It’s in every arena of modern life. It’s transforming the way we shop, communicate, entertain and live life – it’s technology. But can critical human resources functions be digitized? What can technology provide when it comes to recruiting for small- and medium-sized businesses? And what techy tools can update the age-old process of on-boarding new hires? As it turns out… a lot.
So, you’ve finally found the best, stand-out candidate for your open position. Your review of their resume has you checking off the boxes of requirements on your list, your initial conversation together goes splendidly and all of a sudden they disappear – you’ve been ghosted. So, what happened?
According to the Bureau of Labor Statistics as of June 2019, the job market is tightening. More people are quitting for better opportunities. As an employer who needs to hire right, you are probably asking yourself, “How do I fill even more open positions than I’ve had before?” Of course, there are many ways to approach hiring and recruiting. Let’s talk about what we all watch so much of daily, online video.
As Jim Collins said in Good to Great, “If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.” Recruiting is all about getting the right people to join your organization. So how do you do that in the digital age? You court them.
Buzzwords or must-have recruitment strategies? In today’s competitive hiring marketplace, it is certainly the latter. If you want to attract the best talent, your approach needs to include actively building your brand and marketing yourself to candidates. Let’s explore.
What’s in a brand, really? A brand is the overall experience a customer has with your product, service and yes, your company.
For employers, often finding the right candidate to fill a vacant spot can seem like an arduous task. It requires research, planning, organizing, vetting, and of course the interview.
Phone interviews can serve as a great way to streamline the process and weed out candidates who will not (for whatever reason) fit the position. Conducting phone interviews is a valuable tool for employers because to put it simply, it requires less time from everyone involved. There is no commuting, there is no scrambling to find a good quiet space for the conversation, and often all pertinent information can be relayed within a much shorter amount of time, usually 15-45 minutes.
Streamline the process before the interview!
Use a service, such as Calendly, so candidates can easily book a time that works around both of your schedules.
Make sure that while the interview may only be scheduled for 15 minutes, you allow for longer in case you need to delve deeper or the candidate has a lot of questions.
Avoid burnout! Do not schedule more than 4 hours a day for interviews. Otherwise, you will start to get interview fatigue and you will come across as disinterested to candidates.
Offer interview times outside of normal office hours, as many candidates may have job obligations during normal business hours.
Communicate your expectations to the candidate prior to the interview. Not all candidates have been taught the importance of setting aside time to be in a quiet place with good cell service for a phone interview. Make sure you relay the importance of this in your email confirmation.
Determine the purpose of the position, the outcomes you are seeking, and the skills needed to be successful before you create your interview questions. This will ensure you obtain information from each candidate that helps you determine if you want to move further with the candidate.
During the interview:
Create a friendly and relaxed atmosphere. The more comfortable you can make the candidate, the more likely they will be open with you.
Fact check. If a candidate mentions a figure, write it down and be sure to ask about it again later. If they can recite the same figure again, it is unlikely to have been embellished.
Listen. Takes notes and don’t make judgments during the interview. This seems obvious but is important enough to mention. If you have several candidates, you’ll want to keep things straight and to be able to reference details should the process continue with a candidate.
Stay organized! Use a system that will help you take candidates from start to finish and ensure that none get lost in the shuffle.
Speak less and listen more. Remember the interview is a chance for the candidate to showcase themselves. So, let them!
Following the interview:
Follow-up in a timely manner. If you told the candidate you will let them know their candidate status within 2 days, then get back to them within 2 days. Don’t leave them hanging. You want to be fair to the candidate and keep a good reputation as an employer.
Be clear about next steps with candidates you plan to pursue.
Not sure your interview questions are working for you? We can help!
At AHA! We offer leadership and professional development programs, employee engagement solutions, and recruitment solutions alongside educational resources and other tools. To learn more about how we can help your team grow, drop by our contact page and get in touch.
Save Money and Increase Growth Reduce Employee Turnover
As the new year begins, it brings endless opportunities for business owners to help grow their businesses. The 2019 goals we are hearing the most from business owners all revolve around people-specifically, reducing turnover. These business owners know that the only way they are going to grow profitably is with a great team.
Why are businesses focusing on reducing employee turnover?
Turnover is costly! According to SHRM, the estimated cost to replace an entry-level employee is 50% of their annual pay and benefits. The cost increases up to 250% when the position is a technical or manager level. The cost to replace a part-time employee at $10 per hour can still be as much as $7500.
High turnover can result in lower profitability and less of a focus on customer service. The constant need to search for new team members and bring them up to speed requires additional training hours and takes away from a focus on performance. Customer service, productivity and sales may suffer due to this shift in focus.
Where should you start? Hiring the right people
Filling open positions is part of being in business, and certainly, the goal is to find the best talent out there to fill them. The process, however, can prove to be long and tedious, especially if the position is highly specialized or conversely, not universally appealing. But there are many ways in which to reduce the stressors of finding new talent and get those positions filled.
The first step in hiring the right people is getting clear on your true needs for the position and business. Additionally, you want to spend some time on what you have to offer a new team member. What do your current employees say they like most about being a part of your organization. Once you have developed your employer persona and know what is uniquely great about working at your company, it is time to fill your funnel.
Here are three simple steps to take now to start filling your funnel with qualified prospective candidates who fit your culture.
1. Social Media Social Media is an often untapped resource that can yield giant results if used correctly. Start by creating an account for your business across the major social media, Facebook, Twitter, Instagram, Linkedin, and YouTube. Create videos and upload them to your YouTube account illustrating to prospective employees your workplace culture, mission, and benefits. Encourage employees and hiring managers to utilize the platforms to post and share jobs among their networks. Use the platforms’ services to track click rate and responses.
2. Employee referrals
Your current employees could be the largest resource for finding new and skilled employees to fill vacant positions. To tap this resource, offer a referral program to your employees to incentivize them when an opening appears. Current trends show that employee referrals help fill positions faster and attract candidates who will stay longer.
3. Job Postings Revise job postings to make sure they include eye-catching and attractive language that highlights the best of your company and the job. Include any and all company and job perks; things like free lunches, paid vacation/sick leave, flexible hours, health benefits, etc. Make sure to identify what sets your company apart from similar companies. What makes you stand out, why should they choose you?
Lastly, and most importantly, make sure your job description is realistic. Try to avoid setting the bar too high. Ask yourself, do I know anyone who could do all this, is it possible?
At AHA! We offer leadership and professional development programs, employee engagement solutions, and recruitment solutions alongside educational resources and other tools. To learn more about how we can help your team grow or to find out which AHA! Impressions programs will work best for your business’ needs drop by the contact page and get in touch.
There is some confusion about the terms “team interviews” and “group interviews.” One, because the two terms are often used interchangeably, and two, because they can mean either of two things: when interviewers get together in a group and simultaneously meet with a single candidate, or when one interviewer interviews several candidates simultaneously in a group setting.
Hire the right person for the job, right from the start.
Envision the following scenarios:
You’ve brought in a dozen candidates for interviews for front desk sales associate positions at your health club. Several people seem promising, but you don’t have positions for all of them. How are you going to choose who will get an offer?
You need several patient registration specialists and advertised the position on a job board. Now you are flooded with hundreds of resumes. Who has the time to slog through them to determine who to bring in for interviews?
Everyone in your organization seems to have a different opinion on which interviewees should be hired. How do you decide?
There are several different job openings in your organization, and you’ve interviewed someone you like a lot, but are not sure where they’d fit best. Now what?