Archive for the ‘Graduate jobs’ Category
Over the past 24 years in recruitment, I have probably seen the best and worst of hiring strategies and recruitment errors. In the past, companies got away with making crucial errors in their recruitment processes or hiring decisions because the market was soft and it was easy to rectify the mistake (usually a miss-hire) by finding a replacement. But as the jobs market becomes more and more competitive this is no longer possible, and the cost in time and pain of miss-hiring is no longer that easy to overcome.
If you are a candidate seeking another job, then being aware of these pitfalls will assist you in judging whether you are in a process that will succeed or fail. There is a far better chance of getting a stable, long-term new job if you can identify selection processes that are not going to be prone to hiring errors.
These are the main pitfalls:
1. Lack of a clear objective
Often, hiring companies aren’t specific enough about the duties, skills, and competencies they need. Concocting “wish lists” of super-human attributes, combined with unrealistically low pay scales relative to expectations of the experience needed, will create havoc in a talent search. Hazy, ambiguous descriptions along with generalities like “good written and oral communication skills” don’t help either. It is much easier to hit a clearly defined target. This does of course mean going back to the basics of developing a job and person specification, but the longer term benefits are real and calculable.
2. Having an unrealistic idea of what kind of candidates might be available and the money it may take to hire them.
There is no such thing as the perfect candidate, and waiting for one is as unrealistic as searching for one. The only way to become realistic about what the market might bear is to research it, especially in this economic climate as it changes so rapidly. Know what and who is available and the commensurate earnings expected and then plan accordingly. The number of quality candidates active in the market is drastically lower than it was even last year. My clients are often shocked that the salaries locked in by inflexible pay structures won’t allow them to hire the quality or experience they wish for. The rules of supply and demand are in play here: Good skills and experience have become a commodity and this is driving up salaries, whilst also limiting the candidate pool. I’m not saying throw all caution to the wind. I am saying be prepared to negotiate to attract the best talent, or be satisfied with the second choice.
3. The confused objectives of too many or inappropriate decision makers
Studies have shown that once the number of people in the interviewing and hiring process exceeds three, the probability of a bad hire is greater. The reason so many people are usually involved in the interviewing and hiring process is that organisations, naturally, want to spread the risk of decision-making. But better hiring decisions would probably be made if only a small number of people (In my view, 2 is optimum) manage the process objectively.
But having the wrong people in the decision making process is equally risky. Most managers will claim that hiring good people is the second or third most important function they have, right behind making a profit. So why delegate screening or interviewing of candidates to subordinates who have no real understanding of the organisation’s needs, or subordinates with hidden agendas? If hiring is one of a manager’s most important functions, he or she should take the time and make the effort to do the whole job from start to finish. How can they afford not to?
4. Processes that take too long.
It used to take about 30 days to fill a vacant position. Now it takes between 90 and 120! And even longer for more senior or complex roles. When the hiring process takes too long, good candidates are lost to more decisive companies, it refelcts badly on the hiring company’s brand, and it gets harder and harder to fill the vacancy. The “shelf life” of quality candidates is increasingly short – This has now become a competition! Maintaining the momentum with candidates (Especially after the first interview, when only the one or two “choice” candidates remain) is crucial to keep them motivated about the process. If things take too long to progress, they simply lose interest and wander off to find other employers who respond more rapidly. Slick, quick process impress candidates and make them feel worthy of a job in the organisation. Slow processes that crawl at a snail’s pace, laden with red tape, puts calibre candidates off and might be a crucial element should they have to decide between two job offers.
5. Poor interviewing techniques.
Preparing a list of questions to ask every candidate, recording the answers, and comparing the responses (Quickly) equate to efficient and objective recruitment. Sadly, this rarely happens.
It is often down to a lack of experience on the itnerviewer’s behalf. After all, its not something they do every day. “Tell me about yourself” is the first question down the wrong road. Most interviewers start with random questions to “get to know the candidate” and never recover. They make copious notes, and then three weeks later try to compare the candidates about whom they remember very little.
A structured, disciplined interview technique that is applied to every candidate in exactly the same manner is the only real way to compare candidates. It is so simple and yet so seldom practiced. Tight, controlled interview processes with rigid structures applied fairly across all candidates, in a short space of time, deliver the best results. It might be worth bringing an experienced interviewer into the process and to rather observe than conducting the interview personally – This is a real and practised technique that delivers results when a decision maker lacks confidence or experience to interview.
I find it interesting how difficult it is for some people to say No.
Sometimes, saying No seems to equate with not being nice or courteous, it seems improper to just say “No thank you”. So people sometimes say yes when they shouldn’t because they try to be nice.
Not saying “No” can lead to problems and raise false expectations where honesty might have been the best policy. Being true to oneself, and standing by the decisions you make, is a skill and ability that is invaluable in business. Being decisive and firm about what you do or do not want will establish an impression of being trustworthy and consistent. This is absolutely imperative when you are looking for you next career move.
Example: I have a candidate’s CV on my database. My immediate assumption is that he is looking for another job – Otherwise how would his details get on my database? I am very selective with whose details I keep and I qualify candidates fully every time. After all, circumstances change all the time.
When I call to discuss the job with him, he expresses interest and I submit his details. I make it clear that this must be a two way process: I do this with all my candidates. They don’t have to accept every role I offer them, and I certainly don’t co-erce them into anything just for the sake of it. Experience has taught me that this style of recruitment is a recipe for disaster.
An interview is offered – He accepts but on the day of the interview asks to reschedule. That is no problem, my client is amenable so the date changes. He goes to the interview and does a really good job, so the client wants to see him again. The feedback is very positive and he appears thrilled.
On the day of the second interview, I get an email to say that he can’t get the time off work so he wants to withdraw so that he doesn’t cause any inconvenience. I hear alarm bells and call him talk through the situation. He says he will be happy to reschedule so my client, again, offers a new date, as the candidate will be on holiday. Again, I make sure that he is really up for this and give him a chance to say no. He doesn’t.
Guess what? On the day of the rearranged, second interview, I get another email to say he has been called away to India for 3 weeks so he isn’t going to the interview. My client is terribly disappointed, they wanted to offer him the job at the interview. The candidate does not answer his phone or return calls or emails. However his LinkedIn profile is active as he is shown to link up with other recruitment agents.
My final assumption is that he was just fishing, and was never serious about finding a new role.
So we are back to square 1. But this is what I don’t understand: If he said no, and he had opportunities at every stage of the process to do so, it would have saved my client a lot of money and time. It would have saved me time and aggravation. It would have saved his own reputation.
I think there is a moral in this story – Somewhere!
Mistake #1: Drop your guard in front of “the help.”
Interviewing is stressful. Sometimes you just want to explode. But don’t. At least not in front of anyone who could influence the hiring decision.
Ron Panaggio, regional HR manager for security systems provider SimplexGrinnell recalls one candidate who took himself out of the running when he thought no one was looking. After meeting with Mr. X, a strong contender, Panaggio, who was then working for Emery Worldwide in New York, asked the receptionist who greeted the candidate to share her impressions. Turns out, Mr. X had launched into a profanity-laced tirade about the company’s lack of visitor parking spaces.
Panaggio notes that although the guy may have had a point — the parking situation wasn’t ideal — his delivery, and his questionable decision to attack his would-be employer set off warning signals. “If he was that critical about parking, we could only imagine how he was going to react to substantive policies that he disliked,” says Panaggio.
Employers know that job seekers interact with receptionists and other support staffers — often with their guards down. “They don’t see those people as decision makers, so they tend to be more genuine in their interactions with them,” says Panaggio. But employers routinely ask these employees for feedback. “We like to see whether the interview persona matches the unscripted persona that walks through the door,” says Panaggio. Consider that the next time you’re waiting for a tardy interviewer (who’s probably busy and making do with a reduced staff).
Mistake #2: Over share.
Candidates worried about explaining employment gaps on their resumes have been getting way too personal, says Wanda Cole-Frieman, an executive recruiter. While she enjoys building rapport with the applicants she meets, certain topics are off-limits — or should be. They include descriptions of your medical conditions and information about your sick parents or childcare woes.
It’s not just a matter of propriety. Chatty candidates put interviewers in an awkward position when they raise issues that could identify them as members of a legally protected class. Cole-Frieman recalls that one of her colleagues was forced to contact the legal department for guidance after a candidate announced that he used marijuana for medical purposes. The legal drug use wasn’t a dealbreaker, but raising such issues won’t endear you to interviewers. “We’re trained to say, ‘Thanks for sharing, but we don’t consider those factors in its hiring decisions,’” says Cole-Frieman.
Mistake #3: Assume your resume speaks for itself.
Your resume may have helped you get the interview, but it won’t get you hired. Susan Strayer, a career coach who also works in corporate HR for a Fortune 500 company, urges job seekers to go out of their way to connect the dots for interviewers, highlighting their work experiences with stories that clearly describe what they accomplished in each role and how it relates to the position they are seeking. Don’t assume that your interviewer is familiar with obscure acronyms and non-intuitive job titles that have no significance outside the organizations that use them.
Strayer recalls meeting with an unsuccessful candidate who breezed through his resume, touting his “A-76 experience,” a term that meant nothing to her at the time, and never pausing to explain it. Strayer says he would have been better-served by taking a moment to add, “If you’re not familiar with A-76, it’s a government mandate to ensure tasks are performed in the most cost-efficient way. My role on the A-76 project was to…”
Mistake #4: Show the interviewer how important you are.
You’ve got places to go and people to see — we get it, you’re a big deal. But when an employer has taken the time to meet with you, your undivided attention is a must. “You’d think it was a joke, but employers tell us about candidates who check voicemail and e-mail, text, and even take phone calls during the interview,” says Corinne Gregory, president of Social Smarts, a program that teaches social skills, primarily to young people.
Note to Gen-Yers (and iPhone addicts of all ages): Acing the interview is your primary mission. If you lack the impulse control to keep your hands off your phone, leave it behind.
Mistake #5: Talk the employer out of hiring you.
Especially in this tight job market, you may find yourself interviewing for positions you would ordinarily consider beneath you. That’s what happened to Russ Merbeth, now an attorney with Integra Telecom when he applied for an in-house counsel position with another company. During two days of interviews, Merbeth says he expressed his doubts about the position, which he viewed as poorly conceived and not perfectly suited to his talents. “I basically rewrote the job description for them,” he says. Not surprisingly, they hired someone else.
While Merbeth’s story ended happily — eventually — he would have been wiser to keep his options open. “Always close strong, and get the job,” he says. “You can reject it later.” It’s advice you likely won’t hear from recruiters, but then they’ve already got a job.
Mistake #6: Stalk your recruiter.
There’s a fine line between enthusiastic and desperate, and you don’t want to cross it. Human resources consultant Jessica Miller-Merrell was impressed following her interview of a VP-level candidate for a position with OfficeMax, where she worked at the time. The guy was one of two finalists for the job — until the phone calls.
Two days after the interview, Miller-Merrell was out of the office, attending an all-day training. She had forwarded her office calls to her cell phone and noticed 15 hang-ups, all from the once promising candidate. Though he finally left a message (about a matter so trivial that Miller-Merrell can’t remember its substance) the obsessive hang-ups left a negative impression on her. “Someone at this level should be able to maintain composure and professionalism at all times,” she says.
Mistake #7: Treat social media communications casually.
These days, many employment relationships begin — or end — with social media. To ensure that yours falls into the former category, heed this tale.
Mark Sullivan, director of talent acquisition for Time Warner Cable in Austin, Texas, posted a link to a Senior VP-level job description that he needed to fill on LinkedIn. Among the candidates who responded, was a woman who wrote, “Dear Mark, That link don’t[sic] work.” Her next sentence began with a lowercase letter and was missing a crucial “the.”
“Whether you’re using Facebook, Twitter, LinkedIn, or instant or text messaging, you still have to be professional in every communication related to your job search,” says Sullivan. So, keep yourself in the running by proofreading before you hit “send.”
Courtesy of www.bnet.com
Help for ex-#Unipart #Automotive staff. Definitive Guide to #Job Hunting: Understanding social media
Just about everyone is using Facebook, LinkedIn, and Twitter to network – both for personal and professional reasons. Are you ready for companies and recruiters to find you on all these social media sites? If not, you should be.
Companies and recruitment agencies are increasingly using social recruiting to source candidates for employment, as well as to investigate applicants they are considering hiring. It’s important to be aware of how companies are using social media to recruit, so you can use employers’ recruiting tactics to your advantage and position yourself to be discovered by companies seeking candidates.
Romany Thresher is the MD of Direct Assist, a company that provides Social Media assistance for business owners and busy consultants who need help increasing their online visibility. She says:
“I believe social media is creating an equal opportunities and business without borders market. We are no longer limited to the confines of our cities and countries. If you are struggling to find work because of your location, background, or lack of job opportunities you can find work online using social media. The top 10 demand jobs in 2014 did not exist in 2004. Early adopters of the new communications medium will stand out from the crowd of people who are still looking for jobs using old methods.
Living in a virtual world almost 24/7 I see a trend taking place where the best positions, business and career opportunities are being taken by those who are connected and building their network. Invariably, someone will know someone who needs what you have to offer.”
But remember, even if you’re only using these sites for personal networking, it doesn’t prevent your employer or prospective employers from checking out what you post.
An inappropriate post on a networking site could knock you out of contention for a new job, or even cost you the job you already have. Every single tweet you post can be found on Google and they can come back to haunt you.
What Not to Do When Using Social Media
- Don’t embarrass yourself.
- Be aware that people are reading everything you post.
- Don’t say anything about your boss online that you wouldn’t say to him or her in person.
- Don’t take a chance of hurting your career.
- Don’t do it on your bosses time if you are lucky enough to be in employment
Positioning Yourself for Social Media Success
So what can you do to use social media to boost your career and enhance your prospects of finding a job? How can job seekers capitalize on what companies are doing?
Social recruiting is a new endeavor for many companies and they are still experimenting with what works from a recruiting perspective, and what doesn’t. That means there are no hard and fast rules on how to connect and position yourself to be found, but there are tactics you can use to make the right connections with people in your industry and career field.
It’s important to communicate with connections in your industry, even when you don’t need them. Starting when you already need a job is really too late. Take some time, every day, to connect with who you know and who you don’t know – yet. However, don’t just connect with random people. Identify those with whom you have something in common: education, industry, experience, professional associations, etc.
Networking Before You Need To
Build your network well in advance of when you need it. Talk to your connections on Twitter or the other networking sites. Join Groups on LinkedIn and Facebook, post and join discussions. Be engaged and proactive in your communications. By building a network in advance, you won’t have to scramble if you unexpectedly lose your job or decide it’s time to move on.
The contacts you make online will help you transition from technology to person-to-person communications. For example, a relevant tweet can lead to an @reply (a reply in response to your post) or a DM (direct message) from a hiring manager.
Use your online connections to connect with ‘real people’ online. These human connections will serve you well in the long run and help you get a foot in the door at companies of interest.
Growing Your Network
Are you active on LinkedIn, Twitter, and Facebook? How broad is the base of contacts you’ve made? All those contacts ) are there if I need them, and you can help them, as well.
Take it one step at a time – and one contact at a time – and you’ll be able to build your own career network. It won’t happen overnight, but it doesn’t have to. Work on your network when time permits, remembering that your network might be key to getting your next job.
Then be sure to use your network wisely and carefully, thinking carefully about what you post, so you’re using it to help, not hinder, your job search.
To help me with all the admin and resourcing work generated by the Parts Alliance and my other brilliant clients, I really needed some help! I had a choice between finding an experienced person, or helping a young person into work.
I decided to go for the latter option, and I am very pleased that I did! Welcome on board Sarah-Jane Palazzo. I really look forward to working with you, and imparting at least some of the experience I have gained over the last quarter of a century.
I will let Sarah-Jane tell you herself how she is getting on. Hopefully, you will understand why I selected her to join me!
“On the 1st April I started working for CR Associates as a Recruitment Assistant. I was desperately unhappy in my previous employment, and was thrilled to receive a job offer from Cathy.
I do not have the most lucrative CV, nor the most experience in recruitment. However I was fortunate enough to meet Cathy, who saw what skills I do have and the potential I have to progress to a high level.
I’d applied for similar roles before and it’s taken me a while to finally land the job I want. The best factor in my new role is the potential to grow: In 3 months time I see myself in full apprenticeship training, hopefully placing candidates into motor factor branches, and being completely comfortable with all the tasks my role requires. In 1 year I see myself being a fully qualified Recruitment Consultant for CR Associates and creating the building blocks to leave my mark on the recruitment industry.
I have only just completed my first week at CRA and have already learnt so much: I have learnt what makes a good CV, the difference between a good candidate and a GREAT candidate, I have learnt that being kind and helpful goes such a long way and most importantly… How Cathy likes her tea!
Enjoying your job makes you feel good about yourself, it makes you feel important and needed. The difference I have noticed in myself is astonishing: I’m eating healthier, I’m taking more pride in my appearance, and apparently I’m ‘glowing’!
I have an amazing job, and an amazing boss. I am very aware that I have been incredibly lucky to be given this opportunity. However, I know that I would not have been given this opportunity if I was not confident, enthusiastic and determined. So I urge those reading this, if you don’t feel that way about your current job: Take a risk! Strive to be the best you can be! If I can do it, you can do it too!”
I have organised thousands of job interviews for candidates during my career. If only I had a penny for each time a good candidate ruined a job interview by asking the wrong questions – or worse, not even asking any at all!
The problem is that most candidates don’t seem to prepare for the inevitable interview question: “Do you have anything to ask us?”
Great candidates ask questions because they’re evaluating the interviewer and the company– and whether they really want the job. How you ask these questions may make or break the outcome of your interview.
Here are five questions great candidates ask:
1. What do you expect me to accomplish in the first 60 to 90 days?
Great candidates want to hit the ground running. They don’t want to spend weeks or months “getting to know the organization.” They want to make a difference–right away. And they want to show the interviewer that they have thought about how they will achieve this.
2. What are the common attributes of your top performers?
Great candidates also want to be great long-term employees. Every organization is different, and so are the key qualities of top performers in those organizations. Maybe top performers work longer hours. Maybe creativity is more important than methodology. Maybe constantly landing new customers in new markets is more important than building long-term customer relationships. Maybe it’s a willingness to spend the same amount of time educating an entry-level customer as helping an enthusiast who wants high-end equipment.
Great candidates ask this because they want to know if they fit, and if they do fit, what will make them a top performer.
3. What are a few things that really drive results for the company?
Employees are investments, and every employee should generate a positive return on his or her salary. (Otherwise why are they on the payroll?) In every job some activities make a bigger difference than others. Great candidates want to know what truly makes a difference. They know that by helping the company succeed, they succeed as well.
4. What do employees do in their spare time?
Happy employees like what they do, and they like the people they work with. This is a difficult question for an interviewer to answer. Unless the company is really small, all any interviewer can do is speak in generalities. But this candidate wants to make sure they have a reasonable chance of fitting in, and that is a very important quality.
5. How do you plan to deal with…?
Every business faces a major challenge: technological changes, competitors entering the market, shifting economic trends, etc. And well-informed candidates will be aware of all the risk factors. They hope for growth and advancement. If they do eventually leave, they want it to be on their terms and not because the company was forced out of business.
For example: I’m interviewing for a position at your bike shop. Another shop is opening less than a mile away: How do you plan to deal with the new competitor? Or you run a poultry farm: What will you do to deal with rising feed costs?
A great candidate doesn’t just want to know what the prospective employer thinks; they want to know what the prospective employer plans to do – and how they will fit into those plans.
Asking questions like these will help you stand out from the crowd, proving your real interest in the job and the company. Hopefully, the answers will also give you a pretty good idea of whether the role and company is right for you or not.
There is nothing quite like a new beginning!
I am delighted to announce the relaunch of Cathy Richardson Associates during January 2014.
With a new strapline of Resource, Recruit, Retain we will take steps beyond what is normally expected from Recruiters.
Resource: Away with Just-in-Time recruitment! Instead of waiting for recruitment needs to arise within our client companies before we react, we will pre-empt hiring needs. We will work with our clients to understand growth plans, recruitment strategies, medium and long-term business challenges, and any other elements that may impact on how our clients’ people strategies may change. We will build talent networks, generate market maps and identify key talent in our core markets so that we can advise pro-actively on market dynamics. We will help build employer branding and assist our employers of choice to develop the most attractive candidate attraction and recruitment strategies to maximise opportunities in the skills short jobs market.
Recruit: Away with outdated tactics! We will actively work with our clients to generate efficient, targeted recruitment campaigns based on a range of social and conventional methodologies to make sure we find the best possible candidate shortlists. We will engage actively with our candidates to make sure they enter into only the best-fit recruitment processes. We will manage these processes for and with our clients, using state-of-the-art psychometric and assessment centre technology to make sure that objective hiring decisions are made. We will work with all parties to make sure that the most positive contractual negotiations are achieved, and that referencing and due diligence takes place in all directions to ensure positive outcomes.
Retain: Away with one hit wonder recruitment! We want the candidates we place to stay with our clients. We want their jobs to turn into careers. We want our clients to build loyal, stable workforces where people are valued and developed. That is why we will work with our clients and their workforces to help with coaching, mentoring, honest broking, advising and ensuring that communication is outstanding. We will actively work with our clients to retain their people. This will help us build employer brands for returning to the resourcing cycle.
Core markets: We have built a reputation for recruiting successfully into the Sales, Service and Commercial arenas. As in the past, we will continue to focus on the manufacturing and techno-commercial distribution markets. This includes Manufacturing, Automotive and Distribution. We will work with Sales, Marketing and Commercial teams to bring the best possible teams of people together to ensure commercial success. This ranges from graduate or entry-level, through regional management and culminates in recruiting at MD, Director or Senior level.
Certainly, new beginnings are full of risk but as the economy continues to improve and the skills shortage bites even more, we look forward to wonderful things!