Help Your Recruiter and Gain Access to Top Talent
Skilled, experienced recruiters can approach an immense pool of candidates (for example, every job seeker in the country) and narrow that pool with speed and efficiency until they identify the best possible candidate for your open position. There’s an art and a science to the process, but with years of training, testing, trial and error, brilliant recruiters know how to target those elusive candidates and bring them on board. No matter how daunting your challenges or how hard-to-staff your position might be, your recruiter has probably seen worse.
But as skilled as they may be, your recruiter (or recruiting team) will still need your help and support. Here are a few ways in which a small amount of effort on your part can bring big returns.
Do your research
If you have a list of “required skills” in hand, that’s great. But if some of these skills look like Greek to you, do a little research—at least enough to identify the signs of a skilled expert, an intermediate learner, a new beginner, or a new beginner passing himself off as a skilled expert. In other words, know what the skill set looks like, why you need it, and what you stand to gain or lose by keeping it on your must-have list. Meanwhile, talk with the members of your team who possess the skill and ask them for tips that can help you evaluate potential matches.
Before you roll the dice and get ready to find and hire your new employee, think carefully about the future of your company or department. Look out over the short term and the long term and determine how you’d like this person to fit into the overall system. Do you want a newbie who will grow in the role as the company grows? Do you want a management level pro will take over the division within the next few years? Do you want somebody who can help you execute a key transition and then leave the role?
Stay involved with the recruiter during the sourcing process
Your recruiting may target her sourcing efforts at local universities, or industry-specific job boards, or referrals, or all three. If you trust these sources, provide encouragement and guidance. If you don’t, speak up. If you’ve relied on a source in the past and that source has never come through, share your experience with your recruiter and make sure you’re on the same page.
If you don’t like the candidates your recruiter is presenting, make your feelings known. If you think she should be targeting a higher or lower level of experience or skill, say so. Work together with your recruiter and keep the lines of communication open. After all, a successful candidate match means a win for both of you.
Contact the recruiters at the ACCENT Hiring Group for support in landing the right talent for your job openings!
Is Texting Part of Your Recruitment Strategy?
When you communicate with candidate prospects, which channels do you rely on the most? If you’re like most traditional recruiters and employers, you probably turn to email as a first resource and the phone for immediate issues, meeting confirmations, and initial candidate screening interviews. But you may be underutilizing a valuable tool: the text message. Texting can offer the benefits of both email (a written format) and the phone (informality and quicker response times). But here are a few reasons to rely on texting that may not have occurred to you.
Texting filters out some identifiers and can reduce hiring bias.
The further you engage with a candidate before knowing their age, race, gender, or ethnicity, the stronger protections you’ll have against unconscious bias, which still poses a serious burden to recruiters and hiring managers across multiple industries. Texting can keep certain details out of the transaction until a complete assessment can be made regarding their qualifications.
Texting gains more traction with introverts.
Introverts can be invaluable additions to the workplace, not just because of their specific skills, but also because of the traits that align with introversion: thoughtfulness, focus, intensity, insight, and big-picture thinking. Unfortunately, phone communication works in favor of extroverts who are better able to maintain rapid conversations. Balancing your phone contacts with text contacts can level the field and bring more qualified introverts in your door.
Texting can boost the candidate experience and improve the relationship.
Top candidates are more likely to sign on and more likely to stay if they consider their early interactions with the company to be positive. So if you work on ways to smooth out your first contact and make your candidate interactions more pleasant and less burdensome, you’ll gain access to exceptional talent. This starts with an open line of communication; most candidates like to be kept in the loop as much as possible during the selection process. Texting offers a quick way to provide an informal update, even something as simple as “No decision yet, but making progress.” Candidates like to know the position is still active and a timeline is more or less in sight.
Texting is just nice.
Texting carries a perception of informality and is still often associated less with professional communication and more with teenagers catching up with their friends. But this simply isn’t the case anymore, and rejecting a valuable communication tool as a result of this perception is probably a mistake. Don’t dismiss any resource that can help you gain a foothold in a competitive candidate marketplace. Your choice of emoji is up to you.
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Are you looking to attract the best possible candidates? Contact the team at the ACCENT Hiring Group today!
Contractor or Employee: Who Do You Need for Your Job Opening?
You have a position that needs to be filled — or more accurately, a task that needs to be handled on a regular basis by a qualified and trustworthy person. In order to keep your company running, someone needs to stand at this post and fulfill these duties whenever and however they need to be done. So should you hire a full or part-time employee for this role? Or should you engage with an independent contractor? (Keep in mind that these are not your only options; you may be able to outsource the task to a vendor service, hire an intern, or even enlist the help of a volunteer, but if these aren’t on the table, you’ll have two chose between the first two: employment or contingency staffing.) Start by answering these questions.
Are you ready to carefully track and fully compensate the person for their hours worked?
The laws in your state will play a strong role in your answer to this question. If you hire a regular employee, you’ll need to abide by minimum wage and overtime rules, and you’ll need to pay your employee in full and without delays. But these rules also apply to contract workers, and many employers don’t realize this. Don’t wait for a lawsuit to learn how your state handles contingency employment relationships. If you think contract workers come with looser restrictions or more employer-friendly loopholes, check twice.
Do you understand your reporting obligations?
Even if you don’t withhold social security or Medicare funds from your paychecks, you’ll still need to report all earnings to the IRS for contingency workers. You’ll also need to report all wages and hours on pay stubs and other documents.
What will your insurance cover?
Some insurance policies cover contingency workers and some don’t. Some cover remote workers who are hurt as a result of their jobs, and some do not. It’s okay to cut overhead costs by not maintaining or having employees report to a brick and mortar “workplace”, but make sure these reduced costs are worth what you gain in return.
Are you prepared to maintain records?
Contingency workers should still have complete files containing, for example: Resumes, hiring agreements, signed workplace policies, statements of work, performance records, I9s, and employee handbooks.
What level of commitment do you need?
An at-will agreement means either party can leave at any time for any reason, so simply hiring an employee full-time won’t guarantee their retention. Contractors can work under any kind of agreement that suits the needs of the worker and the job, but the terms will need to be clarified.
Work with a Top Management Recruiter in Scottsdale
For more on how to make this important decision, contact the staffing experts at the ACCENT Hiring Group.
Do You Know If You Are Becoming the Micromanager You Don’t Want to Be?
If you’re interested in improving your skills as a manager, then you’re probably no stranger to the common advice doled out by mentors, seminar leaders, blogs, and books written by experts. And if you’ve been reading and listening throughout your career, you’re probably familiar with the key differences between effective managers and ineffective micromanagers. A few examples: Strong managers give positive feedback and encouragement; weak ones are distrustful and critical. Strong managers recognize that mistakes teach us and help us grow; weak ones fear and avoid any form of failure, no matter how insignificant.
This list goes on, and most of these differences come as no surprise. Strong leaders are transparent, kind, resilient, and respectful. Weak ones are cagey, competitive, and overbearing. But in all these comparisons, one important detail may be getting lost: action. Just because you’ve heard these things before doesn’t mean you’re effectively working them into your daily routine. Despite a barrage of advice, we still sometimes slip into weak patterns when these patterns happen to be easier and our energy and attention are at a low ebb. Here are four considerations that can keep you from becoming the micromanager you really don’t want to be.
Actually track your feedback.
You might believe that you walk through the halls of your workplace doling out positivity like a radiant rainbow. But is this true? Are your positive thoughts taking the form of words and gestures? Keep an actual written list of the compliments and encouragement you give voice to each day and see if it measures up to your assumptions.
Reduce your constant contact.
Instead of asking to be looped into every meeting and getting a CC on every email, schedule weekly or monthly update meetings with each of your teams. Make the updates a regular expectation and you can cut yourself out of the daily information flow.
Alter your response to disappointments.
When your employee doesn’t get the desired results on a project, stop thinking of this as a failure or a problem. Instead, think of it as a growth opportunity — for both of you. Encourage your employee to practice resilience and experiential learning while you work on your positive coaching skills.
Letting go of control can be easier said than done, but making this happen can be the first step toward better and more effective leadership. Take two steps back, and your employees will grow into the space you create for them. For more on how to turn tips like these into meaningful action, contact the team at the ACCENT Hiring Group.