Hiring Advice

Employment Industry News
Feb 14, 2018

Increase Transparency to Improve Long Term Retention

A generation ago, even when job market conditions favored candidates, employers could count on a certain mutual interest in a steady and lasting relationship with their workers. Even if employees could probably find jobs elsewhere, they saw benefit in staying put. They wanted stable employment with a steady paycheck, they wanted vested pensions, and they didn’t want their resumes to mark them as “job hoppers”. But times have changed. These concerns no longer motivate most employees to park themselves in their chairs, and the average job tenure now lasts about two years (and falling).

Employees are constantly on the move, and the concept of mutual loyalty has become a quaint remnant of the past. So what’s a hiring manager to do? Loyalty issues aside, turnover is expensive, and replacing a single employee can sometimes cost more than that person’s annual salary.

According to research, one answer lies in increased transparency. If you’re honest with your employees (and candidates) from the start, they’ll be more likely to trust you, and if they trust you, they’ll stay. Here are two elements of transparency that could use some improvement in most workplaces.

Salary

Do you include clear salary data, or at least a range, on your job posts? If you already do this, give yourself high marks. Visible, upfront salary data lets candidates know if it’s worth their effort to apply. But it also sends a positive message: It shows that as a company, you’re open, you have nothing to hide, and you’d rather not engage in defensive manipulation. This is a healthy opening salvo in an employee-employer relationship, and if you can share salary information upfront, you’ll start your dialogue off on the right foot. Skipping this move suggests that you’ll negotiate hard to pay your candidates as little as you can possibly get away with—Not a welcoming sign.

Culture

Do you have an entrenched cultural problem that you aren’t exactly proud of? Do you wish you could wave a wand and give your company culture some qualities it doesn’t currently have? All managers do. But when it comes to attracting and retaining candidates, you have two choices: You can hide the problem and lure top candidates into signing on, OR you can describe your culture honestly and let your candidates make their own decisions…while working diligently behind the scenes to fix the issue. Choose the first, and your great new hires will slide out the door as soon as they get their desks packed. Choose the second, and you’ll earn respect for your honesty, which may translate into a longer and healthier relationship with your new employee.

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Are you looking for the right employees to bring to your company for the long term? Contact the ACCENT Hiring Group today to work with a top staffing agency in Phoenix!

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Feb 1, 2018

Why Won’t Your Team Talk to You? They Want Predictability

Following the advice of countless management pros and business mentors (including this blog), you’ve decided to enact a small change to your management style— You’ve decided to open your office door and open your ears, to all comers. You’ve made your office into a welcoming space with a friendly atmosphere and two comfortable chairs in addition to your own. You never close the door unless you’re having a private conversation, and you constantly encourage your teams to initiate talks with you.

So why haven’t they done this? So far, all you hear is crickets, and the line outside your door is non-existent. Your teams don’t even call you on the phone—they prefer to get your attention using texts and email. Even though we haven’t met you personally, we may know why this is happening: Your teams need predictability, and they aren’t getting it from you. At least not yet.

Social Energy and an Unpredictable Boss

If you aren’t sure how your boss will respond to a surprise knock on the door or some unexpected news, you’d probably do what your teams do: stay at your desk and send a message. If you have to gauge your boss’s mood or mindset before you approach, you’re more likely to send a text. If you don’t know whether you’ll be welcomed, validated, rejected, brushed off, or yelled at, why take the risk?

Social energy is a limited commodity for almost everyone, even the most extroverted among us. And if you behave unpredictably, you drain the energy of everyone around you, especially those who report to you and depend on you for their jobs. Keeping your employees on eggshells will keep them away.

How to be Predictable

Unfortunately, just recognizing the value of a predictable demeanor won’t make adopting such a demeanor any easier. Your mood and mindset change throughout the day, and since you’re only human and you have a right to express yourself, pretending to be a robot won’t help anyone. Instead, start by exercising emotional control and equanimity, and when that doesn’t work, be honest with those around you. Use your words to describe your sense of anger or frustration instead of volume, facial expression, or unexpected actions and decisions. Try saying, “That’s upsetting news,” instead of swearing, hyperventilating, or launching into a shoot-from-hip reaction. While you’re at it, hold all of your conversations in confidence unless you have a good reason not to.

When you take a position, stand behind it. And pause for two full seconds and two full breaths in and out before you respond to comments, news, or questions that surprise or upset you. This simple courtesy of a measured reaction can yield big dividends in employee trust.

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Are you looking for the right employees to bring to your team? Contact the ACCENT Hiring Group today and work with a top employment agency in Scottsdale.

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Jan 24, 2018

How Will LinkedIn Talent Insights Help Hiring in 2018?

LinkedIn plans to launch into 2018 with the release of a new offering for recruiters and staffing teams. It’s called LinkedIn Talent Insights, and the company claims that this new tool will provide the data and analytics HR pros need to make better staffing decisions. It can also help the same HR teams justify their decisions to boards and senior executives by showing the data on which these decisions will be based.

At a recent conference for recruiting pros, the CEO of the company introduced the service to an audience of recruiting experts and gave a detailed explanation of how he believes the service will support smarter, more focused, and more data-driven recruiting strategies. Here a few key takeaways he hopes will spark interest within the recruiting and staffing sectors.

Identifying areas of demand and skills gaps

Larger companies can typically use support in these two key areas. If you can’t identify the kinds of broad and narrow skill sets the company lacks, how can you target your recruiting program in an effort to close these gaps? This platform will allow teams to gather and cross-reference data revealing areas of need — everything from time management skill to XTML coding.

Talent Insights will also show staffing teams where skill sets are growing fastest within the company. If you’re doing something right, as an organization, you may as well recognize how and where your success is taking hold. Only then can you break down the factors that are contributing to this area of growth and repeat them elsewhere.

How and where can you find top talent?

The service allows HR managers to look at the company for meaningful data, but it also allows an outward focus on general information and trends that can inform plans and forward motion. For example, the service can provide answers to questions like “Which cities offer the highest level of engineering talent?” and “How does our company culture stack up against other players in the industry?”

Where is this data coming from?

Over the years since its initial launch, LinkedIn has gained input and insight from over 500 million members, 11 million jobs and 18 million employers. Over the years, these datasets have become a rich asset that provides “a dynamic view of rapidly changing market conditions,” according to the CEO.

Work with a Top Staffing Agency in Scottsdale

Are you looking for the right talent for your team? Contact the expert recruiters at the ACCENT Hiring Group today to get started on working with a top staffing agency in Scottsdale.

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Jan 17, 2018

Pew Study: Americans Don’t Want to Apply for Jobs Where an Algorithm Determines Who to Hire

According to a recent Pew study, most Americans expect that an increase in automation will have a considerable impact on their lives during the coming decade. But instead of feeling excited about the rise of driverless cars and automated workers, most people feel a sense of concern. Specifically, we’re not wild about the impact that these new automated systems and machines may have on our prospects of earning a living. And we aren’t very jazzed about the idea of a job candidate selection processed based on an algorithm and requiring no human input whatsoever.

Concern and Optimism Vary

The ratio of optimism to concern varies slightly based on the specific technology in question and the purpose it’s expected to serve in society. Driverless cars, for example, are receiving a comparatively warm welcome, with 56 percent of respondents ready to embrace the possibilities and 44 percent feeling hesitant. The prospect of an automated caregiver for the elderly are not as rosy, with 59 percent of respondents saying no. And most of us (about 76 percent) would rather not apply for a job if we know that a computer program will be used to evaluate our application instead of a human being (or several).

The reasons cited for this hesitation include a lack of trust in automated decision making, blended with a respect and appreciation for the unique capabilities of trained, experienced humans.

Policy-Making and Automation

How quickly or slowly would you like to see automation ease its way into the workplace? If you’re like most respondents, you’d like to see policies that slow the advance of technology that’s designed to replace human jobs. About 85 percent of Americans who responded to the survey would like to see machines limited to performing jobs that are dangerous or unhealthy for human workers. And about 58 percent say the law should restrict the number of jobs businesses can replace with machines, even if the machines are cheaper than human workers.

Work With a Top Recruiter in Scottsdale

Do you agree? If so, make your voice heard and let us know. Employers are always seeking better, wiser, more efficient and more appealing ways of attracting the top candidates in the marketplace. If using an algorithm to narrow the candidate pool seems like a turnoff and you’d look elsewhere rather than apply to such a company, we’d love to hear about it. Contact the ACCENT Hiring Group to learn more, share your thoughts, and find the support you need to land your next job.

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Jan 10, 2018

Hiring a Remote Employee for the First Time

Hiring remotely can bring a wide range of benefits to your organization, starting with the obvious: When you extend your pool of candidates beyond those within commuting distance, you can access the best talent in the country, or even the world. You don’t have to choose between the five candidates who meet your criteria and happen to live nearby. You (and your employees) can also sidestep some of the hassles that traveling to the office every day entails.

But remote workers also bring a few challenges. It’s not easy to get to know someone on a personal level if you never see them face to face, and communicating entirely by phone and written message can allow some important details and nuances to fall through the cracks. So when you select your remote employee, make sure you follow these tips and choose a candidate who can handle the challenges of the role.

Schedule at least one video interview.

This can allow you to hear and see your candidate in a real-time conversation, and it can help you better understand the person to whom you may be trusting important aspects of your business. Even one conversation can go a long way.

Ask about the candidate’s history with independent work.

Not all workers—even the most cheerful, skilled, and productive workers—are cut out for independent employment. To work well independently, your candidate will need to have no trouble with social isolation and little oversight. Ask if she’s done this before, and ask how she handles each specific challenge that comes with this type of work environment.

Provide appropriate tests.

You’ll need to pay the candidate for her time if your test process exceeds about 30 minutes, but if you can keep the time investment to a minimum, present your applicant with skills tests, software tests, communication tests, or any other test that might give you an accurate understanding of her readiness for a remote role.

Explain your communication tools.

What platforms do you use to connect with remote employees? Will you be ready to offer these platforms to your candidate and create accounts for her under the company’s purview? Has she used these platforms before and does she understand them already, or will she require training? Make sure that both of you understand how your communication and work delivery process will take place, and make sure both of you are prepared to download, install, purchase, or access the tools that will be necessary to stay in contact.

Work With a Top Recruiter in Scottsdale

For more on how to select and hire an employee who you may never meet in person, contact the team at the ACCENT Hiring Group today and work with a top staffing recruiter in Scottsdale.

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Dec 20, 2017

Identify Top Performers Part 3: Work Ethic and Motivation

As you sift through resumes and conduct interviews in search of the perfect candidate for your open position, you know that your windows of exposure will be limited, and your view of each candidate will be narrow and conditional. If you must extrapolate a complex long-term future relationship from a one-page resume or a 30-minute interview conversation, you’ll need to take a leap of faith. You’ll also have to recognize signs of potential, spot red flags, trust your instincts, and ask the right questions. So here are a few ways to use the limited tools available to assess one specific aspect of your candidate’s readiness: their motivation and work ethic.

Don’t waste time and breath.

Some traits can be assessed by just asking the candidate flat out for a self-description. For example, is your candidate introverted or extroverted? More of a leader or more of a follower? If they have to choose between quality work and meeting a deadline, which do they choose and why? But assessments of work ethic don’t work this way. There’s no need to ask your candidate “Are you a hard worker?” because first, there are no shared definitions for this term, and second, the answer will always be yes. Skip the empty chit-chat and get straight to numbers, narratives, and measurable metrics.

Ask for stories and numbers.

Ask your candidate about the hours and connectivity required by their previous jobs. In the past, have they worked an average of 20, 40, or 50 hours a week? For whom, on what, and why? Have they ever held a job in which they were required to stay connected and available 10 hours a day? How about 24 hours? Did they enjoy and embrace this routine or not? Recognize that wise, experienced candidates won’t eagerly reach for a 24/7 job if they’ve held one before and didn’t love it (most people don’t). By the same token, experienced candidates won’t grab for an utterly boring job if they’ve held one before and didn’t love it (most people don’t). Honest, experienced candidates will listen to your desired level of commitment and honestly assess its alignment with their own. Take their words at face value.

Which way do they lean?

Is your candidate here because they need a job, or are they here because they value the role of the company in the larger world, stands behind its contributions, cares about its success, respects its customers and its shareholders, and wants to proudly attach their name to yours? If they know nothing about the company at all, that’s not necessarily a deal breaker. But their candidacy should fade next to that of an applicant who clearly respects the company, has done their research, has a personal relationship with your brand, and knows your products inside and out.

Work with a top recruiter in Scottsdale

For more on how to evaluate your candidate’s willingness to sacrifice time, mental energy, and emotional energy to ensure your company’s success, contact the team of recruiters at the ACCENT Hiring Group.

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Dec 13, 2017

Identify Top Performers, Part 2: Managing Self and Others

You’re screening and examining your final contenders for an open position, and based on the rounds they’ve made it through so far, you can say this of each applicant: they each hold the requisite education requirements and years of experience, they can handle the technical tasks the job requires, and they haven’t yet revealed any clear red flags. In other words, each of them can handle the core needs of the position. But what about leadership and management abilities? You need a candidate who can show self-direction while also coaching and organizing other people. So how can you review a profile for signs of this ability? Here are few ways to spot the candidates with management potential.

Ask about their ambitions.

Many excellent employees and top performers simply have no interest in managing others. Being a “boss” might be a dream for some, but it’s certainly not a dream for everyone, and it’s not unusual for a brilliant employee to reject the extra level of responsibility that comes with a management role, especially if they entered the field for other reasons. (Some people enjoy healing the sick, making bread, selling products, innovating, or fixing cars, but they don’t enjoy managing other employees and don’t see this as a career goal). So during your interview, just ask if they see this in their future. Take their answer at face value.

Present hypotheticals.

To get a sense of your candidate’s philosophical approach to management, present a few scenarios. Keep your hypotheticals simple enough to provide you with meaningful data. For example, ask your candidate how she might deal with a direct report who’s chronically late, or a how she might manage a conflict between an employee and a customer. If she has to choose between doing right by the employee and doing right by the company, how does she make the decision? What questions does she ask and what actions does she take as a result?

Estimate the personality match.

If your employees are extroverted, blunt, cheerful, and loud, will the candidate fit in? Will she speak their language? What if your workplace culture is reserved, quiet, and sincere? Think of your current teams, then assess her ability to adapt to their needs and the unique management challenges they present. Someone who can successfully manage the first group might struggle with the second, and vice versa.

Review the past.

Check her resume for signs of relevant experience, and ask her for stories frawn from her professional past. For example, ask her to describe a time when she just didn’t click with a direct report or a boss. What did she do to solve the problem and what were the results?

Work with a top recruiter in Scottsdale

For more on how to spot candidates who can take the lead and steer the team in a productive direction, turn to the staffing experts at the ACCENT Hiring Group.

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Dec 6, 2017

Identify Top Performers — Part 1: Can they Do the Job?

When you begin your staffing and hiring process, you probably start with start with strategic sourcing, or targeting and posting your ads in places where top candidates are most likely to see them. You probably conduct keyword searches to find online resumes, solicit top students at local universities, or otherwise reach out to the best candidates hoping they’ll submit resumes.

But once you’ve collected these resumes, you’ll need to start screening, sifting interviewing and evaluating interested applicants so you can find the right person for the role, the company, and the team. First things first: Can the applicant in front of you successfully execute the daily requirements of the job? Here are a few positive signs.

They’ve done it before.

Most applicants will claim or list experience that’s pretty similar to what you need…more or less. Of course, nobody in the world has done exactly this job under exactly these circumstances (unless you’re interviewing a former employee), but the level of similarity matters. All “sales” roles are certainly not the same, nor are all marketing, analytical or customer service roles. Huge overlaps may exist between one form of experience and another, but before giving the broad-brush benefit of the doubt (“My tenure as a sales rep will make me a great teacher!” or “I’ll be a great ER nurse because it’s so similar to my role as a restaurant manager!” ) think twice.

They speak the language.

When it comes to empty buzzwords, turn on a fan and clear the fog. But when it comes to meaningful industry jargon, listen closely. If your applicant seems mystified by common acronyms or seems oblivious to recent news and developments in the field, this may suggest trouble. He or she should be able to fluently and informally talk the talk. If she can keep up with your existing team members, and even teach them things they don’t know, that’s great. But if he can’t use the right terms for equipment, processes, platforms, and events, that’s not great at all.

They can pass simple tests.

Present your interviewee with some hypothetical situations and ask how she would respond. Give him a pop quiz and see how he does. Remember that interviews can be nerve-wracking and the responses you get may not fully reflect a nervous applicant’s knowledge, but they’ll provide you with a ballpark.

They anticipate some of the challenges of the job without being told or warned.

Give high marks to candidates who can accurately complete sentences like these: “I imagine you probably deal with (insert common industry-specific hassle)? If so, I’m used to that and I can handle it.” “I expect that in this job I’ll probably be managing issues related to (insert a common challenge of the role). Correct?”

Work with a top Staffing Agency in Scottsdale

Are you looking for those top candidates to bring to your team? Contact the team at the ACCENT Hiring Group today to get started!

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Nov 29, 2017

Best Employees Have Quiet Personalities? Here’s How to Get Them to Lead

Quiet employees are often the ones with the best ideas (which may be the case with introverts) or the strongest work ethic (often the case with those who are not inclined to socialize), or they’re the easiest employees to get along with (quiet people often don’t like drama and conflict). Regardless of the reason for their reserved ways, quiet employees can be worth their weight in gold — as employees, and also as co-workers, friends, and people.

It would be great to see more quiet people in positions of leadership. But by nature, quiet people don’t often seek leadership roles without targeted support and encouragement. Here are a few ways to help reticent workers to step out of their comfort zones and into the spotlight.

Are they interested?

First, ask yourself one question: Shy Steve doesn’t want attention … but does he want the opportunity that typically comes with it? If you know that Steve (or Sally or Sam) would really like to overcome this hurdle and climb the management ladder, your help is warranted. But if Steve would genuinely rather not be placed in a position of authority, you’ll need to find ways to leverage his ideas, skills, and gifts without formally changing his social role.

Make speaking opportunities easy.

Give your shy employee opportunities to speak up, take the floor, field questions and demonstrate their expertise. But pave the way and make the process as easy as possible. If they’re scheduled to speak during a meeting, bring them on stage early. Don’t let them stew in anxiety for 30 minutes first. When they step down, lead the applause. If they’re facing pushback during the Q-and-A and getting uncomfortable, step in and end the session. Allow them to find their feet gradually and on their own terms.

Encourage whatever builds confidence.

If your employee seems to glow under public praise and thanks, lay it on. But if their rosy blush is actually the sting of genuine and painful embarrassment, offer your praise in private. Use your social skills to discern the subtle difference. Meanwhile, if they need to overdose on coffee, splash water on their face, or spend some time chatting in your office for a minute before a speaking session or moment of leadership, indulge them.

Set them up for success.

Give your shy employees projects that highlight and make use of their strengths. Allow them to change gradually; don’t just fire off a few pointers and then expect a magical transformation. And above all, give them a net — a safe place to land — as they begin taking new risks and trying new things.

Work with a top staffing agency in Scottsdale

For more on how to manage each individual employee in ways that suit their strengths, weaknesses, and unique personality, contact the recruiters at the ACCENT Hiring Group.

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Nov 15, 2017

Creating a Year-Round Culture of Thankfulness

During the Thanksgiving holiday season, it’s nice to hear others speak about what they appreciate in life, and it feels good to share in the ritual and take a moment to thank your employees and teams for their hard work. It feels easy and natural to watch the changing leaves, bundle up in sweaters, and share the joy of the season with those in the workplace. But how can you keep the spirit of generosity and gratitude awake in your teams all year long? How can you keep the warmth of the holiday going when February rolls around and the dark days take their toll and tempers get short? Keep these tips in mind.

Encourage notes.

Thank you notes may seem old-fashioned, but they certainly still have a place in the professional environment. Like resumes, they came into style generations ago and they just haven’t gone out, despite the rise of technology and shifts in cultural mores. Write thank you notes by hand and deliver them to your employees, and when they write similar letters to coworkers and clients, let them know that you approve.

Encourage outside friendship.

Make it easy for your teams to meet up and spend time together outside of work hours. Something as simple as a long lunch or a company sponsored happy hour can spark connections that can lead to weekend get-togethers. Employees feel more engaged and loyal to an employer when their boss and coworkers feel like friends and family.

Turn every day into Employee Appreciation Day

Every day, look for at least one or two opportunities to celebrate one employee’s personal victory or publicly praise another employee for a job well done. Show thanks and gratitude for those who show up and work hard, and show special appreciation for those who go the extra mile and produce above average results. If your budget allows, offer a general token of your appreciation on a regular basis, regardless of sales numbers or deals closed. For example, offer a pizza lunch in the break room once a month for no reason at all.

Always distribute credit

When praise, awards, new contracts or appreciation fall on the company in general or you personally, don’t take the credit for yourself. Immediately hand it off to those who support you by doing their jobs. Turn to the people who spend their days moving the company forward and making you look good; they’re the ones who make such successes possible, and they should know it.

Work with a top staffing agency in Scottsdale

For help on bringing in the right employees to build the culture you want, turn to the top recruiters in Scottsdale and contact the ACCENT Hiring Group.

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