So, job searches can take time and here's this neighbor/nephew/bank teller who you think has a lot on the ball. Should you just hire someone you know and get it over with?
Well .. maybe. If you've read my prior blogs you know the answer, "What is the job and what kind of person do you need to fill it?" Most companies, particularly in this economy can't afford to hire a great person just to get him or her on board. Before you hire anyone -- make sure you know what problem he or she will solve, what hole she or he will fill, and how well this person will fit with the current team.
Before any hire, start at the beginning ask all the questions you would ask before you write an ad, talk with staff and managers, sit and really think about the best use of this position and those salary dollars. Take the time to get a true understanding of the job and who you need in the position.
Then, if you think an in-house candidate or someone you know could do that job, work well with you or the department manager and be a good fit with your team, then show your target candidate the job description and ask if there is some interest in the position. If not, move on. You do not want to move a well-liked, successful employee into a position that isn't a good fit or isn't in the direction of his or her goals. If the new job doesn't work out for that person, you could have two positions to fill! Similarly, you don't want to damage a good personal relationship, or cause someone to leave a job for one that doesn't last because you pushed them into the wrong position.
Then, while you don't have to do a full search, I would suggest that you put this target candidate through the entire cover letter, resume, and interview process. Then, if it seems like a good move for all, offer her or him the job. This whole process can take a week or less -- two at the most -- and will certainly save you time and money - if you take the time at the start to determine what skills and attributes the best candidate needs to succeed. Remember, the goal is to Hire Well and Get it Right the First Time.
Wednesday, December 31, 2008
Sunday, December 21, 2008
Why You Hired the Wrong Candidate
Recently, two of my clients informed me that they had to fire the new employee. Since I offer an unconditional 90 day guarantee, that means that I will immediately re-post the jobs and begin a new search for each position.
But first I evaluate the steps that led us to the wrong hire. What happened? How can we fix it?
In both cases, we were missing a key element of the job. Each of these clients neglected to let me know the importance of one basic job duty. One of my questions to employers is, "In order of importance, please list the duties of this job." I wrote the ads, the interviews, and the reference checks based on the most important duties listed. I counseled my clients as to the suitability of each candidate based on the duties listed. Then, the candidates each got fired because they couldn't perform a much needed and basic skill.
As a small company grows and hires new managers it is easy for an employer to focus on the higher level skills and attributes, perhaps on tasks that they themselves want to give up. In the excitement, something may get lost in translation -- what are the basic skills that you bring to the table that this new person must as well?
It doesn't go without saying. You must have a detailed description of the best candidate. You must know which attributes are the most important and which can be learned on the job. If you don't know who you are looking for -- how will you know when you have found him or her?
Take time, involve other managers and staff, and make sure have an excellent understanding of your needs prior to posting the job. It will help you hire well and get it right the first time.
But first I evaluate the steps that led us to the wrong hire. What happened? How can we fix it?
In both cases, we were missing a key element of the job. Each of these clients neglected to let me know the importance of one basic job duty. One of my questions to employers is, "In order of importance, please list the duties of this job." I wrote the ads, the interviews, and the reference checks based on the most important duties listed. I counseled my clients as to the suitability of each candidate based on the duties listed. Then, the candidates each got fired because they couldn't perform a much needed and basic skill.
As a small company grows and hires new managers it is easy for an employer to focus on the higher level skills and attributes, perhaps on tasks that they themselves want to give up. In the excitement, something may get lost in translation -- what are the basic skills that you bring to the table that this new person must as well?
It doesn't go without saying. You must have a detailed description of the best candidate. You must know which attributes are the most important and which can be learned on the job. If you don't know who you are looking for -- how will you know when you have found him or her?
Take time, involve other managers and staff, and make sure have an excellent understanding of your needs prior to posting the job. It will help you hire well and get it right the first time.
Friday, December 12, 2008
What Not To Do During a Job Search
Yesterday, a young man who had applied for a position with one of my clients was not happy with the response. I had conducted a phone interview and forwarded his information - cover letter, resume, and phone screen to the client with information for 8 other candidates. They did not choose to interview him -- and that is certainly their prerogative. He was not happy and felt that I had undermined his candidacy.
Generally, the people who have gotten mad at me are those who were informed that I can't move them forward, and it is clear that I am the blockade. Since starting Hire Well, I can think of two such candidates who have been angry and spoken very inappropriately to me when I refused to interview them. Yesterday's candidate reached a new low.
In his phone message, he firmly expressed his dismay in a businesslike manner and ended with his wish that I have a "Merry Christmas". Evidently he felt that didn't go far enough so he then wrote an angry email that -- among other things -- accused me of not having my "stuff" together because I was obviously going through menopause and having hot flashes which caused me to make mistakes. He of course also assured me that he would never apply to one of my jobs again. Good.
It was nice of him to reaffirm that my client made the right decision. They would certainly not want to hire someone with such poor judgement -- and they have some staff members who are women near my age, so I am sure he wouldn't want to work with them, either.
So, for candidates:
1. Unfortunately, you do not know who you are competing with. We do. While the job ad and description may be "written for you", we need to make our decisions by comparing all of the candidates and choosing those who seem to best fit our needs and our team.
2. We understand that these are trying economic times and you may be anxious. Express that with friends and counselors, not with those who can help you get a position.
3. Never, ever put such nasty, ill advised thoughts in writing. Emails last a lot longer than phone conversations -- and they have your name on them.
Generally, the people who have gotten mad at me are those who were informed that I can't move them forward, and it is clear that I am the blockade. Since starting Hire Well, I can think of two such candidates who have been angry and spoken very inappropriately to me when I refused to interview them. Yesterday's candidate reached a new low.
In his phone message, he firmly expressed his dismay in a businesslike manner and ended with his wish that I have a "Merry Christmas". Evidently he felt that didn't go far enough so he then wrote an angry email that -- among other things -- accused me of not having my "stuff" together because I was obviously going through menopause and having hot flashes which caused me to make mistakes. He of course also assured me that he would never apply to one of my jobs again. Good.
It was nice of him to reaffirm that my client made the right decision. They would certainly not want to hire someone with such poor judgement -- and they have some staff members who are women near my age, so I am sure he wouldn't want to work with them, either.
So, for candidates:
1. Unfortunately, you do not know who you are competing with. We do. While the job ad and description may be "written for you", we need to make our decisions by comparing all of the candidates and choosing those who seem to best fit our needs and our team.
2. We understand that these are trying economic times and you may be anxious. Express that with friends and counselors, not with those who can help you get a position.
3. Never, ever put such nasty, ill advised thoughts in writing. Emails last a lot longer than phone conversations -- and they have your name on them.
Wednesday, December 10, 2008
How to Respond to Candidates
Wow -- in this market, we who advertise jobs can get a lot of resumes!
Unfortunately, many of them are from candidates who do not meet the requirements of the particular job. As more people lose their job they cast a wider net in order to find employment. That is understandable, but can create a lot more work for those on my end of the exchange.
If you receive the resumes for your company -- how do you respond? Increasingly, the candidates I speak to say that they generally get no response at all. That is unfortunate and can create a negative impression of your company. On the other hand, one candidate today told me that he got a typed personal letter in response. That is simply amazing -- and not at all required.
While I certainly don't respond with a typed personal letter, I do try to make sure that every candidate does hear from me. As I can have 10 or more jobs posted at one time, it makes sense to streamline the process a bit.
1. I do not respond upon receipt of an emailed resume.
2. When I have reviewed the resumes (generally and ideally no more than 3 weeks after it has been sent to me) I respond with one of two auto text messages. Each candidate receives either a note that is a polite no thank you, or a note requesting time for a phone interview.
3. After the phone interviews,if the client does not want to interview a candidate, I call him or her to relay that information. Of course they get an immediate call or email if the client wants an in-house interview.
This system is a polite, fair way to correspond with the candidates and to let them know where they stand. Every company that posts jobs should develop a process that works for them -- and that informs the candidates of their status. It's the right thing to do.
Unfortunately, many of them are from candidates who do not meet the requirements of the particular job. As more people lose their job they cast a wider net in order to find employment. That is understandable, but can create a lot more work for those on my end of the exchange.
If you receive the resumes for your company -- how do you respond? Increasingly, the candidates I speak to say that they generally get no response at all. That is unfortunate and can create a negative impression of your company. On the other hand, one candidate today told me that he got a typed personal letter in response. That is simply amazing -- and not at all required.
While I certainly don't respond with a typed personal letter, I do try to make sure that every candidate does hear from me. As I can have 10 or more jobs posted at one time, it makes sense to streamline the process a bit.
1. I do not respond upon receipt of an emailed resume.
2. When I have reviewed the resumes (generally and ideally no more than 3 weeks after it has been sent to me) I respond with one of two auto text messages. Each candidate receives either a note that is a polite no thank you, or a note requesting time for a phone interview.
3. After the phone interviews,if the client does not want to interview a candidate, I call him or her to relay that information. Of course they get an immediate call or email if the client wants an in-house interview.
This system is a polite, fair way to correspond with the candidates and to let them know where they stand. Every company that posts jobs should develop a process that works for them -- and that informs the candidates of their status. It's the right thing to do.
Monday, December 8, 2008
Cover Letters
When it comes to cover letters, think of me as your 4th grade teacher. Mine was Miss Rollins -- and she was something -- fair, tough, and a stickler for grammar, spelling, and punctuation.
When my clients have jobs that require the successful candidate to write business documents I always require a cover letter. When the position requires professional writing skills, such as a marketing position, the cover letter is even more important. Each job position will emphasize that a cover letter is required and candidates who send resumes without covers will not be moved forward.
A candidate recently applied to two different jobs I have posted and his cover letters consisted mainly of my own bullet points preceded by a statement that he met all of the qualifications. That is not an adequate or helpful cover letter. He did not address our most important needs, he did not show how his diverse background could be used in this position, he did nothing to take what was on his resume and relate that experience to this job. Those are the things I look for in a cover letter.
If you send me a cover letter and resume, you don't have to please Miss Rollins -- and for that you should be grateful.
When my clients have jobs that require the successful candidate to write business documents I always require a cover letter. When the position requires professional writing skills, such as a marketing position, the cover letter is even more important. Each job position will emphasize that a cover letter is required and candidates who send resumes without covers will not be moved forward.
A candidate recently applied to two different jobs I have posted and his cover letters consisted mainly of my own bullet points preceded by a statement that he met all of the qualifications. That is not an adequate or helpful cover letter. He did not address our most important needs, he did not show how his diverse background could be used in this position, he did nothing to take what was on his resume and relate that experience to this job. Those are the things I look for in a cover letter.
If you send me a cover letter and resume, you don't have to please Miss Rollins -- and for that you should be grateful.
Blogging Along
"Do you Blog?" Asks one of my Linked In friends. Well, that is a good question. I have a blog but have not updated it lately and know that is not a good way to use a blog. Lynnelle Wilson of Bold Vision Consulting gave me a wonderful reason to blog during her Web 2.0 Seminar in November. Still my blog sits, waiting for me to write something relevant. How about a "tween" resolution? Right now, tween Thanksgiving and the Holidays, I make a resolution to blog a few times a week. In this market -- there are actually plenty of topics regarding hiring employees and finding a job.
Yes, I blog. And I will do so more often.
Yes, I blog. And I will do so more often.
Tuesday, October 28, 2008
What to do with all those applicants?
Hiring in this economy can be a challenge and can take more time than you expect or want. I just spoke with a sales manager who was pleasantly surprised by the number of applicants -- and very disappointed by the skills and experience of most of them. Here are a few quick ideas I gave her to help her move the process forward to the in-house interview stage.
1. Create a spreadsheet with a column for every important skill or attribute and evaluate the possible candidates for each attribute.
2. Set aside a few hours each week to evaluate the new candidates. Don't let them stack up to impossible numbers. Once you get going you can get through 10 an hour, so it needn't take long.
3. Don't waste time evaluating those who don't meet the minimum requirements. They may include people who don't write a grammatical cover letter - or any cover letter at all. If you require a cover letter (and you should for any position that requires the successful candidate to write emails or letters or ad copy or marketing pieces --or any important document for the company)then do not accept any resume that does not include a cover letter. If they need QuickBooks experience and don't have it, if they must have a college degree and don't have one -- then just send them a nice no-thank you and move on to the next candidate.
4. Do send every applicant a response. Create a "No-Thank-You" notice in clipboard or auto-text and send it to every candidate you will not move forward. Why should you take the time to send "No Thank You" notes? First of all, it is simply polite. You have asked them to submit a resume and cover letter, let them know that it was received and evaluated. Secondly, it will save you time from answering phone calls and emails from candidates who want to know, "Did you get my resume?" Finally, if your name and your company name is listed in the ad, you will want to create a positive impression by sending a polite response.
5. Phone screen the best candidates. Create a scripted phone screen and ask every candidate the same questions. Take down the answers to the best of your ability and you will have a way to evaluate their phone skills and their experiences and qualifications prior to a face-to-face meeting.
Now you can decide who to bring in for an in-person interview. More on that in the next blog.
1. Create a spreadsheet with a column for every important skill or attribute and evaluate the possible candidates for each attribute.
2. Set aside a few hours each week to evaluate the new candidates. Don't let them stack up to impossible numbers. Once you get going you can get through 10 an hour, so it needn't take long.
3. Don't waste time evaluating those who don't meet the minimum requirements. They may include people who don't write a grammatical cover letter - or any cover letter at all. If you require a cover letter (and you should for any position that requires the successful candidate to write emails or letters or ad copy or marketing pieces --or any important document for the company)then do not accept any resume that does not include a cover letter. If they need QuickBooks experience and don't have it, if they must have a college degree and don't have one -- then just send them a nice no-thank you and move on to the next candidate.
4. Do send every applicant a response. Create a "No-Thank-You" notice in clipboard or auto-text and send it to every candidate you will not move forward. Why should you take the time to send "No Thank You" notes? First of all, it is simply polite. You have asked them to submit a resume and cover letter, let them know that it was received and evaluated. Secondly, it will save you time from answering phone calls and emails from candidates who want to know, "Did you get my resume?" Finally, if your name and your company name is listed in the ad, you will want to create a positive impression by sending a polite response.
5. Phone screen the best candidates. Create a scripted phone screen and ask every candidate the same questions. Take down the answers to the best of your ability and you will have a way to evaluate their phone skills and their experiences and qualifications prior to a face-to-face meeting.
Now you can decide who to bring in for an in-person interview. More on that in the next blog.
Monday, October 6, 2008
LinkedIn, Skyping, and Getting it Done
Whew. More on technology -- and more on asking for help. In my previous post I discussed my current effort to get answers about Gmail, Google Applications and other tools that may help my business. The questions started from a conversation I had with my stepson, Mo. That led me to spend copious amounts of time examining Google and seeking product reviews. Then it hit me... as a member of LinkedIn perhaps I could use this network I had developed and ask for advice. So, last Friday I signed into my LinkedIn account and posted a question.
By Sunday morning I had received 11 thoughtful answers from real business owners. I was amazed. Some of those answers I forwarded to Mo and we had a terrific Skype conversation this morning. I'm making decisions and moving forward and - thanks to technology -- the decisions are informed and the action plan not overwhelming. I am really grateful to the person who told me not to try to link my email addresses to Gmail myself. And I'm even more grateful that our son volunteered to do that job. I have made a choice, and have three action steps to complete. That's progress.
Now, back to my real job. Resumes anyone?
By Sunday morning I had received 11 thoughtful answers from real business owners. I was amazed. Some of those answers I forwarded to Mo and we had a terrific Skype conversation this morning. I'm making decisions and moving forward and - thanks to technology -- the decisions are informed and the action plan not overwhelming. I am really grateful to the person who told me not to try to link my email addresses to Gmail myself. And I'm even more grateful that our son volunteered to do that job. I have made a choice, and have three action steps to complete. That's progress.
Now, back to my real job. Resumes anyone?
Thursday, October 2, 2008
To Google or Not to Google? That is the question.
Oh my.
As a sole proprietor (AKA The Boss), one of my continual challenges is keeping up with technology. That was a different sort of challenge with my last employer, who hated the Web and though it was just a fad. There, my choices were very limited. Now I'm The Boss and I can do whatever I want -- I just have to figure out what that is and how it will work for my business. I've found that we "early boomers" who do not work in technology industries, but who have mastered PCs or Macs -- or both -- have to work a bit harder to keep up with new options. I am not an early adopter. I'm a middle aged adopter and I often need help.
Now, our son Mo tells me to "Get out of Outlook!" As I am preparing to hire 2 employees for my virtual business within the next year, he suggests that I move all email to Gmail, sign up for Google Apps and "simplify". Right. Simplifying like that isn't easy or simple. As The Boss -- I have to make sure I know what I need for applications and how they have to work for my business. (Auto Text, anyone?) I then need to find out whether and how Google would better serve my needs -- or decide on something else. The biggest challenge will be that the switch to whatever application I pick will be up to me.
Mo made a strong case this weekend, but he lives in Santa Cruz, I'm in Maine and he doesn't know as much about my business as he does about his clients in California. Plus -- they have him and I don't! So, in addition to doing what I do (Maine's best Hiring Consultant), marketing what I do, and planning for growth I have to research my options. That means I have spent time Googling for answers and reading conflicting blogs and articles. I will talk with anyone who has an opinion and ultimately make my own choice. Then I have to make that choice work.
It isn't what I signed up for when I started Hire Well nearly 3 years ago. But it is definitely part of being The Boss. Stay tuned.
As a sole proprietor (AKA The Boss), one of my continual challenges is keeping up with technology. That was a different sort of challenge with my last employer, who hated the Web and though it was just a fad. There, my choices were very limited. Now I'm The Boss and I can do whatever I want -- I just have to figure out what that is and how it will work for my business. I've found that we "early boomers" who do not work in technology industries, but who have mastered PCs or Macs -- or both -- have to work a bit harder to keep up with new options. I am not an early adopter. I'm a middle aged adopter and I often need help.
Now, our son Mo tells me to "Get out of Outlook!" As I am preparing to hire 2 employees for my virtual business within the next year, he suggests that I move all email to Gmail, sign up for Google Apps and "simplify". Right. Simplifying like that isn't easy or simple. As The Boss -- I have to make sure I know what I need for applications and how they have to work for my business. (Auto Text, anyone?) I then need to find out whether and how Google would better serve my needs -- or decide on something else. The biggest challenge will be that the switch to whatever application I pick will be up to me.
Mo made a strong case this weekend, but he lives in Santa Cruz, I'm in Maine and he doesn't know as much about my business as he does about his clients in California. Plus -- they have him and I don't! So, in addition to doing what I do (Maine's best Hiring Consultant), marketing what I do, and planning for growth I have to research my options. That means I have spent time Googling for answers and reading conflicting blogs and articles. I will talk with anyone who has an opinion and ultimately make my own choice. Then I have to make that choice work.
It isn't what I signed up for when I started Hire Well nearly 3 years ago. But it is definitely part of being The Boss. Stay tuned.
Sunday, May 18, 2008
Bird in the Hand Syndrome
Over the past two months, it has taken a lot longer to find the best available candidates for a number of positions. One of my clients expressed his frustration and said, "I don't understand it! Millions of people are being laid off and I can't find anyone for this job." I gently reminded him that we don't have millions of people in Maine (1.4 million or thereabouts); and that many Maine companies are not laying off.
Instead of having more candidates -- we are seeing fewer this year. Why? Well, often the best candidates are those who are currently working and quietly looking. They have not great need to make a move but search the job postings periodically looking for the next logical step in their career. These workers have also heard the doom and gloom news stories and reports of lay-offs. To them, it seems safer to stay where they are than move to a new company. It's the "Bird in the Hand Syndrome".
Normally, I tell my clients that it takes 3 weeks to find the best candidates. Now, it can take up to 5 or 6 weeks. While this can be a burden on owners, managers and current staff, it is still preferable to rushing the process and hiring the wrong candidate. Take time, Hire Well, and get it right the first time.
Instead of having more candidates -- we are seeing fewer this year. Why? Well, often the best candidates are those who are currently working and quietly looking. They have not great need to make a move but search the job postings periodically looking for the next logical step in their career. These workers have also heard the doom and gloom news stories and reports of lay-offs. To them, it seems safer to stay where they are than move to a new company. It's the "Bird in the Hand Syndrome".
Normally, I tell my clients that it takes 3 weeks to find the best candidates. Now, it can take up to 5 or 6 weeks. While this can be a burden on owners, managers and current staff, it is still preferable to rushing the process and hiring the wrong candidate. Take time, Hire Well, and get it right the first time.
Monday, March 3, 2008
Stop Dithering on Employee Decisions
The comics are the first thing we read in the Sunday paper. We enjoy a number of the strips because we can relate to the topics and the humor often hits a bit close to home or office. This past Sunday, I was especially intrigued by the Blondie comic which first of all served to remind us why Dagwood's boss is named "Mr. Dithers".
To dither is to be nervously irresolute in acting or doing. The first 4 panels of the strip take place in Mr. Dithers' office, where he is exclaiming to himself on the poor work done by Dagwood saying, "This contract Bumstead put together has more holes in it that a piece of Swiss cheese!" In the next panel he decides to fire Dagwood, only to talk himself out of it in the following panel, saying, "On the other hand, if I do fire Bumstead, there's no guarantee that I'll find somebody else who would take the kind of guff I dish out."
He decides that Dagwood has him over a barrel and storms into his office screaming, "Bumstead! You really take the cake, you know that?!!" then wheels and stalks out. In the final panel, Dagwood -- feet on his desk and reading the newspaper --- looks at us and asks, "I wonder what that was all about?"
Unfortunately, many small business owners can relate to the conversation Mr. Dithers had with himself. Often they will admit to hiring too quickly and keeping the wrong person much too long. While Mr. Dithers' management style certainly leaves a lot to be desired and may reduce the number of top employees who will stay, let's set that aside and assume that you do provide your employees with direction and constructive feedback.
Are you hiring the people who can help move your company forward? Or are you dithering about whether to keep someone who is not a good fit because you don't want to take the time and trouble of hiring a new person? Hiring Well takes time -- but keeping the wrong person takes even more time and energy and doesn't really do you or him any favors.
So, stop dithering. If someone is not a good fit with your organization, or has not been able to develop the required skill sets – then it is time to replace that person. To help make your decision, document the employee’s transgressions and inadequacies. Is he unable or unwilling to learn the software? Is she chronically late to work? Take note of when each problem has occurred, how and when you have discussed it with the employee, and whether he or she made a real effort to change. Often you will find that things are worse than you anticipated, time and money are being wasted, and company morale is suffering.
Once you’ve made the decision to shift someone into a new position or to let him or her go, work with your management staff to define the position and the type of person who really would be a good fit. Then take the time to find the best person available to meet your needs.
Stop dithering on employee issues. Hire Well and you will be amazed at how much more productive you and your staff will be.
To dither is to be nervously irresolute in acting or doing. The first 4 panels of the strip take place in Mr. Dithers' office, where he is exclaiming to himself on the poor work done by Dagwood saying, "This contract Bumstead put together has more holes in it that a piece of Swiss cheese!" In the next panel he decides to fire Dagwood, only to talk himself out of it in the following panel, saying, "On the other hand, if I do fire Bumstead, there's no guarantee that I'll find somebody else who would take the kind of guff I dish out."
He decides that Dagwood has him over a barrel and storms into his office screaming, "Bumstead! You really take the cake, you know that?!!" then wheels and stalks out. In the final panel, Dagwood -- feet on his desk and reading the newspaper --- looks at us and asks, "I wonder what that was all about?"
Unfortunately, many small business owners can relate to the conversation Mr. Dithers had with himself. Often they will admit to hiring too quickly and keeping the wrong person much too long. While Mr. Dithers' management style certainly leaves a lot to be desired and may reduce the number of top employees who will stay, let's set that aside and assume that you do provide your employees with direction and constructive feedback.
Are you hiring the people who can help move your company forward? Or are you dithering about whether to keep someone who is not a good fit because you don't want to take the time and trouble of hiring a new person? Hiring Well takes time -- but keeping the wrong person takes even more time and energy and doesn't really do you or him any favors.
So, stop dithering. If someone is not a good fit with your organization, or has not been able to develop the required skill sets – then it is time to replace that person. To help make your decision, document the employee’s transgressions and inadequacies. Is he unable or unwilling to learn the software? Is she chronically late to work? Take note of when each problem has occurred, how and when you have discussed it with the employee, and whether he or she made a real effort to change. Often you will find that things are worse than you anticipated, time and money are being wasted, and company morale is suffering.
Once you’ve made the decision to shift someone into a new position or to let him or her go, work with your management staff to define the position and the type of person who really would be a good fit. Then take the time to find the best person available to meet your needs.
Stop dithering on employee issues. Hire Well and you will be amazed at how much more productive you and your staff will be.
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