Hiring Advice

Employment Industry News
Sep 13, 2017

Why Employees Quit: Low Pay

Hiring an employee may — at first — seem equivalent to investing in a machine or piece of equipment. Newer and inexperienced managers often slide inadvertently into this analogy, and they often assume that if a piece of equipment is designed to do one thing, and a cheaper unit can accomplish the task just as well, the cheaper unit must objectively represent the better choice. For inexperienced managers, rejecting a higher priced applicant (or dismissing a more expensive employee) in exchange for a cheaper one might seem like a no-brainer.

But as they gain experience and industry knowledge, smart managers and leaders recognize that this analogy just doesn’t translate into the realm of human employees. In the world of management and staffing, cheaper is rarely better — if ever. Here’s why.

Quality Employees Insist on Respect—and Compensation.

Far too often, promising start-ups are derailed and promising companies go under simply because their managers fight employees for every dollar. These companies play hardball during salary negotiations, resist minimum wage legislation, and squeeze employees for every hour of time on the clock, believing that this stance will have no impact on employee motivation, loyalty, or retention. The bitter truth: It certainly does have an impact. Employees who feel they must fight for every raise receive a clear message: Their work is not valued. And eventually, they respond the way anyone would: They leave. When they go, they take their institutional knowledge and their years of experience and training with them.

Attitude Matters

Sometimes the appearance of a grasping company culture can cause more harm than low salaries themselves. Companies that are (or appear to be) generous and loyal to their employees can gain more ground than those who brush off raise requests or quickly resort to layoffs when they need to cut costs. Studies show that employees will tolerate low pay if their employers appreciate them and value their contributions. But the right attitude only goes so far; employees still have to pay their bills.

Low Salaries Don’t Attract Applicants

If you aren’t willing to provide competitive compensation, don’t expect a large pool of excellent applicants. Those who have more options will apply elsewhere, and applicants who appear qualified, or overqualified, will likely use this low paying job as a stepping stone to something else. Again, when they leave, they’ll take the cost of hiring, onboarding, and training with them as they walk out the door. Turnover can be much more expensive than fair offers and regular annual raises.

In most traditional employee-employer relationships, money isn’t just money; It’s a stand-in for respect. In this way, little overlap exists between people and mechanical equipment. When it comes to your most valuable resources (your human resources) cost-savings are rarely what they seem.

For more on how to make this complicated math work to your benefit, consult with the staffing pros at the ACCENT Hiring Group and work with a top staffing agency in Scottsdale AZ.

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Sep 6, 2017

Why Employees Quit: Too Much Stress

About 33 percent of employees — or one out of every three on average — quit their jobs or make plans to quit within the first six months. This statistic may seem overwhelming for concerned hiring managers, but take a breath before you panic; as it happens, the reasons for these departures are surprisingly simple. At the very top of the list: stress. Stressed employees aren’t happy, and after about six months they have enough information and experience to accurately predict whether things will turn around on their own. If things aren’t improving and the future looks darker than the present, not brighter, they start eyeing the exits. So what can you do to help new employees adjust to their new circumstances and help stressed employees recognize a smoother path somewhere down the road? Keep these tips in mind.

It’s okay to pay your dues, but not forever.

Most employees expect and accept that any new experience presents challenges. They’re prepared to prove themselves and face the stresses that are part of any new profession, industry, or workplace. But if they can’t identify clear milestones ahead, that’s a problem. For example, if they’re carrying heavy newbie workloads, but they see more experienced counterparts carrying the same loads with no change in circumstances, no significant pay raises, and no clear gains in respect or schedule flexibility, that’s a red flag.

New employees may face a crisis of confidence.

Again, new jobs are always difficult. But while some employees grow as their experience grows, others are simply not cut out for this type of work. Those who place themselves in the second category (or who are placed there by critical supervisors) will leave. Evaluate every employee before you let them slip away. Does she simply need more patience and better training? Or is he truly hopeless in this role? Answering correctly can make or break your company.

Long hours are not appealing.

If your company culture rewards those who are all work and no play (literally), don’t expect your new employees to make long term plans with you. Short term plans, maybe. But nobody dreams of growing old in the office, never seeing their families and never having schedule flexibility or time off to live their lives. If you decide to embrace a 24-hour workplace culture in which employees abandon their lives to focus on their spreadsheets, you’ll also be embracing a future—and a brand reputation– as a revolving door.

Work With a Top Staffing Agency in Scottsdale

Give your employees room to breathe and the resources they need for growth. Stress isn’t always a deal breaker, but stress without support usually means short tenures. If your team needs more support work with a top staffing agency in Scottsdale and contact the experts at the ACCENT Hiring Group!

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Aug 30, 2017

In a Tight Candidate Market, Paint the Right Picture with Your Job Post

The quality of your job post can make or break your ability to attract top candidates in any job market, but as the availability of qualified candidates starts to drop, the pressure begins to increase. Under any economic conditions, your post should be informative, organized, well-written and professional. But when the marketplace tightens, you’ll need to raise your game on every level—At this point, you aren’t just trying to attract candidates; you’re trying to stay one step ahead of competing employers. So keep these tips in mind as you polish every detail.

Cover the Basics First

Put yourself in the shoes of your ideal candidate and read your job post from that person’s perspective. Does the post contain all the information you need in order to apply? Does it explain exactly what the job entails, where it’s located, how much it pays (as precisely as possible), what it requires, and what opportunities it offers in terms of advancement? Don’t worry about giving your post extra zest until these bases are covered.

Next, Bring the Heat

Once you’ve given your potential applicants all the information they need, go ahead and explain why this job shines a little brighter than other similar positions. Generate some excitement by showcasing the details that make you proud of the company. And focus on the future, not just the present. Sure, this is a great place to work, but it’s also growing every day. Explain how adding this job to a resume can help your candidate move forward and grab the next rung of the ladder, and then the next.

Respect Inspires Respect

Treat your candidate as the valuable (potential) asset they are. Don’t warn, scold, or make them jump through demeaning hoops. This might help you weed out disinterested candidates during down markets when most candidates are desperate for work, but in the current climate, you’ll only turn off the strongest applicants and deter those who have access to better options. Be positive and send a clear message: your workplace encourages a culture of respect.

Don’t Skip Incidental Details

Is this job located in the heart of a thriving city? Is it nestled in a peaceful suburb? Is this workplace surrounded by remote beauty and natural vistas? What kind of cultural opportunities exist close to you, and how can you leverage these positive features (which have nothing to do with your company) into a reason for great candidates to apply? Consider commuting benefits, culture, and access to the heart of your industry.

Work With a Top Staffing Agency in Scottsdale

If you are looking to attract the candidates ready to make an impact on your organization, contact the recruiters at the ACCENT Hiring Group today!

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Aug 23, 2017

How Does Trust Affect Your Feedback?

As a manager, you’re probably aware that feedback carries weight, it gets things done, and it’s an essential aspect of open communication. If you don’t provide feedback, your employees don’t grow and your company stands still. So you know you need to do it. But you may also view feedback delivery as an awkward and tedious chore, something that your employees enjoy hearing about as much as you enjoy sharing…which is not at all. So how can you find a balance between these two poles? What can you do to make sure your feedback process is helpful, not destructive? And even better, what can you do to make the process as quick, natural, painless, and effective as possible? Here are a few simple tips.

Trust is essential.

If your feedback comes off as criticism (which it probably does; most employees naturally equate negative feedback with criticism), don’t respond by skipping it altogether. (This is also a natural human reaction to painful encounters and conversations; most of us avoid them.) Instead, keep searching for new ways to reframe your statements, and measure what you say against the level of trust your employee places in you. If your employee doesn’t trust you, don’t lay on the negativity. Nothing good can come of this. On the other hand, if your employee knows that you have their best interests at heart, say what you need to say fearlessly. If all or most of your direct reports fall into the first category, work on trust first. Worry about feedback later.

Talk about effort instead of ability.

Don’t use language that suggests your employee is “good at” some things and “not good at” other things. Every strength can vary from day to day and year to year, and what looks like exceptional or weak talent one year can fade or grow over time. Skills and talents are like muscles: If we exercise them they get stronger. So don’t frame your feedback in terms of inherent ability; instead, concentrate on where your employee is placing their efforts. Encourage them to shift effort away from some areas and increase it in others.

Empathy can save your relationships, and possibly save your company.

Before you deliver negative feedback, ask yourself one critical question: If you were in your employee’s shoes, how would you respond to the words you’re about to say? If these words would feel motivating and inspiring to you, they’ll probably feel the same to your employee. But if you’re delivering these words to make your employee feel small, to make yourself feel important, to scold, to punish, to manipulate, or to check off a box on your to-do list, pause. What outcome do you hope to achieve with these words? Keep your eyes focused on that outcome as you move forward.

Work with a top staffing agency in Scottsdale

Are you looking for the right employees to earn your trust? We can help – contact the recruiters at the ACCENT Hiring Group to work with a top staffing agency in Scottsdale!

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Aug 16, 2017

When Is the Right Time to Reach the Job Seeker You Want?

According to a recent analysis by the American Time Use Survey, about 1.2 percent of Americans spend some time every day searching for a job. On average, those who engage in this activity spend about 2.5 hours doing so. So if you’re a recruiter or hiring manager competing for the attention of top talent, you have something to gain by seeking answers to two questions: When do these 2.5 hours take place during the day? And if these hours are not evenly distributed throughout the week, which days show peaks of activity?

If you can target the moments when your best candidates are online and active, you can save time, money and energy by finding a shortcut to great resume submissions. Here are a few tools and data points that can help you streamline your search:

The Golden Hours: At Lunch and After Dinner

Job seekers tend to be most active during the early afternoon hours when Americans stop work and other activities for a midday meal. Employed workers who are looking for new opportunities tend to scroll job boards on their lunch breaks, and those who aren’t working full time tend to step away from volunteering, school, childcare and other demands to search for jobs during the same hour. The search trails off during the afternoon, drops during standard commuting hours, and picks up heavily after dinner.

A Slight Variance Between Employed and Unemployed

Employed job seekers lean more heavily toward the post-dinner peak, and unemployed seekers contribute more to the lunchtime peak. This may be because employed job seekers don’t want to engage in the search while they’re in the office.

Aim for the Early Days of the Workweek

Both working and non-working job seekers lean harder into the search during the earlier days of the week, between Monday and Wednesday. The busiest job search hour of the week takes place between 11:00 am and noon on Tuesday.

Weekend Search Trends

As the weekend approaches, the job search becomes a lower priority for both employed and unemployed job seekers. Most people take the weekend off, and their thoughts start straying from the search by roughly Thursday afternoon. They don’t tend to pick up the trail again until Monday morning, but a small exception exists: job search activity begins quietly rumbling to life again on Sunday evening, specifically among those who happen to hold a four-year degree.

Quiet Saturdays

By far the quietest job search period during the week takes place on Saturday. If you post an open position on a Saturday, don’t expect many job seekers to see or respond to it for at least another day or two.

Work With a Top Staffing Agency in Scottsdale

For more on how, when, and where to grab the attention of the qualified candidates you’re looking for, turn to the hiring professionals at the ACCENT Hiring Group and work with a top recruiter in Scottsdale.

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Jul 26, 2017

One Thing That Never Changes When You are Leading

As you step into a leadership role at the head of your company or your team, you can expect plenty of things to change over the next few years. You may experience personnel turnover, you may achieve some key goals and put those milestones behind you, and you may shift direction or change your definition of a successful product or service. Even your target audience may shift, which may require changes in your marketing plan or value proposition. But here’s one thing that won’t change: What you stand for as a company.

Your core values should be built on a foundation of bedrock that stays in place, even if your entire business model changes around you. For example, if your company believes in treating customers fairly, putting employee safety ahead of profits, or treating the local community with respect, these values won’t change — Even if you start out selling one type of product and transition fully to another. So how can you keep your actions in line with your core values when the winds of change begin to blow? Here are a few things to think about.

The pressure may be strong.

Maintaining your core values (and those of your company) won’t always be easy—but nobody promised it would be. Doing what comes naturally doesn’t always align with doing what’s right. For example, shareholders may pressure you– either directly or by issuing mandates to C-level executives—to increase profits by compromising employee safety. It’s easy to comply with such pressure, but compliance isn’t the answer. When you take a stand, expect strong headwinds. You can also expect thorny puzzles if, for example, your core values also include protecting shareholder profits at all costs.

Choosing your battles may become part of the equation.

If your core values include fairness to employees, and you’re considering dismissing an employee for possibly unfair reasons, it’s time to take a stand. But how far should you go? Push back when it’s right to do so, but recognize that fairness to one employee may mean injustice to another. Likewise, taking an employee’s side during a client dispute may mean a lost contract—but how damaging is the loss? Everything has limits, and some battles bring victory that may not be worth the cost. As you wrestle with these puzzles, keep your core values in sight at all times. Define them in simple terms and refer to them often. This is why successful managers often keep the company’s core values framed and hung in a visible location.

Expect change.

Don’t be caught off guard when your business model evolves or your values are challenged. This isn’t a rare occurrence; in fact, it’s an unavoidable aspect of maintaining a successful business. Nothing stays the same, nor should it. Growth means constant changes and constant challenges. If you’re standing still, something’s wrong.

If you are looking for the right employees to bring to your team to represent your company values, reach out to the ACCENT Hiring Group to work with a top staffing agency in Scottsdale.

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Jul 19, 2017

A Structured Interview Process Brings in Top Performers

If you were inclined, you and your team could hold unstructured interviews and follow the process where it led you. You could, for example, simply sit back at the beginning of the session and give the candidate a prompt like “Tell me about yourself.” Then you could simply follow the conversation down a winding path wherever it took you, and you could glean unsolicited data about the candidate along the way. You might learn a bit about their personality, and you might gain insight into their approach to problem-solving or their questionable habit of blurting first and correcting later. You could use this unstructured method to identify red flags or allow your candidate to boast about their past without being prompted.

But here’s the problem: You also might not. Without structure, you simply don’t know what you’ll get out of the process before it starts, and while you may leave the session with volumes of data, you may also leave with no meaningful information at all. So to limit this possibility, maintain a few elements of solid framing, even if you conversation wanders slightly off the path. Here’s how.

Know what you’re looking for.

Long before your session begins, create a list of must-haves for this role. Know the difference between what you want to see (a positive attitude, a cheerful smile) and what you must see in order to make an offer (SQL certification, proposal writing experience). No matter what other topics come up, make sure you ask about each of the items on your list at some point and check them off as you go.

Know what won’t work for you.

Regardless of your personal feelings, your company culture is not ephemeral; it’s real, it changes slowly, and cultural fit is often non-negotiable. Even if your candidate excels at the job, a clear cultural mismatch will drive them away eventually, so find the alignment you need or keep looking. For example, if your teams are collaborative and your culture rewards teamwork and cooperation, don’t hire a competitive, solitary shark. They’ll find Their match elsewhere, and the sooner you spot the disconnect, the better.

Rely on testing.

For some quantitative, measurable skill sets, there’s only one clear way to gauge readiness: testing. Foreign language fluency, math, grammar, and certain software proficiencies can be easily put to the test with a few pointed questions or a structured exam. Don’t miss an opportunity to get out your measuring stick.

Work With a Top Recruiter in Scottsdale

Creating a structured process with assessments and metrics may come at a cost, but in the long run, the benefits will be worth it. Stay fair, clear, standardized, and consistent and you’ll come out ahead. For more on how to choose the right candidates during your hiring process, work with a top recruiter in Scottsdale and contact the ACCENT Hiring Group.

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Jul 12, 2017

Need Talent? Prioritize This!

You need talent. And you need commitment. But above all, as you launch your candidate search for a critical open position, you need a clear and reliable match between the needs of the position and the candidate’s personality, abilities, and plans. Far too often, staffing managers focus exclusively on job specific skills, or ineffable personality traits (what exactly is a “hard worker”?), and as they pursue this area of single-minded focus, they target candidates who just won’t stay with the company, no matter how talented they may be.

To avoid this problem, open a wide and honest communication channel between the company and the candidate. Don’t be blinded by his or her programming or leadership abilities; keep personality and plans in the picture, no matter how tempting it may be to push them aside. Consider the guidelines below.

Just because they can doesn’t mean they will.

You need a candidate who speaks five specific languages, and lo and behold, you found your needle in the haystack and a brilliant linguist is sitting across from you at the interview table. Your first instinct may be to spin the nature of the job in a way that she might find appealing. You may feel the urge to blur the truth, hide the gritty daily realities, or make her role seem more prestigious than it is. Ignore this temptation. Why? Because if you bring her aboard on misleading pretenses, they’ll leave within a year and you’ll be restarting the search from square one — at great cost and expense. If their core skill set is rare, it’s even more important to stay honest and open from the first interaction to the last.

Signal honesty at every turn.

It’s great if you ARE honest and your statements are all perfectly above board and accurate. But you also need to SEEM honest from the start. Candidate interactions can be brief and fleeting, and just as you may make decisions based on quick impressions, your candidates are doing the same. An unreturned phone call, a long awkward pause before answering a question, or even a fleeting hint of rudeness during the session can send an oversized message.

Deal in good faith.

Of course, your offer and the salary you present will be based on your own needs and your own budget, not the candidate’s. You hope to gain maximum returns on your investment, and you’re paying the employee for their productivity, not for their dismal commute or their steep student loan payments. But at the same time, you’ll be more likely to attract and retain top candidates if you factor these things into the equation and treat the candidate like a human being with needs and requirements of her own. Listen closely to discern what they’re      looking for (Flexible hours? A strong mentor?) and do what you can to offer these things. Seek common ground during the negation process; don’t just focus on your own interests.

Work with a top management recruiter in Scottsdale.

Are you looking for talented candidates to bring on board? Contact the ACCENT Hiring Group today and work with a top management recruiter in Scottsdale!

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Jun 28, 2017

Don’t Overlook Your Female Leaders

No responsible manager overlooks a female candidate for overtly sexist reasons. In a well-run company, you’re unlikely to find a manager who confesses to passing over a qualified candidate for a promotion simply because the candidate identifies as female. These kinds of unabashed sexist decisions and actions are holdovers from another era, and even if motivations are rooted in subtle sexist assumptions, most managerial training programs, and HR directives are designed to root out ingrained forms of bias that can undermine the workforce and harm the company. But despite surface-level societal changes, these forms of bias can be stubborn, and women are still not promoted at a rate that reflects their contributions to the workforce.

So in order to advance your own success and that of your organization, shine a light into your own deeply held, unexamined beliefs the next time you’re called upon to make a promotion decision. Keep these thoughts in mind.

If not, why not?

If you’re not inclined to promote a female candidate, ask yourself hard questions, and don’t seek escape in easy answers. Your first thought may be something like “Well, she just doesn’t have the numbers,” or “She doesn’t strike me as a leader.” Double check these numbers, and if you’re wrong, have the courage to admit it and change course. If she doesn’t strike you as a leader, ask yourself why not. Maybe you aren’t actually watching her or taking her actions and decisions at face value. Assume your decisions are motivated by ingrained bias and see if your perspective shifts.

“Her voice is too high.”

Write down your criticisms. Generate a list of statements that you assume preclude your candidate from a leadership role. Then go down the list and cross off every metric or assessment that you wouldn’t or haven’t applied to your male candidates. Chances are, her mistakes are similar to — not greater than — those of her male counterparts. And her voice, mannerisms, clothing, gestures, or shoe style are holding far more influence over your decision than they should.

Factor in every detail.

Recognize that fairness doesn’t come naturally to most of us; our fairest assessments of others are still influenced by unrecognized racial, gender, and other biases that we can’t root out of ourselves via a simple act of will. If you recognize a natural deficit within yourself (we all have them), and recalibrate to compensate for it, where does that leave you? And where does it leave your female candidate? You aren’t doing her a favor by making this internal adjustment; she’s earned the right to a fair and honest evaluation. And you owe it to your company to appropriately leverage her talents and leadership skills. If you overlook or disregard them, she’s likely to redirect her energies and search for opportunity elsewhere.

Work with a top recruiter in Scottsdale

Are you looking for the best employees to bring to your team, contact the ACCENT Hiring Group and work with a top management recruiter in Scottsdale.

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Jun 14, 2017

How Can an Incentive Program Reward Your “B” Players?

Too often, the rewards provided by incentive programs are disproportionately granted to a group of strong performers who don’t need incentives to maintain the status quo. If you imagine the team as athletes — runners, for example — these are the performers who were born with long legs and typically stride at a faster gait and cover more ground than their peers, without necessarily exerting more effort. They may enjoy receiving rewards and incentives, but at a certain point, these runners should be rewarded for growth, not for consistently maintaining the same above-average numbers.

At the same time, incentive programs should offer more rewards and focus more attention on the “B” players, the second-place achievers who contribute only slightly less, on average, but at a far greater cost to themselves. These runners with slightly shorter legs should be the primary beneficiaries of an incentive program since their contributions are directly linked to effort and active engagement. As you develop your program, keep these considerations in mind.

Transparency matters

Before distributing an award, provide data that reveals the metrics used to make the decision. If the reward is non-competitive (for example, a recognition of a unique achievement), this data isn’t so important. But if multiple employees have been asked to compete for one award, be ready to show how and why the winner was chosen.

Keep recognition flowing

Rewards and recognition should happen on an almost-daily basis, and opportunities for success should be readily and constantly available to those who strive for them. An effort to excel, no matter how recent, sustained, or fruitful should be acknowledged in some capacity by the organization. Missing an opportunity for a reward should in no way justify giving up the effort; if one reward passes by, the next one should immediately appear on the horizon.

Rewards should be tailored

Again, faster runners and naturally high achievers should be rewarded for growth, not sustained high performance. Slightly slower runners should be rewarded for accomplishment and effort, and slower runners should be rewarded for improvement.

Rewards should be meaningful and proportional

Vast improvement merits a more impressive reward then mild improvement. Long term success merits a greater reward than a short burst of brilliance. As you distribute competitive rewards, don’t compare apples and oranges and recognize that not all victories take place within the same context.

Work with a top recruiter in Scottsdale

If you are looking for talent to join your team, contact the team at the ACCENT Hiring Group and work with top recruiters in Scottsdale.

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