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.
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