The Hiring Site » Mary Lorenz

Employment News for the Week of November 6

2009-11-06T16:58:47Z

This week, while you were busy collecting your 27^th World Series title, debating whether or not to move your syndicated talk show to cable, or observing the anniversary of the invention of time travel, here’s what you may have missed in the world of hiring and recruiting…

Worker productivity, company profits surge in the third quarter. (So why aren’t we more excited?)
As office thermostats go down, so too does worker productivity.
Some people will do anything to get out of that 8 a.m. meeting….
Turns out, there IS a way to get your employees to work for free.
What’s almost as awkward as running into your colleagues at Burning Man?
And we wonder why H1N1 keeps spreading...
Help wanted. (Just not the help of any of the millions of available job seekers.)
At least there’s some good workplace-related news.

Bridging the Gap: Employment Branding Across Generations

2009-11-05T19:27:21Z

Your mama may not dance, and your daddy might not rock’n’roll…but that doesn’t mean they’re all that different from you – especially when it comes to evaluating prospective employers.

Despite the supposed “generation gap” that exists in the workforce, Gallup research has found that certain factors – such as management quality, compensation, quality team dynamics and career development – are valued equally across generations when it comes to prospective employers.

For those differences that still exist, however – both in what these groups want and in how they search for jobs – here’s a breakdown of what to keep in mind when branding yourself to these various age groups.

MILLENIALS
Generation Y, or “the Millennials,” are people born roughly between 1982 and 2004. The strongest defining characteristic of the Gen Y group is their technology-driven lives.

What to Emphasize When Recruiting These Workers
Millenials get a bad rap for their supposed attitudes of entitlement, but they just want what any other worker wants – to be challenged and to do work they’re proud of. But because they lack the professional experience of their older counterparts, they might find themselves easily frustrated when relegated to menial ‘entry-level’ tasks. For this reason, opportunities for rapid career advancement are very important for to generation, as well as good pay and benefits and great training programs, all characteristics shared by BusinessWeek’s Best Places to Launch a Career:

Great pay and benefits: Last year, Deloitte, which boasts the top spot on BusinessWeek’s list, offered hiring bonuses to 90 percent of their new hires, for an average bonus of $5,102. Additionally, it’s common practice for these ‘best places’ to offer tuition reimbursement, 401(k) options, flex time and paid time off.
Top-notch training programs. Cisco Sytems’ new hire training program includes a week-long orientation with various managers across 30 departments, enabling new employees to then select which managers they would like as their own as part of a “matching program.” Because of this system, new hires enjoy an immediate sense of ownership in their new roles. It’s also probably why a remarkable 98 percent of new hires are still with Cisco after two years.
Opportunities for rapid advancement: Every Ernst&Young employee participates in a formal mentoring program – perhaps helping to explain why most entry-level hires are eligible for a promotion and a raise within the first year.

Where to Find Them
Social networking is a part of this generation’s daily routine, so smart companies utilize various social networking sites to get in front of these candidates – using these platforms to post jobs, informational videos, podcasts and content, as well as interact with job seekers. (Learn about how Deloitte uses social media for both recruiting and retention purposes.)

Offline, these companies make use of their partnerships with college campuses. In 2008-2009, for example, Teach for America recruited on 471 undergrad campuses and made job offers on 379 of them.

GENERATION X
Born between 1965 and 1980, Gen X tend to be skeptical, pragmatic and practical, self-reliant, independent and individualistic, according to PsychologyToday. Like Gen Y, they are well-versed in technology, but have a few years of professional experience behind them, as well.

What to Emphasize When Recruiting These Workers

Stability: This generation is attracted to companies with strong portfolios, plans for the future, and proven longevity.
Corporate culture: Gen X thrives on diversity, responsibility, honesty and creative input. They like a casual, friendly work environment, seek challenge, involvement and flexible learning arrangements.
Work-life balance and flexible work arrangements: Many are working parents, so they seek assistance from their employers to care for both growing children and aging parents.

Where to Find Them
Generation X is more likely to use job boards, professional or trade association Web sites or visit individual company Web sites to search for jobs than Gen Y, as well as tap into their networks of friends, family and former colleagues. That said, it’s important that you not only communicate the benefits of working at your company clearly, but that you do so continuously, in order to maintain brand awareness.

BABY BOOMERS
Born between 1946 and1964, the Baby Boomer work ethic is characterized by dedication, loyalty and a willingness to stay in the same job for a long time. They have a lot to offer businesses with their work and life experience, skills and knowledge that many younger people can’t offer. They tend to work longer hours – and respect is paramount when managing a Baby Boomer.

What to Emphasize When Recruiting These Workers
Money is not necessarily the most important factor for seniors. Raised with a strong work ethic, these workers enjoy recognition and support for their efforts. Because they’re also thinking toward the end of their career, retirement benefits and flexible work arrangements are important to them. Focus on the following aspects of your company when talking to these workers:

Recognition programs
Health and retirement benefits
Flexible work arrangements (such as flexible scheduling, job-sharing, and phased retirement)

Where to Find Them
Cornell University, AARP’s Best Employer for Workers Over 50, uses placement agencies for older job seekers to successfully target mature workers and retirees. In addition, Cornell recruits from within its own ranks of retirees through the Cornell Retiree Association and the Cornell Association of Professors Emeriti. First Horizon, another ‘Best Employer’ on AARP’s list, also uses placement agencies for older job seekers and draws on a relationship it has cultivated with Senior Services of Memphis to locate and attract mature workers and retirees.

Keep in mind that, as noted above, certain qualities will always be attractive to job seekers, no matter what age group, and that no matter what, a cross-channel recruiting campaign – one that utilizes both online and offline resources – will give you the best chance for reaching the greatest pool of candidates.

Missed ASA’s Staffing World 2009? That’s No Reason to Miss Out….

2009-11-04T18:19:16Z

Missed the American Staffing Association’s Staffing World 2009 conference in Orlando, Fla. last month? (Or perhaps you were just tardy for the party…) No worries…

CareerBuilder’s Recruiter Business Unit was at the conference, and in knowing that many of you have been unable to attend many conferences this year, we’ve posted recaps from this, the largest and most recent staffing conference this year, on our YouTube page. Check it out for highlights from the showroom floor and key takeaways, including:

Interviews with keynote speakers Steven B. Wiley, Founder of the Lincoln Leadership Institute, and Joe Calloway, President of Engage Consulting Group
Interviews with ASA Executives Richard Wahlquist, Ed Lenz and Steve Berchem as they discuss current ASA and industry trends
Daily conference recaps and insider information from CareerBuilder directors

Check out a preview here, and then visit CareerBuilder’s YouTube page for more:

If you were at the conference, what did you think? Leave your thoughts here, and stay tuned to The Hiring Site for more conference highlights.

Un-Boarding: 5 Ways Companies Get Employee Onboarding Wrong

2009-11-06T17:00:46Z

It’s estimated that 46 percent of newly-hired employees fail within 18 months, according to a 2008 study by Leadership IQ. An effective employee onboarding program, however, can significantly reduce this number – along with costs associated with turnover and/or on-the-job mistakes due to lack of training.

Effective onboarding decreases the time it takes for a new hire to reach the minimum expected productivity level on the job. During these tight economic times, it has never been more important that companies work to ensure their new hires’ ability to thrive at an organization. When assessing or creating your employee onboarding program, avoid these common mistakes.

Onboarding is Treated Like Orientation. Unlike orientation programs, onboarding programs are not one-time events but long-term processes. According to the American Institute of Certified Public Accountants, a good onboarding process should take about a year – that’s about how long it takes for a new employee to experience an organization’s entire business cycle and become assimilated. And after all, you can’t possibly expect an employee to absorb everything he or she needs to know in a year in only the first few weeks.
The Process Starts Too Late. Onboarding new hires needs to begin with the interview process. Interviewing is vital to retaining employees as it both sets an employee’s expectations about the culture of the company and can lead to poor hiring decisions if improperly executed. According to a 2008 study by Leadership IQ, 82 percent of managers reported that, in reflection, the interview process could have been handled more effectively. They say they would’ve avoided certain mistakes had they taken the following steps: been more focused on the interview itself; listened more and talked less; spent more time on the actual interview; and had stronger interviewing abilities and experience.
There’s No Measurement for Success. Onboarding programs should operate like any other business process – with metrics that cover time to productivity, new hire retention/termination rates, new hire error rates, new-hire referrals, and program ROI, according ERE.net’s Dr. John Sullivan. You need to figure out a way to measure the success of your onboarding program and find ways to enhance it – otherwise, what’s the point? One of the best ways to measure success is to administer surveys to both employee and supervisor - to assess how well the employee is adjusting, strengths and areas for improvement – periodically throughout the first year.
Managers are M.I.A. One of the main reasons employees either leave or thrive in an organization is a direct result of their relationship with their manager. Research shows that 56 percent of Americans say their relationship with their boss has a direct impact on their work-life happiness. Taking the time to greet new employees in person and show them the ropes makes a critical first impression and is not something that can be delegated, according to Karen Lawson, author of “New Employee Orientation Training.”
There’s No Onboarding Program to Speak Of. Onboarding programs communicate to new hires how important their personal success is to your organization, immediately fostering a sense of both confidence and loyalty. Furthermore, a strong investment in employee training and development may also have quantifiable value to the organization’s bottom line: A recent study from the American Productivity and Quality Center (APQC) provides evidence to suggest that organizations that invest more money and effort in employee training may produce greater revenue per employee than those that invest less in this endeavor.

What does your onboarding program look like? Any ‘mistakes’ you’ve learned from at your organization that you’d like to share?

How Do You Identify a Leader? Give Us Your Thoughts for a Chance to Win!

2009-10-29T16:50:43Z

Calling all recruiters and hiring managers: you could be the lucky recipient of a brand new Kindle™!

The latest employment indicators show that companies will be slow to hire in Q4, even as their profit outlook improves. Part of the reason for this is economic uncertainty among employers; however, on the upside, it’s also a reaction to the fact that companies have found ways to do more with less, according to this Wall Street Journal article.

As employers seek to maintain momentum in the uncertain months ahead, they will need to rely on the next generation of leaders to drive their companies forward – whether in the form of new hires or current employees taking on new responsibilities.

As you help organizations seek out these leaders, what qualities should you look for in candidates and current employees? The Hiring Site wants to put together a comprehensive list of the top qualities recruiters and hiring managers should look for in identifying leaders, and we’re asking you to share your own tried-and-true practices.

Share your thoughts with us, and you could win a new Kindle™ Wireless Reading Device.

How to enter:
Simply answer this question – “What quality or characteristic do you look for – above all else – when looking for your organization’s next leader, and why?” – in the comments section below, and you’ll automatically be entered to win a brand new Kindle™.

Contest details:
Entries will be accepted from 12 a.m. CST on Monday, November 2, 2009 until 11:59 p.m. CST on Friday, November 6, 2009. Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of November 11, 2009. Please read the full list of official contest rules and regulations.

New Survey Reveals Which Halloween Characters Bosses Most Resemble

2009-10-27T14:59:39Z

Might as well cross taking the “Which Halloween character are you?” Facebook quiz off your ‘to do’ list secret ‘to do’ list – CareerBuilder already did the work for you.

CareerBuilder recently asked more than 4,000 workers nationwide, “Which Halloween character does your boss most resemble?” – among other questions – for its Halloween survey, released today.

According to the survey, 18 percent of workers describe their workplace as scary. (And no, that’s not as in “scary how awesome it is.” Sorry.) When asked what made their workplace so frightening, workers reported the following aspects of their jobs:

Workload (18 percent)
Performance reviews (9 percent)
Tight deadlines (9 percent)
Hours worked (8 percent)
Their boss or supervisor (7 percent)
Sitting through meetings (6 percent)

It also doesn’t help, perhaps, that many workers likened their own bosses to famous Halloween characters. When asked which popular characters best reflect their boss’s behavior, and why, workers said the following:

Glenda the Good Witch – Liked and respected by all (20 percent)
The Wolf Man – Fine one minute, but howling the next (11 percent)
The Invisible Man – Never around (10 percent)
Casper the Friendly Ghost – Eager to help, but often misunderstood (9 percent)
Dracula – Constantly sucking the life right out of you (6 percent)
Wicked Witch of the West – Always acting conniving and sending out minions to do his/her dirty work (5 percent)
The Mummy – Slow-moving, with an ancient thought process (4 percent)
Grim Reaper – Constantly delivers bad news and inspires fear among workers (3 percent)
Frankenstein’s monster – Green with envy (1 percent)

Yikes. Not the most flattering depictions, most of these…but at least there weren’t any Norman Bates’ (‘dresses up like dead mother, spies on you in the shower’) or Pennywises (‘haunts your dreams, wears too much makeup’) listed. (Silver lining!)

Which Halloween character do you think your colleagues would compare you to?

Employment News for the Week of October 23

2009-10-23T19:47:58Z

While you were busy pre-ordering your Michelle Obama action figure, pre-ordering your balloon boy costume (oh, yes – it’s a real thing), or upgrading to Windows 7, here’s what was happening in the world of hiring and recruiting this week…

Some of FORTUNE’s “40 Under 40″ discuss business lessons learned the hard way.
The future of job interviews: no pants necessary?
Dave, Jimmy, take note: the very real downside to workplace affairs…
If “Lost”’s DHARMA headquarters or “Arrested Development”’s Bluth family blunders seem a little familiar, this may be why…
The recession brings about new respect for “Dirty Jobs.”
Primetime TV can help us navigate workplace politics. (The more you know…)
The future of office meetings: SCUBA gear required?
Does this mean a possible “Real Househusbands” series on Bravo soon? (Let’s hope not.)

7 Habits of Highly Effective Employment Brands: How Leading Companies Recruit and Retain Great Employees

2009-10-23T15:01:23Z

What makes an organization a “best place to work?” Check out these common practices of companies that are frequently recognized among job seekers, consumers, industry analysts and – not least of all – their own employees for being great places to work.

They’re not afraid to relinquish a little control. Despite reports that over half of employers still ban social networking at work, companies who’ve embraced it have found tremendous reward in enabling employees to use social media. Zappos was one of the first companies to embrace social media, giving employees the freedom to use Twitter. The strategy has worked well for the online shoe retailer: By enabling employees to talk freely about their jobs, new products, or other interesting aspects of company life, they’ve effectively made their employees into brand advocates, and created buzz about being a great place to work. More recently, Whole Foods has taken a similar approach to social media, believing that letting individual employees’ personalities shine through is essential to for social media to work well and engage people.
They embrace new media as a recruiting tool. Staffing firm Kelly Services, a 2008 Best Place to Work in Western Pa., created a virtual community in Second Life to provide job seekers with an interactive experience to see what it’s like to work for Kelly. It has also helped to create buzz about Kelly and differentiate the firm from its competitors. For much the same reason, staffing firm Spherion decided to leverage the current popularity of viral video when it created its Web series, “The Temp Life.” Seems to be working: the 17-episode series is clearly resonating with audiences, with over 1 million views to date.
They embrace new media as an engagement tool. IBM did it with Beehive. Best Buy did it with Blue Shirt Nation. Now, companies of every size are utilizing online social communities for internal purposes - engaging employees and keeping them informed of important company news, events and projects. Over 50,000 companies worldwide, including Fox and Adobe use microblogging site Yammer, while companies like Starbucks and Pepsico have found success with cfactor’s “enterprise social networking” solution.
They think outside the Facebooks. Overwhelmed by the sheer volume of users on Facebook, Twitter and other social media giants? Think “niche.” That’s what Seattle-based Tableau Software did recently when it needed a Web developer with extensive knowledge of Drupal: the company’s recruiters began surfing social networking sites that catered to Drupal enthusiasts, where they eventually found their new hire.
They ask for employee feedback (and actually listen to it). Feedback from Aetna’s employee surveys – administered regularly to enable employees to voice their thoughts about how the company is doing and where there is room for improvement – led to the establishment of Aetna’s current recognition program, The Aetna Way Excellence Awards, according to CEO Ronald Williams in an interview for our Leadership Series. Leadership recognized that employees wanted more company-wide recognition events, so they delivered. “That whole program came about as a result of employees’ suggestions that came through the survey,” Williams said.
They work in partnership with Human Resources. “People decisions are some of the most important decisions I make, so I make those decisions in collaboration with my HR partners,” says Stryker CEO Steve MacMillan in a recent interview with CareerBuilder. “Responsibility for our people may be a human resources function, but we all manage it together.” It’s no accident that Stryker is a three-time winner of the “Gallup Great Place to Work Award,” in addition to other best place to work honors.
They actively encourage learning and development. Smart companies know the power of providing opportunities for professional development and personal growth in helping to retain top talent. Spectrum Health does both: The company’s relationship with University of Michigan provides opportunities for leadership members to gain experience in project-based work. And its EXCEL Professional Development Model program recognizes and provides monetary awards for nursing staff for academic and professional accomplishments, as well as community service.

What about you? What particular practices make your organization a best place to work?

Many Employees in the Dark When It Comes to Open Enrollment, Survey Finds

2009-11-06T17:02:09Z

Last week, CareerBuilder released its annual survey on open enrollment that found that 15 percent of hiring managers estimate more than 10 percent of their employees miss annual open enrollment deadlines each year on average, which can have a significant impact on employees’ pocketbooks.

According to the survey, one third (34 percent) of human resource managers said missing open enrollment costs employees, on average, at least $500 in out-of-pocket expenses. Twenty percent reported that it costs employees more than $1,000 while 10 percent reported it costs employees more than $2,500.

Another major finding from the survey is that one of the main reasons employees don’t participate in open enrollment or take advantage of certain benefits is simply because they’re unaware these programs even exists.

The impact of employee open enrollment on employers

It’s to your benefit to make your employees aware of their options – and assist them in making better informed financial decisions – during open enrollment. Taking the following extra steps to make your employees aware of their money-saving options will increase their satisfaction levels, increase productivity and boost their feelings of loyalty (something that, according to Harvard Business blogger Michael Watkins, companies need to foster now more than ever if they want to retain their best performers).

Boost internal communications. Send out continual email announcements and reminders encouraging people to enroll, and schedule departmental or companywide meetings to do the same.
Make the process as easy for them to use and understand, as they’ll be more likely to participate that way. Have HR host workshops with various groups to demonstrate how to use open enrollment, or post a Web tutorial on the company intranet.
Be up front about any plan increases. It’s very likely that health care costs at your company are going up, and while you might not be crazy about the idea of telling your employees this, they will appreciate the honest and open communication. And with the rising costs, you might…
Consider offering alternative health insurance. More employers are including consumer-directed health savings plans among their options this year, according to the Associated Press, which have the potential to cut down on premium payments and giving consumers a tax break. Whatever you do, you’ll want to…
Help your employees choose the best plan for them. Bring in a financial counselor to meet with employees and help them make better informed decisions. Better yet, request a presentation meeting with your carrier to review benefits with your staff and let them ask questions personally.

How are you keeping your employees in the know about open enrollment?

We Asked, You Answered: Reader Interview Questions, Part II…The Best of the Rest

2009-11-06T17:02:52Z

For the second of our two-part series on reader-submitted interview questions, take a look at the best of the rest…from the old standbys, to the brainteasers, to the somewhat bizarre.

Cult Classics
The following traditional interview questions received multiple mentions – in one form or another. Clearly, these oldie-but-goodies still do the trick for many of you:

Why do you want to work here? “I’m constantly amazed at how many applicants don’t know anything about the company they have applied to.”
Tell me about a disagreement you had with a colleague or a supervisor and how it was resolved. “The candidate’s response will demonstrate their honesty, problem solving ability, ability to work with others, and ability to handle conflict.”
If you could design your perfect job, what would it look like? “I want to know what motivates and excites people.”
If I asked a previous employer what you could improve upon, what would they tell me? “I hate the question, ‘What are your weaknesses?’ I’ve tweaked it to ask [this question instead]. It’s easier to step outside of your ‘perfection’ and think, ‘What do others perceive as a weakness?’”
If you were me, why should I hire you for this position? “If the applicant can’t provide a positive comment about themselves it’s hard to believe they can be a team player.”
What is the best interviewing question you’ve ever been asked? “It’s a great variation on the tried and true ‘tell me about yourself’ – but with an unexpected twist.” (Editor’s note: check out even more variations on “tried and true” interview questions here.)

Power of Three
Three is a magic number for hiring managers, apparently. Here are just a few of the many responses where the number appeared.

If you were hiring for this position what would be the three key things you would be looking for in this person? Tell us why. “I have received some very revealing answers.”
Can you please share at least three of your pet peeves? “Typically provides a hint of what one might expect as far as temperament.”
Tell me three things you really liked about your previous job and three things that you would have changed to make it a better place to work? “I’m looking to see if there is a match in what they like and what they are looking for.”
What in your mind are the top three characteristics required for success in any career? “This question gives me an opportunity to learn more about the person I’m interviewing.”
Describe the three professional accomplishments you are most proud of and why. “I can start to recognize patterns in how they work, think, communicate with others, and what they are motivated by.”
What are the last three books you read? “People who read learn faster, contribute more ideas and make better employees!”

Surprise Contenders
Questions that “throw the candidate off guard,” make them “think on their feet,” or that they “never expect” were very popular. Take a look-see at some of the most, um, unique.

Can you milk a goat? Why or why not? “This is a way to get to know the candidate by discussing a “funny” challenge.”
If you were a cartoon character, who would you be and why? “More than likely, the candidate has not ’prepared’ for this question to be asked. Their answer should give you some insight as to their overall personality.”
If I asked you to paint a 10 x 10 room with squares 1″ by 1″ how would you begin? “This question will allow you to see how the applicant would approach a project, whether they are more executive level, management level or staff level thinkers.”
If you were a cucumber in a salad, and someone was about to eat you, what would you do? “This question catches people off guard and they let some of their personality show, and it lets you know something about their work ethic.”
Tell me three things you can do with a paper clip besides hold papers together. “Their reaction to this question often gives a good glimpse of their overall personality and not just their approach to rehearsed questions.”
If you were a performer in a circus, what would your role be and why? “It can throw the candidate off a bit, and you can read their reaction to something they didn’t expect. If they are able to go with the flow and answer, it shows adaptability and confidence.”

What are your favorites – or least favorites – from these lists? Any that you think we overlooked?