HireWellBlog

What Does the Recent JobsInME Survey Mean to Employers and Candidates?

2010-05-26T08:42:00.000-07:00

I participated in the survey that JobsInMe conducted this spring and was pleased to see that most hiring managers agree that fit and personality are key to getting the position. In the article, JobsInME's Margaret Hansen said that "personality and fit for a particular job get a higher score".

Absolutely.

In this market, there is a tendency to apply to "any job that's close" and to talk the hiring manager and yourself into a particular job because you need one. This rarely works out for anyone. At worst that could cause you to fail at the job and get fired. Other potential outcomes include leaving voluntarily when the "right" job comes along and having a short job on your resume for years; or staying where you aren't happy and aren't celebrated.

Margaret points out how important it is to know yourself and what would be the best opportunity for you. I suggest that job seekers take the time to list all the aspects of their perfect job: duties, potential for advancement, location, pay, hours, environment, type of company, etc. Once you've created that list, refer to it often. If you've worked in a corporate setting and dream job is at UNUM, you don't want to accept a position at a small locally owned firm with 10 people. You won't be happy there.

Employers, will this new hire work in a noisy setting with a lot going on all the time? Or is the office isolated and very quiet? The same person will not be happy in both environments. Be honest, but not discriminatory. Fit is about company culture, assigned tasks, environment, dress code, communication style and other such aspects. The full-charge bookkeeper who has worked for 12 years in a small, very professional law office may not easily transition to a gritty environment in a car repair shop. The skills may be the same, but the fit must be considered. Once you and your team have identified what type of person would best fit this organization, make sure the entire process from advertising to interviews and reference checks screens for these attributes.

Candidates, even if you are the best potential fit for the organization, they will never know if you don't show them that in your cover letter and resume, of if your cover letter or resume have serious errors. There is simply no excuse for mistakes in these documents. Read the ad carefully and refer to the most important aspects mentioned. If your personality and fit seem to meet those they are seeking--for heaven's sake let them know! Don't simply drag out a generic letter that doesn't address their specific needs.

If the employer stated that the new hire needs to be ready to turn on a dime and change focus easily, mention how you thrived in a similar previous setting. If you are the bookkeeper mentioned above and your family owned an auto repair shop for years, highlight that aspect of your experiences in your cover letter--if you really want to move back into that environment.

Hiring Well takes time, effort and energy. Get it done right the first time, by knowing in advance what would be a good fit for you or for your company.

Parental Support

2010-01-22T04:17:00.000-08:00

One of the great things about being a Hiring Consultant is the opportunity to meet so many interesting people -- business owners, managers, and candidates. This week I had the opportunity to talk with someone who didn't fit any of those categories when the father of a potential candidate contacted me.

It happens more than one would think. At least a few times a year a mom or dad will call, generally because their "baby" lives out of state and has expressed an interest in moving back home to Maine. Often moms are all over that and start doing the research, checking out JobsInME, networking with friends, and calling people like me. This may or may not be great for the family dynamics. I can assure you that it is never a good tactic for a job search. The contact this week reached new highs (or lows) of parental uber support.

It started with an email in which the gentleman in question (let's call him "Dad") contacted me saying he wasn't a recruiter nor a candidate but that he was interested in one of my ads and may have some people to refer to me. So I called him. We discussed the job a bit. With any call of this type I don't reveal much more information than can be found in the ad. Then Dad told me the real reason for his call. He has a son (let's call him "Son") who he thinks would be great for this job. But Son isn't working out of state, he is right here in Maine. So why did Dad call?

Evidently, Dad is managing his son's career as if he were managing the career of an actor or golf pro. Son is working in the same industry as Dad and when Son graduated from college, Dad said, "I placed him with XYZ company." Dad didn't think Son received enough mentoring there but. "I let him stay in XYZ for two years and then brought him to DEF Group, unfortunately it is a similar situation." (Lack of mentoring.)

Dad said he knew the manager at DEF and (real quote), "I interviewed (that manager) for Son". I asked a few clarifying questions and yes, he did have lunch with and interview his son's potential employer and to see whether it would be a good fit for Son.

I was stunned, but I successfully remained neutral until the end. After a bit more discussion, Dad asked if he could have Son call me and I said that Son would have to read the ad, and respond like every other candidate before I would talk with him. I did also say that I would be happy to receive and review Son's information. Dad still wanted Son to call me and I requested again that he not call prior to sending the information. I was frankly done with Dad. We ended the call cordially but I did let him know that if Son applies and is moved forward, I would advise my clients not to meet with Dad at all. I stated "You will not interview my client."

I have not received any information from Son. Frankly, I suggest he move to Seattle.

Hiring and Hire Well, LLC in 2010

2010-01-19T01:39:00.001-08:00

At just $3000.00 per position,

you can afford to Hire Well

Happy New Year.

If you live in Maine, you may have attended a recent presentation by USM Economist and Professor Charlie Colgan's economic forecast for Maine, and you have certainly heard or read a news report on the topic. (If you haven't attended one of his public presentations, you may hear his speech here.) He is reasonably certain that we are now pulling out of the recession, but he does not believe that we will reduce unemployment anytime soon.

Hire Well helps small companies hire key

personnel, getting it right the first time.

What does that mean for employers, particularly those who are hiring? Well for one thing, it means we will continue to see huge numbers of applicants for most positions. Despite that, we will have a hard time finding qualified candidates for some positions, as families move to other areas and fewer workers move to Maine. Maine's smaller companies, who have limited human resources personnel will either have to spend more time finding the best available candidate -- or will hire quickly and hope for the best.

Save time. Save money. Call Hire Well.

So, in this New Year, like every other business owner, I have been taking a look at what Hire Well, LLC offers. Are our services relevant? Do we deliver on what we promise? Do we charge a fair price and can we profit at that price? Do companies and organizations need our services? I believe the answer to all of these questions is "Yes". So, how can I effectively market Hire Well, LLC? Networking, limited advertising, networking, referrals, networking, social media, and networking. I have found that advertising in Mainebiz has been an effective advertising venue for Hire Well and have continued to advertise during the recession. The message from Hire Well's upcoming ad as been presented (not subliminally) here.

Charlie Colgan ended his talk with this observation: The challenge for the next decade is to change our attitude from that of a Zero Sum Society of I win-you lose.

Whether you are building a company or seeking a position I wish you peace, health, and prosperity for 2010 and beyond. I hope we all win.

Seven Career Tips Business Majors and Colleges Can Learn from the Drama Department

2009-11-17T12:10:00.000-08:00

I have young newlywed friends who both graduated from Syracuse University in 2008. They were musical theater majors and maintained a rigorous course schedule to earn a BA in the Performing Arts. Students in Syracuse's College of the Visual and Performing Arts start on degree courses in their first semester, take acting, dance and vocal classes along with science, math, and humanities programs and perform in college and professional productions throughout all four years. It is not an easy program and many students take on-line courses in the summer in order to allow themselves to focus on the degree courses and productions during the school year.

One of the things that impressed me about their education is the focus that was placed on their first few years after graduation. Each semester, they and their classmates met with former graduates who were building careers in the performing arts. As juniors and seniors they learned how to get the best head shots, traveled to New York City to perform in front of agents, and learned how to audition for commercials, movies and the theater. The university's program seemed to be focused on turning out talented, educated, hard-working graduates who know what it takes to succeed.

I've spoken to business and marketing student groups about I am looking for in resumes and cover letters and have given my advice about what they will encounter upon graduation. After one talk, a young man came up to me and stated that he did not feel it was "fair" that he had to "pay his dues" at his first post college job. He felt he had earned the right to be treated as a professional because he had earned a degree in Business and Marketing.

Similarly, this week someone told me about a young man who has an MBA and another advanced degree but little work experience. A local CPA firm chose not to hire him because he was "too cocky" and they didn't think he would take direction.

I think my young acting friends have learned valuable lessons that are not internalized by those who major in other disciplines, such as:

The education doesn't guarantee anything and hasn't trained you for your dream job. It has given you a foundation and the house you build up on that foundation is up to you.
Upon graduation you will need to begin a self directed program of life-long learning. The actors have moved to New York City and after finding a safe apartment, they sought out vocal coaches and acting classes. They continued their education on their own.
You are in competition with those who graduated with you, those who came before you and those who will graduate next year. Your job isn't "your" job. It is the position you hold now. You must continue to earn it and also look for the next right opportunity -- within your current company or someplace else.
The success you had last year or last week doesn't matter. The value you have in a production (or job) is what you bring to the table today.
You will need to pay your dues. Some people don't have to -- sometimes fate, talent, or the production's (company's) special needs will allow some folks to "jump in front of the line" --but assume that you will have to pay your dues and be ready to do so gracefully and with good humor.
Your career may not rise straight to the top, but can meander along a seemingly random path. You may reach a plateau and you may have to re-evaluate your talents, experience, and opportunities in order to move forward.
You may have to sacrifice - take a second job, work as an intern, take an extra roommate -- in order to earn enough money to survive while you build your portfolio (resume) toward a job that you love.

Have colleges, universities and parents over-promised today's graduates? I think so. I think all college students would benefit if the course work involved learning from recent grads, from accomplished professionals, and from those who have chosen alternative paths. If the colleges of the performing arts can prepare students for the real world, certainly the colleges of business can do the same.

The Give and Take of References

2009-10-20T10:31:00.000-07:00

Grrr. I have a client who is interested in hiring a young woman in a detail oriented position. We will be taking a bit of a chance on her as this would be her first position in a small company -- all other jobs have been with large employers. So what's the problem? These large companies will not provide references -- just dates of employment. This policy has gradually become the norm as companies want to avoid lawsuits by former employees who feel they are being prevented from getting new jobs because their past employers said something bad about them.

Last week, I met an attorney who specializes in employment law. She loves her speciality, so I brought up this issue. While she realizes how frustrating this policy can be, she believes that strong employees will find someone who will speak to potential employers after hours -- and against policy. Her view is that if we can't find someone to break the rules, the candidate may have had issues.

So, here is the de facto company policy:

We don't give out references, just dates of employment from an HR person who has no direct knowledge of the candidate.
We know that some of our managers will speak with potential employers about outstanding candidates.
If a candidate can't find someone who will break the rules for them, they probably aren't a very good candidate.

How does that help or protect anyone? If this becomes the norm, then I think candidates who can't find someone to break the rules -- and who can prove that others did -- could successfully sue the organization.

Small companies generally provide references - not because they don't know the risks, but because they know they will need references from other companies when they hire. They understand the give and take of business relationships. Of course, references from small companies are generally given by the owner or one of a few key managers. Those people are personally involved in keeping the company safe and I hope they know what should and what should not be said.

Here's a thought: Regardless of the size of the organization, good management would include regular feedback. When managers have communicated effectively with their staff, a truthful reference should come as no surprise to the former employee and would be backed up by documentation throughout his or her employment.

I generally recommend my clients pass on candidates who are not able to provide me with any past employer or manager who will actually answer my questions. That isn't fair to either party, but I have to do my best to protect my client and get the best person available into that position. Without being able to discuss that candidate's job performance, how can I be certain that this is the best person available? More importantly, how can I be certain that their former employer isn't hiding something relevant?

Conversely, I have twice recommended for employment someone for whom we had less than stellar references. In one case, the candidate had gotten involved on the wrong side of a dispute in a family business and was fired. My client -- president of a family business moving into the 3rd generation --- understood how that could happen and hired him anyway. He has since been promoted and is an incredibly valued member of the team. In another case, we had three totally positive references and three totally negative for a candidate who worked for a company that I know has some management challenges. My clients and I discussed the situation and the candidate, came to our own conclusions and hired her. She has been successfully employed there for over two years and is a very effective manager.

In over 4 years of operating Hire Well, LLC I have successfully obtained references more often than not and I want to thank all business owners, managers, and supervisors who have played fair. For the rest of you -- grrrrr. If you end up hiring the wrong people for your company because no one will answer your reference questions just remember -- you asked for it.

For the record, here is what I want to know:

Strengths

Weaknesses

Technical abilities as they pertain to the position

Ability to work with peers and supervisors

Work ethic

Why he/she left the company -- and is she/he eligible for re-hire

I will briefly describe the new position and company and ask whether it seems like a good fit

What do I learn from talking with supervisors and managers for 5 to 10 minutes and asking them these questions? Enough to make effective decisions that have proven to be correct over 80% of the time.

What do I learn from "dates of employment only" responses? Not a damn thing. And that's a shame.

Over Qualified? -- A message for Candidates

2009-10-15T09:53:00.000-07:00

I just saw an old "New Yorker" with this cartoon: Two men in an office, the one in the guest chair apparently there for a job interview. The caption: "I'm 53 but I have the resume of a much younger man".

Now that did make me laugh, but I can certainly understand that gentleman's frustration. How do you get a job when you feel over-qualified? Should you dumb down your resume? How do you "hide" your age? Why won't anyone give you a chance?

As a hiring consultant for small companies in Maine, here is where I am coming from:

1. I will not hire an extremely over-qualified candidate.

(1-A Getting snarky at me won't help.) Or as I said in a recent tweet: "Being over-qualified does not make you right for the job." I recently worked with a small insurance company for an administrative position in their EB (that's Employee Benefits) department. Many of the applicants had degrees, and experience of 10 or more years in the insurance industry in marketing, producing, or account managment. While I appreciate that these may be excellent workers in need of a position, none of them are right for this job with this small company. This company seeks an administrative person who relishes detail work, seeks additional administrative duties, and wants to grow in that role as the company grows. That's an entirely different skill set and career path.

2. I will hire someone of any age, as long as they are a fit in skills, education, and company culture. I have frequently counseled my clients to forego an education requirement for some positions and to seek candidates with experience. (I don't hire based on gender, race, religion, or sexual orientation, either. Dog lovers and sailors may get a second look. One of my client's asked about a Yankees fan and I determinted that was not a protected class -- but we hired the guy anyway.)

3. If you are 53 - I truly don't want you to provide me with a resume of a much younger person. Really. While I don't want to see 5 and 6 page resumes and I don't need every job described fully, I would like to know that you did not *poof* become a Senior Accountant with no prior experience. Show me how you got there, let me know about any experience you have that can help you in the position I've posted. It will help. Really.

4. I can tell if you are using the shotgun approach, and it doesn't impress me. If you are sending your resume to anything that remotely resembles a real career opportunity, stop it. Get a part time or temp job somewhere. (I worked as a very low level assistant gardener one summer. That is like digging ditches but in a prettier setting.) Then, take the time to figure out what you want to do, where you can do it, and what you are truly qualified for. Apply only to those positions which meet at least 85% of your requirements and put everything you have into each application -- cover letter, resume with absolutely no errors, research, networking contacts -- everything. Make the hiring manager feel that this is the job for you, not that you will take just about anything.

5. While I don't care how old you are -- I do care whether you have appropriate software skills. If you don't list them, I may assume that you don't have them. Please make it easy for me to say "yes" by providing all the relevant information you can about your skills.

6. If your resume is dated in style and content, fix it. I don't want to know your marital status, children's names and ages, hobbies, - except for dogs and sailing (kidding!) - high school or college awards .. you get the idea. That is so 30 years ago. Show what's relevant today, for this position.

This is a horrible economy in which to find your next career position. I get that. But hiding who you are or applying to any position that is a hit on one of your key words will not get you hired more quickly. Seek a position with a company that will celebrate you and what you bring to the table. Seek a fit with culture, ethics, growth potential, and educational opportunities. If you can afford to work at a salary less than what you earned before, seek a similar position with a small business or non-profit. Don't apply to positions that are 10 or 20 or 30 years beneath you. Be proud of what you have accomplished and take the time to find the next right opportunity for you.

Good luck.

How to be a "Best Place to Work"

2009-10-15T09:01:00.000-07:00

I was delighted that two of my clients, MPX and Garrand & Company, each earned the distinction of being one of the "Best Places to Work in Maine, 2009".

Both companies certainly deserve the award and it is nice to think that Hire Well played a small role in their success. The real honor goes to the CEO and entire team of each company. Both companies won in the small business division - a division in which at least 80% of the staff must complete the lengthy survey. I believe that one of them had 100% response. When have 100% of your staff done anything on a deadline? It is clear to me that each CEO has great vision and is very well respected by their team.

So what makes a company one of the Best Places to Work in Maine? If you read the application, you will see that many questions involve tangible issues such as benefits, salary, opportunity, training. These are expensive issues for small companies and many cannot compete. If you have fewer than 15 employees you can't even submit an application, but any company can take care of the basics and create a better work environment, a better team, and in doing so offer a better product or service.

Where can your company -- or any company -- step up to the plate?

By hiring and keeping the best candidates

By making them feel welcomed and respected

By giving them clear direction and immediate feedback

By letting them know as much as you can about the goals and challenges of the organization

By firing those employees who are disruptive or who don't pull their weight and who can not or will not change (For more info on this topic see: http://hirewellblog.blogspot.com/2008/03/stop-dithering-on-employee-decisions.html)

If you do everything you can to hire the best candidate for the position and the best fit for your company; if you treat everyone with respect and create a positive working environment; if you provide clear direction and honest feedback -- you may not win "Best Places to Work in Maine", but your employees will feel like winners, and your company will prosper.

A Fog Mull

2009-07-01T06:12:00.000-07:00

July 1, 2009 -- still dank and damp and dark and wet and not like July in Maine. Towels aren't drying, we plan grilled meals at our own peril, and we really, really, really want to go sailing.

Today is a day of dense, heavy fog and no wind. According to John Gould's Maine Lingo this type of fog is known as a "fog mull".

If you sail in Maine, you can expect to sail in fog. The phrase "fog bound Coast of Maine" is incredibly descriptive. When we have had a breeze, we have sailed in the fog both with and without instruments. We use our senses more fully as we look and listen for danger and buoys. We work together as a team to reach our destination safely. We celebrate at the end of a successful passage.

We have also stayed on the hook or mooring or dock and waited it out. Using the time to explore a new harbor, read, play games, cook, and plot future courses. Both are good strategies for boaters.

Since we can't change the weather, it makes sense to give in to the inevitable. I am doing that this week by using this time to reflect, plan, and sort. Stew and I are clearing the boat of clutter, using storage space more effectively, and making plans for our future.

One could say that this "pre-boom" economy has put Maine and the country in a dense fog. As the owner of Hire Well, I am using part of the each work day to clear the clutter, create better systems, market more effectively and make plans for growth and prosperity.

Now is the time to reflect on how you can create a better, stronger business. Do you need to make personnel changes? Is your marketing effective? Are there seminars that would be of value to you or your team? What can you do today that will ensure your prosperity tomorrow?

It's a fog day. Whether you choose to sail forward, or sit and reflect. Embrace the day and use it wisely.

Hiring Etiquette

2009-06-10T07:30:00.001-07:00

Last week I had the pleasure of once again joining Deb Neuman on her Back to Business radio program. The topic, Etiquette in the Workplace, was suggested by another frequent guest Pete Chavonelle of PBC Consulting. He had some amazing statistics about how much time and productivity is lost due to rudeness. As Pete said, most of that can be prevented by simply using Common Sense and showing Respect.

I had been asked to join them to specifically discuss Hiring Etiquette and in research prior to the show was surprised to find that most of the articles in a Google search were about the rudeness exhibited by companies during the hiring process. Candidates complain that companies are not getting back to them in a timely manner or even at all. We ask candidates to write cover letters specific to the position, email their applications in a certain manner, and to leave work early to participate in interviews. It is only fair -- and mannerly -- to let them know where they stand in the process.

I am not without fault here. There have been some jobs recently that have taken too long for my comfort level. That can be due to many factors including other priorities or challenges in the organization. Life happens. Life happens to all of us and a little common sense and respect will go far here as well.

Even though I am not always comfortable with Hire Well's time lag in getting back to candidates, I know that I am doing much better than most companies. Why? Because I have been getting thank you emails from candidates who received a "No Thank you, You Don't Meet Our Requirements" email. They are thanking me for getting back to them with a "no" because most companies do not get back to them at all.

In addition to being rude, this does not help your credibility in the workplace or in the market. If you are in a small market like Maine, as I am, remember that these candidates have family and friends and colleagues who could be your clients. Getting back to candidates in an honest and timely manner is polite - and good strategy to protect the reputation of your brand.

Here is what I suggest:

First, try to be sure that you are indeed ready to hire this position and look at the timeline from date of placing the ad. Are you or other key managers going on vacation? What will that do to the review process? In an ideal world that process should take 4 - 6 weeks. What is scheduled in your company during the next 4 - 8 weeks and how will that impact the search?

Second, if you don't have a hiring process, create one. Who will review the resumes and on what criteria? How many interviews will be scheduled and who will participate? If one of the top candidates were to ask you what process to expect, you want to know how to answer that question.

Third, prepare three "master" emails (I love AutoText): 1. We have received your resume. 2. No thank you. 3. Invitation for first interview. Then create a process for getting back to the candidates. This first email does not have to be personalized and an auto responder, administrative assistant or intern can handle it. The other two should have "Dear first name" with the candidate's name spelled correctly.

Once you have reviewed the resumes and gone through first interviews,the remainder of the process should consist of personal calls or emails regarding whether or not the candidate is being moved forward and what the next steps are.

If the job changes, is withdrawn, or the process is put on hold then pull the ad and let the candidates know.

When you do this right, it doesn't have to take too much time, and the rewards are great. Hiring etiquette is a key component of hiring well.

Group Interviews - Survivor Style

2009-06-01T13:24:00.000-07:00

I ran into an unemployed friend this weekend and asked how her job search was going. She told me she'd had a group interview last week, but wasn't sure how it went and her tone clearly indicated she did not like the process.

Group interviews are an excellent way to determine which candidate will best fit your team. I encourage my clients to involve other managers and staff people in the interview process and meet as a group with each top candidate. This was not what my friend experienced. Rather, 50 candidates were seated in an auditorium, introduced to the organization and the position and "interviewed" as a group.

Really.

We didn't have long to speak on Sunday, but here is what I know of my friend's experience:

The hiring manager was introduced and discussed the position and the company. I assume the process was described. Candidates were then assured that if they wanted to leave at this point, they could do so "with no hard feelings". (I would suspect also no chance at the job.)

Each candidate was asked to introduce him or her self, give a brief description of experience and job history and why he or she would do well in the job. I'm not sure if anyone was asked specific questions or what transpired then. I do know that the final act was to hand out forms for each candidate to verify their interest and contact information. Then, all candidates were again asked to state their name and each person was instructed to note on the form which person (other than themselves) they would recommend be hired.

This is wrong on so many levels that I don't know where to begin, so I'll just touch on the five most obvious issues.

1. A common ground rule in H. R. and recruiting is that one keeps the candidates' names and information as confidential as possible. Maine is a small state and most people don't want their employers to know they are looking. An "interview" such as the one described here totally breaches that confidentiality. It is conceivable - indeed likely - that a candidate may find he or she is openly competing with a co-worker, boss or subordinate, or business competitor; any of which can certainly create problems on the job or in the market.

2. Who is doing the screening for this company? That is the job of the Human Resources Manager or In-House Recruiter. If there is no internal H. R. staff, hiring managers should be instructed in a process that will work well for all parties and is fair for every position. Weeding through resumes and making choices are important tasks and while it can be daunting, it is not impossible. If you can't handle it, hire a consultant or seek a new career.

3. Can you imagine how much of each candidate's time this took? If all 50 spoke just for a minute each of the two times, you are requiring 50 candidates to attend a two or three hour meeting where they have limited opportunity to participate. Can we please assume that some of these people have jobs? That's a lot of time off work with little opportunity to make an impression.

4. The "Survivor" question that essentially voted candidates off the island has to be one of the most uncomfortable interview situations I can imagine. How can a candidate answer that truthfully?

5. Isn't hiring well the goal? How many of the best candidates will pull out because they do not want to be involved in this flawed process? If they assume that other management and H.R. decisions are also handled or miss-handled in a similar manner, then those candidates who withdraw and choose to leave the island may be those who are more confident, informed, and experienced. If that happens, the company clearly won't be able to hire the best available candidate. Not by a long shot.

Employment at Will Under Attack in Maine

2009-04-15T13:36:00.000-07:00

Somehow I missed it – did you? On April 9 the Maine State Legislature had a hearing on LD 1185. If this law passes, Maine will no longer be an “employment at will” state. I am grateful that Chris Hall of the Portland Regional Chamber testified on behalf of the business community and have I linked his analysis here.

If LD 1185 passes, you can only fire or lay off employees for “Good Cause”. The law then defines “Good Cause” as:

A. A reasonable basis related to an individual employee for termination of the employee's employment in view of relevant factors and circumstances, which may include the employee's duties, responsibilities, conduct on the job or otherwise, job performance and employment record; or
B. The exercise of business judgment in good faith by the employer, including setting its economic or institutional goals and determining methods to achieve those goals, organizing or reorganizing operations, discontinuing, consolidating or divesting operations or positions or parts of operations or positions, determining the size of its workforce and the nature of the positions filled by its workforce and determining and changing standards of performance for positions.

Clearly, there may be disagreements between employee and employer on the above issues. So, who decides whether the situation complies with “Good Cause”? Well without boring you with all the legal language (that bunch above was enough for me): You and the employee have to agree that you have Good Cause to let him or her go. If you can’t agree, you can pay severance equal to a month’s salary for every year the employee has worked for you – or you can go to arbitration. Oh – and to make sure you are doing things right, every time you let an employee go you would have to send a document to the state describing the circumstances.

Actually, according to some interpretations, as an employer you would want to have a written agreement with the new hire declaring whether the employment will operate under a Good Cause dismissal or severance pay. That’s a great discussion with a new hire, isn’t it? Chris Hall of the Portland Regional Chamber, says, “I think what it means in real life is that the employer will never want to spin the ‘good cause’ roulette wheel of arbitration, so employers will feel compelled to take the severance pay option when they hire someone.”

Who will this effect? Every employer with 5 or more full time employees – including those with seasonal employees who work 20 weeks a year.

Why should you be concerned?

• It puts a huge burden on employers and state agencies at a time when we can’t afford larger burdens and more cost in either sector.

• It doesn’t add any value. It will not help employers be better managers or employees to be better workers. It will help and encourage them to be more adversarial. It will add more state bureaucracy and give attorneys and arbitrators more business. It will not help small business grow. Large companies, with HR departments and extensive policies in place are generally already providing the feedback and warnings to their employees. Small companies, business owners who simply want to do the best they can, may not yet be as good at these skills as we would like them to be. This law won’t help them. In this job market, (in any job market in Maine) shouldn’t we help the people who create the jobs?

• Employers will make decisions that will result in fewer jobs for Mainers. They will create more part time positions; use any downturn to lay off more people; choose not to grow; or choose not to start a business to Maine.

• It “fixes” a problem that doesn’t exist. Most small companies hire too quickly and keep the wrong person on board too long. They don’t fire effective employees – heck they rarely fire ineffective ones. Companies need to grow and change with technology and competition. They need to be able to hire when necessary and fire or lay off when necessary. Often, this is good for the employee. He or she is forced to make a change that will result in a job with a better fit. We know that having the wrong person in a position brings down the productivity and morale of the department and the company. We need to help our companies be more productive, not hobble them further.

• Some people who could excel won’t get hired. Perhaps a qualified person couldn’t get a reference from a former manager; perhaps they were out of the job market for a few years; or perhaps they moved around a bit more than the business owner is comfortable with. I have seen such candidates be given a chance and succeed. If this law is passed, business owners and managers will take fewer chances. People who have made one or more bad career choices, people who are changing careers, people who don’t fit the ideal, will not be hired. It’s that simple. This will be a loss for all of us. Good people who deserve a chance and who can become outstanding team members won’t get that opportunity, because the companies won’t dare hire them. Those good people will leave the state or have to take lower level positions for lower pay.

If you agree, please contact your state legislator. I have been told that this bill is expected to be moved out of committee for a vote by our senators and representatives. We need to contact all democrats who will listen to the business community and make them understand that this bill is wrong.

The Times They Are A-Changin'

2009-03-03T12:06:00.000-08:00

If you aren't using Twitter you may be dismayed by yet another article about social media. This week alone, Fox, CNN, NPR, The View, The Jon Stewart Show, and Doonesbury all discussed Twitter in some fashion. Well read on. The Times They Are A-Changin' and you might as well know some ways in which it will affect you and your candidates as you seek to fill key positions.

As a fairly new user of Twitter, I have come to enjoy reading and writing 140 character messages for many reasons. The most important: it's educational. Twitter is populated with a lot of smart people and many of them share their knowledge via blog posts, pod casts, books and articles. Others take the time to find interesting blog posts, pod casts, books and articles and share them with their followers. So, I have a lot of new reading material and I have "met" many new people with whom I can share information. I am definitely not an early adopter. In fact, I'm more of a resigned follower in this time of change, one who is working to understand where everything fits in my life and business.

Yesterday on Twitter, Stuart C. Foster posted a question asking why he simply couldn't use his Linked In page as his resume. Since reviewing resumes and evaluating candidates is a major part of my job, I have definite opinions on the subject and shared them with Stuart on Twitter in a number of Tweets. (Stay with me.) When the 140 character limit got to me, we had an excellent phone conversation.

Stuart is Maine born and educated. living in Boston -- looking for work and consulting in marketing. Today Stuart contacted me to get my permission to use my Tweets in an article on his blog, and he treated me very kindly in an excellent piece on his view of the issue.

So what's the message? First of all, social media is here to stay. Deal with it. Learn it. If you want to hire the best and the brightest and if you seek to hire new college grads, then know that they are Linked In, on Facebook, and Twitter. (This is all very different - and much better than - "Tune in, turn on and drop out".) As hiring managers and employers it makes sense to network on Linked In and check out candidates on all major social media sites. It also makes sense for us to get up to speed on the technology and the issues surrounding it in terms of resumes, references, and hiring. You may also want to have some rules and expectations around blogging and micro-blogging for the company and for personal use.

Secondly, while my answers to Stuart are right in most situations today, you can expect things to change down the road. It will take a few years at least and the changes won't come easily to most small companies, but these new forms of communication and networking will absolutely create new forms of resumes and applications, and will provide us with new choices in finding and identifying the best candidates.

Perhaps most important, remember that in the area of social media, those of us who were listening to Dylan 40 years ago can learn a lot from those who may be discovering his music now. If you don't think so, just check out the sophistication of Stuart's blog post compared to mine. I bet it didn't take him forever to get the links right, either.

Finally, if you can find some work for the sharp, witty, and engaging young grads out there -- do it. We are going to need them.

By the way, join me on Linked In; and follow me on Twitter, where I'm @barbatsea.

Resumes and Cover Letters

2009-01-23T05:01:00.001-08:00

I love it when I find reinforcements on the Web. Sometimes it seems that I am swimming against the tide when it comes to my requirements for cover letters and resumes. I try to be clear about my expectations in this blog site and on the Hire Well Company Profile page on www.jobsinme.com/.

Recently I was directed to a delightfully fun post by the Salad Sisters on You Tube. Their musical tirade was directed to people who respond to and critique on You Tube and other sites. Hopefully some of the things that bother the Salad Sisters would never show up on a resume, cover letter, or email note to an employer -- but it is distressingly surprising how many of these errors have appeared in emails and cover letters sent to me by candidates.

There is a lot of competition out here and you only have one chance to make a first impression. You should be putting your best self forward when you are applying for a job.

More recently, Calvin Gilbert, a Graphic and Web Designer from Portland, posted a blog advising potential interns about resumes and cover letters.

So, I am not alone. Intelligent people -- who have the power to hire you or not -- have requirements and expectations regarding how you present your materials. Take heed and put your best self forward. Good luck!

Validation!

2009-01-15T12:15:00.001-08:00

Just when I am beginning to feel as though I am a nasty person regarding my strenuous requirements for cover letters and resumes,there is validation in the Redfin CEO's recent blog.

This is an excellent blog post and one that I can't top. Everything of importance is mentioned from typos to cover letters. The only caveat for those applying through Hire Well: You can't get to the hiring CEO, but please feel free to consider me as a very acceptable stand-in and address your letters to me, not To Whom It May Concern.

The Redfin blog post is a must read for hiring managers and CEO's. Implicit in the message is that you must evaluate the cover letters and resumes you receive to make sure that every key position is filled by someone who has risen to the highest standards of your company. Hire Well and get it right the first time!

A Message to Candidates

2009-01-02T04:47:00.000-08:00

In this market, searching for a new position can be a daunting, nerve-wracking task. I have heard from candidates who are scared, angry, and depressed and have tried to provide advice that could help them. Unfortunately, that is not my job. Since Hire Well is not a recruiting firm, we don't keep a pool of candidates and don't have candidates that we aid or promote. Because of the way we work and the reasonable, flat fee we charge clients, we simply can't spend a lot of time helping candidates.

Here's is the truth: It is not the job of any hiring manager to help you get hired. It is your job to do whatever you can to present yourself the best way possible. If you don't know how to do that in this market, then get some qualified help. If you are in Maine and have some resources or outplacement support, I can recommend Rhoda Mitchell of New Leaves Consulting. If you don't have resources, talk with friends, or contact state and other agencies.

In the meantime, here are just three tips that may help:

1. Decide what you want to do and what type of company would be best for you. Just as I tell my clients to take the time to figure out the type of person they need, those looking for a career position should create a description of the perfect next job. Include things such as duties, required skills, opportunity for growth, location, size of company, culture -- everything that is important to you and everything that you can provide to the company. Eight years ago I had no idea what career I wanted to move towards, but I did write down the type of things that appealed to me, the things that were essential to my prosperity and happiness, and the type of company and specific location where I wanted to work. When my future employer approached me, I knew nothing of his industry -- but that position met every factor on my list. I stayed there happily and successfully for 6 years.

2. Read the ad carefully. It is very easy to have job boards notify you when a posted job contains your key words. Too many candidates simply apply to those positions without apparently reading the ad. One key example is that three of my current clients have "Account Manager" positions. Each of these clients consider that to be a support role. I understand that other companies consider that to be a sales position. If you simply apply to all Account Manager positions, you may only actually be interested in and at least marginally qualified for half of them. Read the ad to find out if this is the right Account Manager job for you.

3. Read the ad carefully and apply in the manner requested. If a cover letter is required, then write one. If a name is given, then address the letter to that person, not "To Whom it May Concern". If certain requirements are mentioned in the ad, use the letter to show how your experiences make you qualified. If the position is in sales and marketing -- then sell and market yourself and your communication skills. If the ad is placed by the potential employer, then check out their web site to find out more about them and use that information in the cover letter. I can assure you that the majority of candidates do not take the time to write a proper cover letter. If you are not a good fit for the position, the right letter won't change that. But if you are qualified and don't write a letter, or use a generic cover, or send one with typos - I will not schedule an interview with you.

Yes, all of this requires you to do some homework and to take more time when you email your resume. The competition is tough out there. Not everyone is going to get an interview, including some people who could actually succeed in the position. If you are looking for work, your job is to present yourself as a top candidate so that you get an interview. You do that by showing us why you are a top candidate and you do that by taking your time and doing your homework first.

I wish everyone a Happy New Year. May this be a year where companies find the best candidates for the position, and where each candidate finds the position that best suits them. That can only happen if we all do our homework first, and take the time to get it right.

I've been searching the web for other good advice and found the following article and blog that both speak to the truth:

http://www.nytimes.com/2008/03/02/jobs/02career.html
http://blogs.jobdig.com/wwds/2009/01/07/dig-your-job-how-to-find-a-new-one/

Hiring the Known Candidate

2008-12-31T05:10:00.000-08:00

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.

Why You Hired the Wrong Candidate

2008-12-21T16:20:00.000-08:00

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.

What Not To Do During a Job Search

2008-12-12T04:04:00.000-08:00

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.

How to Respond to Candidates

2008-12-10T11:31:00.000-08:00

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.

Cover Letters

2008-12-08T11:36:00.000-08:00

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.

Blogging Along

2008-12-08T11:31:00.000-08:00

"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.

What to do with all those applicants?

2008-10-28T13:21:00.000-07:00

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.

LinkedIn, Skyping, and Getting it Done

2008-10-06T12:10:00.000-07:00

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?

To Google or Not to Google? That is the question.

2008-10-02T08:27:00.000-07:00

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.

Bird in the Hand Syndrome

2008-05-18T14:52:00.000-07:00

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.

Stop Dithering on Employee Decisions

2008-03-03T05:23:00.000-08:00

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.