Yang. “This is because the person interviewing you will often also be your future boss and mentor, so it makes perfect sense that they would want to hire someone whom they personally like and want to work with. A strong interview performance means establishing a strong connection with your interviewer. Try to show off your personality instead of just answering questions robotically. You can even get a bit personal if you’d like to.”

4. “Your References Were Not Very Flattering”

If a recruiter or hiring manager had doubts about you, they won’t let you know if unflattering references just confirmed their doubts, Molad says. “Your references should talk about your strengths in specific situations– not just basic information,” adds HR expert Jordan Perez. “[References] should be ready to provide examples of actual projects where you exceeded expectations. Your reference should easily cite one or two situations that highlight your strengths.”

“Bad references can ruin your candidacy as much as good ones can strengthen it,” says Sam Keefe, digital marketing manager at AVID Technical Resources. Her advice to ensure that only the good shines through? “Give only references who will say positive things about you. Work hard to build good working relationships with coworkers and bosses.”

5. “I Back-Channeled You, And Found Out The Truth”

Backdoor references, or back-channeling, is one of the sneaky ways hiring managers and recruiters gather more information about you–it refers to when employers reach out to mutual connections in order to get their honest opinion of you. “This phenomenon is even more prevalent in the last five years or so because of LinkedIn’s growing popularity,” says Keefe. “Even if you choose not to give anybody there as a reference, backdoor references can reveal the skeletons in your closet. Backdoor references can be especially common when you’re looking for a job in sectors like tech.”

6. “We Already Gave The Job To an In-House Employee”

Unfortunately, it’s perfectly legal to advertise a job that is almost certain to be filled by an insider. In fact, some research has shown that internal hires generally perform better than external ones. However, “phantom jobs” can be downright annoying when you’re looking for a new position. Even though federal labor rules don’t require employers to post openings, many HR departments require roles to be listed on a job board for some period of time to ensure a fair hiring process. Therefore, Molad says, don’t expect recruiters to come right out and say, “It was a beauty parade to show management we ran a process, but it was a sham and you were never really considered.”

Source: http://bit.ly/2xDv6a2

Competition Or Collaboration: Which Will Help Your Team Produce The Best Results?

It’s a question C-suite executives are asking with more frequency — perhaps because reported rivalries among White House staffers have them wondering about the most effective approach for their own leadership teams. Does encouraging rivalry result in everyone bringing their A-game?

When the executives I work with ask me this question, I answer by sharing a story from my own personal experience.

At one point in my career, I worked for an organization where the CEO created intense competition among the leadership team. He even hired two people to do the same job and didn’t tell them. His intention was to decide which one was best and to fire the other.

Did the tactic work?

Hardly. Instead it created a culture of back stabbing, in-fighting and resource hoarding. No one on the leadership team trusted each other. I watched talented people walk out the door, and then I did the same.

If you want to create a culture that will produce breakthrough results, collaboration trumps competition by a long shot. You want people to understand what their individual strengths are so they can pool those strengths and move toward a common vision.

Once collaboration is in place, people are much more trusting of each other, more willing to stretch themselves and more likely to create amazing results.

The opposite happens when competition starts showing up. People hoard systems, information and support staff. They’re less likely to share all kinds of resources — physical and intellectual. Those who see solutions for problems don’t share them until they can be sure they’ll get the credit. It’s impossible to get to the best ideas when people refuse to share and work through thinking together.

When competition is in play, people don’t trust each other enough to authentically create stretch goals that will enable everyone to grow beyond where they are now.

If you sincerely want a group of people to be high-performing together, you don’t want to create a culture of internal competition within the team.

That being said, I have seen other organizations who use healthy competition between teams to produce cutting-edge ideas. In these cases, two or three teams were charged with doing the exact same thing. They knew the other teams existed, but these teams didn’t share resources (budget, people or ideas) across the groups. Each team wanted to get to the end result on its own to be the winner.

This kind of competition between teams can create an intensity that generates powerful results for an organization. When you do this, you need to be transparent, and you want to clearly establish that they’re all working toward the same goal that will ultimately benefit the whole company and everyone in it. It’s also a good idea to let people know ahead of time that those teams will be shuffled up into new groups when the competition is over and then everyone will be expected to share best practices with each other.

Ultimately, you want to create a workplace culture where people freely share information, opinions and perspectives. The best way to achieve that is through building trust and emphasizing collaboration, not competition.

Source: http://bit.ly/2x1ASPH

‘Blind Hiring’ Slowly Gaining Ground In India

 

To avoid biases related to region and gender, among others, organisations are now plumping for a ‘blind hiring’ strategy – where the focus is on recruiting a candidate with the right skill set – say industry experts. Blind hiring is a process of recruitment where the premium is on skills and abilities rather than on soft skills, culture-fit and factors like region and gender. “This method is slowly gaining ground in India, especially when a number of vacancies are to be filled and the role is at the entry level,” CIEL HR Services CEO Aditya Narayan Mishra told news agency Press Trust of India here.

However, he said mid to senior roles call for a good assessment of culture fit and the applicants want face to face interactions with their potential boss.

“Given the impact a mid-level or a senior role produces in an organisation, it is important that the best get hired and the offered candidate has a realistic preview of the job. Hence, blind hiring is not practised for these roles yet,” he added.

Making a similar point, TeamLease Services vice-president-recruitment services Ajay Shah opined that blind hiring will lead to impartial selection, personal bias removal, gender parity, workplace diversity and development of a skill-based meritocratic organisation.

“Corporate India is already seeing dearth in employable talent and this may also be due to its conventional methods and expectations. Adoption of this method will definitely bring in a different perspective and will increase the scope of talent pool in India,” he explained.

However, he said, as firms in India have been using conventional recruitment or interviews for years, this radical change on hiring will have its own challenges and a large workforce might make it more time-consuming and bulky.

Michael Page India director Anshul Lodha said this concept will work well for large business houses in India, large financial services companies and any organisation that is looking to hire mid-level employees in a large capacity.

“Speaking from experience, blind hiring is suitable for candidates who are applying for mid- to senior-level jobs as opposed to entry-level ones. For instance, in cases of campus recruitment, it is essential to take into consideration the educational background of the candidate to understand and gauge their level of exposure,” he added.

According to GlobalHunt managing director Sunil Goel, this has usually been followed partially where company do contract hiring for skilled workforce to complete task with specific skills.

“This trend will be more evident in technology and new age businesses targeting those segments who do not want long term commitment with the firm,” he added.

Source: http://bit.ly/2xV9Zfw

What HR Look For When Assessing A Candidate’s Job Fit

I’m learning the art of hiring. And every time I run a search for a client, I learn the craft a little more. Now that we have interviewed over 10,000 interviews,  I’m beginning to ask three basic questions about job fit as I assess a candidate for a particular job.

When I sit down with a candidate, I can tell pretty quickly if they’ve thought long and hard about the role and if it’s a good fit for them. It’s not that I’m smarter than anyone else; I just have a lot of reps under my belt when it comes to reading people quickly.

When I’m interviewing a candidate, these are some of the main categories I’m listening for in order to see if they are just applying to any job that comes their way or if they are intentionally thinking about job fit.

  1. Has their previous experience prepared them for this role?

I participated in the #AskForbes twitter chat a couple weeks ago. One of the questions that got a ton of engagement was about hiring for education versus hiring for experience. While I do think education is important and and can be immensely helpful, I would choose experience every time.

I believe size and scope of previous experience is one of the key determining characteristics for success in a future role. As the saying goes, “Past performance is the best indicator of future behavior.” While a few business writers might disagree, I’ve seen this truth played out time and time again.

It’s also important to note that the saying is “past performance,” not past success. In fact, I love asking people to tell me about a time they failed and what they learned from it. Hearing their story helps me understand what behavior they displayed when they failed. Did they take responsibility, fix the failure, and grow from the experience, or did they blame-shift and play the victim?

I’m not looking for someone who has a 100% success rate doing the exact same role. I’m looking for someone who has a track record of positivity, problem-solving, and growth when facing new challenges.

  1. Have they developed themselves and the people around them?

Not everyone on your staff needs to desire to lead a team. Every team needs both great leaders and great followers. However, I would argue that now more than ever, soft skills are vital to becoming an irreplaceable team member.

When I’m interviewing a candidate, I’m looking for someone who genuinely enjoys helping people find solutions, because whether you work for a church or for a tech startup, ultimately, we’re all helping people find solutions. I believe this so strongly, that “solution-side living” is one of the core values at my company.

I see way too many people make the mistake of judging a candidate solely based on output. While results are important (see my point above), I believe that it’s invaluable to hire team members who value people and investing in them.

  1. Does the organizational culture match the candidate’s wiring?

I’ve said it before, and I’ll say it a million times: Culture trumps competency every time. When I’m interviewing a candidate, I’m looking for someone who has researched the organization, evaluated its culture, and has the self awareness to know whether it matches their own wiring.

Questions like, “This is a well-established organization of fifty years. I like to move pretty fast. Do you think that will be a problem?” or, “I’m big on systems and processes. I noticed this is a young company. Do they have sustainable systems and processes in place to support long-term growth?” show me the candidate is being discerning about the organizational culture and whether or not it would be a fit for them.

Both the employer and potential employees need to spend a lot of time and energy assessing culture fit in order to ensure it’s a good fit for both parties. If a culture fit isn’t there between the company and the candidate, both parties should have the wisdom to walk away.

The more a candidate can honestly evaluate their own experience and articulate it to me, the more realistic the expectations of both parties are throughout the interviewing and hiring process. If you look for candidates who are intentionally considering culture, chemistry, and competency fit throughout their job search, you’re much more likely to hire people with the discernment and soft skills to help take both them and your organization to the next level.

 

 

Source: http://bit.ly/2eIamSU