Scottsdale AZ Recruiters

Employment Industry News
Jan 18, 2017

The Candidate Accepted Your Offer, Then Turned You Down. What Now?

You’re on track to landing an excellent hire. You’re proud of this candidate, and you’re pretty proud of yourself (you must admit) for finding her and negotiating the terms of her employment with style and savoir-faire. You always say “We’re excited to have you onboard!” when you hire a new employee, but this time you really mean it. You’re genuinely looking forward to welcoming her to the workplace and witnessing the positive change that she’s likely to bring.

And then the worst happens. She calls one week before her start date to tell you that she isn’t planning on showing up. You’re disappointed, annoyed, and discouraged. How should you respond? Keep these tips in mind.

Prepare for this beforehand.

As you move through the selection process, don’t slam the door on your second and third place contenders. Let them know you’ve staffed the position and the process is complete, but leave room for possibility. You can tell them directly that they’re runners up (which is always nice to hear), or you can simply tell them that you’ll contact them if your chosen hire falls through. That way they’ll know not to wait by the phone, but if the phone rings, maybe they’ll be willing to take the call.

Share your feelings carefully.

Show your disappointment, but not your annoyance. Explain that you really like the candidate and were looking forward to working together, but stay positive. If you alienate them or respond rudely to their change of plans, you end the relationship forever. If you stay polite and diplomatic, you keep the door open.

Find out why.

The candidate may or may not provide details, but you can feel free to ask. Sometimes the problem is insurmountable (For example: “I received a far better offer elsewhere.”) But sometimes the issue can be sorted out (example: “I never received the promised reimbursement for my travel costs to the interview, which seemed like a pretty big red flag.”) Communication is key. Keep all channels open between the candidate, the recruiter, and the company.

Let them know what you plan to do.

Feel free to leave the candidate with a clear statement like, “We’ll reopen the position” or “We’ll hire someone else.” That way the candidate will know that you’re moving on. Of course, if her change of plans will somehow violate the contractual terms of her employment, let her know what kind of action you plan to take next and what her options are. Again, stay polite.

If you are looking for experts in recruiting to help you with the hiring process of your top candidates, contact the top recruiters in Scottsdale and reach out to the ACCENT Hiring Group.


Oct 5, 2016

Motivate Your Team without Breaking Your Budget

Your team could use a motivational boost. When you glance around the office, you see far too many signs of burnout, passivity, and unnecessary conflict. Some of your most talented employees seem to be phoning it in now and then, and some of the obstacles and challenges that hold your teams back seem easily surmountable. So what can you do to get things back on track? How can inspire a general sense of inspiration and focus without breaking the bank? Try these moves.

Push the use of vacation days.

Managers aren’t always sure why or how it happens, but some employees simply can’t — or won’t — make use of their paid PTO time. Some employees feel anxious about the opinions of their bosses, and they wonder if they’ll be considered lazy or incompetent if they leave their stations for a single day. And some employees are simply exercising a conservation mentality, hoarding PTO time in case a day arrives when they really need it. Actively discourage both of these unhealthy approaches to vacation time, and push your employees out the door. Assure them that their jobs will be waiting when they get back.

Align individuals with appropriate career paths.

Keep a close eye on the gap between what a given employee is doing and what she should be doing. If you have a talented writer and speaker who works all day on non-speaking and writing tasks, make note of it. If you have a natural salesperson working in a back-office job with no customer facing responsibilities, pay attention. Make an effort to channel each person’s career growth, training and development in the direction that makes the most sense for both the person and company over the long term. Actively provide opportunities to those who stand to benefit from them.

Promote internally.

Few things are more discouraging than being passed over for a promotion and watching an unknown outsider step into the role instead. Whenever possible, offer open positions to in-house applicants. Broadcast open positions widely within the company before you open them to the public. Groom employees for eventual promotions and make your expectations clear, reasonable, and attainable.

Keep providing feedback.

Continual feedback can be nourishing and motivating for employees, as long as a 90/10 ratio exists between positive and negative. Employees like to know that their work and efforts are being noticed, evaluated and appreciated, so if you like what they’re doing, say so, and explain why. If you have a problem with the work, share that too — just make sure you do so in a constructive and timely way. Nobody likes to wait until their annual performance review to discover that they’ve been making the same mistake over and over for the past six months.

Finding the right candidate and finding them right now is important. That’s where the ACCENT Hiring Group can help. Work with a leader in recruitment in Scottsdale and find the employees ready to make an impact with your company.


Aug 17, 2016

Part 2: Hiring Tips for Small Businesses

Last week, we introduced a few important guidelines that can help small business owners select and hire the most valuable workers in the marketplace. Your company may be small, and your margins may be thin, but with a careful strategy and a little extra effort, you can improve the overall dedication and efficiency of your workforce (even if that workforce only amounts to one or two people).

Tidy up your front door.

Keep your actual front door neat and appealing (nobody wants to work for a company that’s visibly struggling), and as you do so, keep a close eye on your online “front door” as well. Modern candidates will rarely pursue any job opportunity without first doing a quick Google search, so stay in control of the content they find. What impression are you making with your website? How about your social media presence?

Online reviews and damage control.

If Yelp and Google are awash with negative reviews of your company, you may have trouble attracting the most talented and hardworking candidates. And if your pool of applications seems thin, this may be the reason. Tackle this problem first. If the bad reviews have a reoccurring theme (for example, customers have a specific problem with your product), get that problem fixed while you simultaneously work on your staffing program.

Identify non-internet related obstacles.

In addition to your lack of internet presence or questionable company reviews, you may face offline obstacles to your staffing program. For example, maybe your remote location turns off candidates who don’t want long commutes. If you spot a problem, compensate by highlighting your strengths as an employer, for example: salaries that exceed the market average, excellent coaching, flexible scheduling options, a respectful work environment, or anything else you can afford to offer that might sweeten the deal.

Actively reach out.

Here’s one great way to find the best candidate: go to them first. Sift through your professional connections and search for a name you’d like to add to your team. A former colleague’s soon-to-graduate son or daughter? A former coworker? A networking contact who you met at a conference? Someone with a reasonably high profile in your field or area? Reach out to this person and ask them to apply. Sometimes passive candidates make brilliant employees.

Speed up your process.

Move faster and you’ll prevent downtime, demonstrate respect for your candidates, and keep your company running…without flirting with the risk of a hiring mistake. When you need to staff an open position, hit the ground running. Know beforehand exactly what screening questions you’ll ask during the interview, and what key phrases you’ll be looking for in a resume. Have a system already in place.

For more on how to find, attract, and select the best teams available, reach out to the staffing experts at the ACCENT Hiring Group. As a top recruiter in Scottsdale, we can help you bring in the right talent for your business!


Jun 22, 2016

Impress Your Audience with an Awesome Presentation

You’re about to give a presentation, and the stakes are high. Maybe you’ll be delivering a message to a team you’re planning to lead, and you’ll need to earn their respect and trust. Maybe this presentation will be your best — or only — chance to reach out to a potential customer. Or maybe you’re about to pitch your skills to an employer who may or may not hire you as a result of this brief interaction. In any of these cases, you’ll have one chance to grab the spotlight and leave a lasting impression. Here are a few tips that can help you make this happen.

Know Your Audience

Before you take the stage — In fact, before you even start drafting and planning your presentation — spend some time thinking about your audience. Ask yourself a few key questions. First, why have they agreed to meet with you? What do they want to get out of this session? (Do they need information they don’t already have, or a solution to a problem they’re struggling with?) What might make them lean in with interest, and what might make them glaze over and tune out? Answer these questions with your audience in mind, not yourself.

Tighten Your Message

After you’ve identified what your listeners want to hear, what they need to know, what problems they’d like to solve, and what goals they’d like to achieve, start drafting your message. Then cut your message in half. Of course, you have plenty to say, but once you’ve brought all of your points to the table, start winnowing and trimming until your major points can be summarized in short, succinct bullets. Even if you don’t choose to use these bullets word-for-word during your presentation, you should know what they are. This will keep you from straying off course. At every turn, keep your words (and your visual elements) brief, clear and relevant.

Prepare Your Technology

During your presentation, you may choose to rely on projectors, wireless connections, videos, sound systems, webcams or external links to make your points. But all of these things are fallible, and each of them has been known to disappear or become unavailable when they’re needed most. Check every weak link in your plan before you step into the spotlight. And if you can’t trust one of your digital tools, have a backup plan in mind. Get ready to project your voice if you lose your microphone, and get ready to soldier onward if you happen to lose your digital guides, such as your notes, PowerPoint slides or video clips.

If you believe in your own message and you know your information inside and out, your confidence will shine through during your presentation.

At the ACCENT Hiring Group,  we enjoy continued requests and referrals from many long-term clients so our lower fee makes sense…not only for us, but more importantly, for our clients. Contact us today to work with one of the best recruiting firms in Arizona.


Jun 8, 2016

How Is Arizona’s Economy Growing?

According to, the state of Arizona earned a 2015 scorecard that ranked above average, but not soaring. Not great, according to researchers, but solid. This determination was based on the analysis of data gathered throughout the year, and it refers to three cornerstone metrics of state economy health – the number of jobs added, the number of residents, and income.

During the 12 months of 2015, Arizona gained a positive net migration, adding 91,000 new residents. Average income for the state rose 4.9 percent. And the labor market experienced modest improvements with the addition of 61,600 new jobs and an unemployment rate of 6.1 percent. All signs indicate a continuation of steady modest growth throughout the remainder of 2016, and personal income is expected to rise by about 4.9 percent before the end of the year.

What Are Some of the Risks?

While the year looks generally positive, some risks are still prevalent and modest threats loom in the form of national and global events. For example, if the stock market continues its current period of stagnation, consumer spending may slow. And if oil and gasoline prices maintain their current lows, the net results will be positive for Arizona, but may hurt oil-based economies in neighboring states like Texas and New Mexico. The state of Arizona also thrives on residential mobility, and this mobility slowed during the recent recession. If it fails to recover fully, this may have a negative impact on housing and labor markets.

Overall, Arizona is fulfilling its brand identity as a beautiful, economically stable state with plenty of attractions to draw new residents and new businesses. But this may not mean very much if you’re a new or unemployed resident looking for work, and it may not help you reach your goals if you’re an employer struggling with skills gaps and hard-to-staff positions.

If a positive overall labor outlook isn’t enough to help you reach your personal career and business goals, it may be time to investigate the support of an established, experienced staffing agency. Arrange an appointment with the job search and business management experts at the ACCENT Hiring Group.



May 25, 2016

Is Your Young Talent Leaving Quickly? Don’t Worry!

Recruiters and hiring managers engage in an aggressive tug-of-war for young talent, and the drive to grab young millennials may seem counter-intuitive. After all, why would any savvy manager or CEO want to hire untested, inexperienced newbies with big smiles but not much else, only to train them, invest in them, absorb their rookie mistakes, season them and then watch them walk out the door? Wouldn’t it be better to retain them for at least a few years in order to see a margin of return on that investment?

A few years ago, watching a young superstar learn, grow, and leave within two years would be upsetting, to say the least. But here are a few reasons to rethink that attitude.

Millennials Don’t Ask for Much

From a staffing standpoint, inexperienced new graduates may seem like a gamble, but look closer. What they may lack in concrete skills, they often make up for in pure enthusiasm. They typically have more motivation to learn and grow and a stronger general desire to please than their more experienced counterparts. They invest in the company with their whole hearts, they don’t cost very much, and the brightest rarely make the same mistakes twice. They know that the harder they work, the higher they’ll leap when they leave this company and grab the next rung of the ladder.

Millennials Look Past the Moment

Your driven, sometimes underpaid millennial workers aren’t fools; they don’t tolerate disrespectful treatment and they don’t enjoy being pushed into busywork, even if they do so without complaint. They have reasons for buckling down with a smile, and the reasons may have nothing to do with your company. They’re focusing on long-term careers. They see beyond these walls, and if you play your hand carefully, you’ll get the most out of their short tenures while helping them make it to the next level.

Short-Term “A” Tenures are Better Than Long-Term “C” Tenures

Bring on A-grade candidates, help them build their skills, and don’t try to force them to stay. These short relationships often hold more value than C-grade hires who stay with the company for 10 years, especially if those 10 years come with a very slow learning curve.

Don’t Confuse High Turnover With Success

A final note: Launch great candidates into brilliant careers after a mutually beneficial — if short — engagement. But don’t be misled. High turnover alone rarely indicates that you’re doing something right. If you run your company like a sweatshop, taking on great candidates and burning them out a year later, sending them out into the world with a “goodbye” cake and a year’s worth of bitter memories, your reputation will suffer. Make sure young talented candidates respect your company and want to work here, and you’ll always have access to a pool of ambitious new hires.

For more on how to find, hire, and train the best available talent, reach out to the experts at the ACCENT Hiring Group. With more than 25 years of experience as a top staffing agency in Scottsdale, we are able to help your company find the top talent!



May 11, 2016

Management Tips for Teams that Don’t Get Along

When you choose candidates and make hiring decisions, you do your best to select candidates who are not only qualified but also nice. You search for people who are easy to work with, cool-headed and friendly. But despite your best efforts to hire team players, interpersonal chemistry takes over, and now and then, the members of your teams simply don’t get along.

When this happens, everybody suffers. Stress goes up, egos flare, tension spills over and makes everyone else uncomfortable, increases errors and slows down productivity. So what can you do to help your employees move past a seemingly unresolvable conflict? Here are a few tips to keep in mind.

Listen to both sides, and demonstrate that you’re listening.

Listening to both parties and allowing them to air their grievances in an atmosphere of respect will go a long way toward lowering the temperature. And don’t just listen with your ears; listen with your non-verbal cues as well. Show that you care by putting distractions and other appointments on hold, taking notes and asking follow-up questions. Ask each employee to place themselves in your shoes and describe what they would do if they had to resolve this issue.

Document meetings.

Each time you meet or take formal action to resolve this conflict, document the moment. This may help to uncover patterns of behavior over the long run.

Consult the employee handbook.

A review of the handbook can help you determine if one or both employees are violating company policy by maintaining their position in this argument.

Look for the real issue.

If two employees disagree on the direction of a team project, look closer. The real conflict may have nothing to do with the project at all, and may be related to something else altogether. Examples may include a past grievance that was never properly addressed, a perception of unfair treatment, a personal argument that extends beyond the workplace or simply a stubborn personality clash. Solving the problem will be easier once you identify the actual source.

Ask employees for their help.

If two employees simply can’t get along no matter how hard you work to resolve their issue and steer them toward common ground, ask them for advice. Sit with both participants and ask them what they would like to do. Keep an open mind and consider all options, including transfers to other teams or departments, schedule changes or a reallocation of tasks and responsibilities. As you do so, lead by example. Demonstrate the type of composure and poise that you expect to see from them.

For more than 25 years, the ACCENT Hiring Group has used a different approach to staffing – combining value, ease and results. To learn more about our streamlined process, contact us today to work with a top recruiter in Scottsdale.


Apr 6, 2016

Four Tips to Improve Your Hybrid Meeting Management

In the modern workplace, face-to-face meetings with all the participants in the same room are no longer a universal aspect of the day, and the etiquette and customs that support productive meetings are naturally evolving as more participants dial in from remote locations. If your company depends on “hybrid meetings” with participants scattered across the building, the state or even the planet, a few simple tips can help you make the most of your sessions.

Reliable equipment means everything.

If your connections are weak, your speakers are shredded by static, or your key participants can’t seem to enter the call for technical reasons, this simply won’t do. Rigging your equipment or shouting across the table into a microphone repeatedly is no way to manage a team or run a company. It may be time to invest in a system upgrade or use a dial-in platform that’s more accessible to your guests and remote employees. Avoid putting your trust in platforms that are new and untested.

Let your remote participants speak first.

When you end a sentence and turn the conversation over to the room, don’t let the present participants speak until the remote participants have had their say. Give your absent team members plenty of time to process their responses before those in the room chime in. Keep in mind that without facial expressions and body language, it’s not easy for absent employees to assert themselves and make their thoughts and ideas known.

Lay the groundwork beforehand.

Before the meeting begins, make the process easier for everyone by distributing links, reports, charts and other information so your participants can look these things over before the conversation takes place. You may not be able to point to certain sections of text or areas on a visual diagram, so it helps if your listeners are as familiar with this material as possible.

Keep it simple.

If your meeting depends on everyone’s ability to participate in a complex screen sharing process or large real-time data transfer, you can expect that at least one or two things will go wrong. Even if you can’t prepare for the specific technical failure, lag, or miscommunication that may take place, you CAN make sure the success of the meeting or project doesn’t entirely hinge on this detail. Prepare alternatives and workarounds in case your systems experience a glitch; for example, provide a phone number or web address where participants can access any supporting information they may miss during the call.

Encourage use of the mute button.

There’s nothing rude about pressing mute when you’re joining a conference call from a home full of noisy children or barking dogs. In fact, it’s okay to ask your remote employees to keep the call on mute unless and until they’re ready to address the group.

We’ve been getting it right for 25 years. At the ACCENT Hiring Group, we don’t waste your time and get right to focusing on what your company wants. Contact a leading recruiter in Scottsdale today to get started on finding top talent!


Mar 23, 2016

Should You Consider Holding Reviews More Often?

If your workplace functions like most companies, you probably conduct one formal round of employee evaluations per year. This is likely a time-consuming process with high stakes on both sides; employers lose sleep in their efforts to draft reviews that are fair, well written, comprehensive and meaningful. And employees lose sleep over concerns about negative feedback and plan to leverage positive feedback into raises and promotions. After the review cycle ends, major shake-ups occur. Promotions are put in place, salaries change, employees leave and turnover rises. With all the drama surrounding the process, most employers would rather keep this an annual event, and rightly so.

But despite the time investment and the aftermath, could your company benefit by conducting more than one review per year? Consider the possibilities.

Reviews don’t have to be formal events.

Problems arise and become serious when they aren’t corrected and resolved in the moment. And far too often, supervisors watch employees struggle or make mistakes but opt not to address these issues in real time. Don’t let this happen; encourage your managers to keep communication and feedback channels constantly open, regardless of the yearly review cycle. Every meeting doesn’t have to require formal documentation or the presence of an HR pro.  When you see a mistake, correct it and move on.

Employees prefer more feedback, not less.

Nobody loves to be criticized. And criticism is especially unwelcome if it’s invalid or unfair. But for the most part, employees would rather be corrected and set straight than left in the dark regarding a professional area in need of improvement. Employees typically give higher ratings to managers who provide more feedback, especially if the feedback involves praise or encouragement for growth and high performance.

Feedback solves problems.

If an underperforming employee happens to be struggling with poor tools, limited resources, a lack of support, or a toxic co-worker, this can’t be resolved until the matter is brought to light. Sit down with this employee at any point during the year and ask questions to get to the heart of the problem. The sooner the source is addressed, the sooner a solution can be applied.

Employees should not wait for rewards.

An employee who exhibits high performance or high growth (or both) should not have to wait for eight months to get the raise or promotion they deserve. An informal review process can keep advancement and compensation in motion and in line with market expectations. This can prevent undercompensated employees from pursuing other offers that arise in the middle of the year.

Keep your teams focused and motivated by providing feedback whenever necessary — not just at the end of the calendar year. At the ACCENT Hiring Group, we focus heavily on evaluations that help to identify the skills and personality traits you want for each position. You get the right candidate, right now. Contact our great team today to work with top recruiters in Scottsdale.


Mar 16, 2016

Find “A” Talent with These Five Tips

You want to staff your workplace with top talent, but as an experienced hiring manager, you’ve learned that procuring and retaining great employees takes action. These employees don’t just appear on their own accord. In order to take control and improve the success of your hiring and retention programs, keep these five key tips in mind.

Know what you’re looking for.

Can you envision the ideal employee for each of your open positions? Can you envision your ideal employee in general—the type of person who can step in the door, adapt perfectly to your workplace culture and thrive from day one? If you can answer yes to both of these questions, you’re on the right track. But now you’ll need to take the second step: Determining the compensation, perks and opportunities that will attract this person. And of course, the third step: Making sure your company can offer these things.

Always be looking for great candidates.

If you know how to recognize your ideal employee, what will you do when you encounter them? Specifically, what will you do if you have no open positions available when this happens? Great staffing often means taking advantage of a serendipitous find, and making room for high-potential employees even if you have to create new positions or make internal adjustments. If you happen to cross paths with a brilliant candidate or a perfect match, don’t just let them walk away and hope they return when your current star retires in 10 years.

Continually assess your candidate experience.

Your employee has been on board for six months, or one year, or three years. How are they doing? Are they growing and adapting as fast as you expected? Constantly compare the reality of your new employees with your expectations and impressions at the start. This will help you manage those expectations and impressions the next time you examine a resume or face a candidate across the interview table.

Trust your own experience.

Gut instinct often carries more weight during the hiring process than data and clear cut credentials. That’s because gut instinct is often based on the intangible elements of your own experience. If you truly believe a candidate has potential – or doesn’t – and you watch that candidate bloom or struggle in defiance of your expectations, change your expectations the next time this happens.

Rely on the experience of others.

Trust those around you to provide input and insight during the candidate assessment process. While you trust your own instincts, trust their instincts as well. Bring the candidate’s future co-workers into the loop, and have the candidate sit down with other managers and decision makers at your level. When they provide feedback, listen and keep an open mind.

For more on how to identify the superstars in your applicant pool, contact the staffing pros at the ACCENT Hiring Group. As a top staffing agency in Scottsdale, we have access to great candidates who are ready to help your company!