How to Hire Smart. A Robert Half Company I

Transcription

1 How to Hire Smart A Robert Half Company I

2 Table of Contents Introduction...2 Defining Your Needs...3 Locating Skilled Candidates...5 Evaluating Resumes...7 Conducting Effective Interviews...9 Selecting Job Candidates...11 Managing the Reference-Checking Process...12 Closing the Deal...13 About the Company...14 OfficeTeam is a registered trademark of Robert Half International. All other trademarks used in this booklet are the property of their respective owners. 1

3 Introduction At OfficeTeam, we understand how challenging it can be to find and hire skilled professionals in a timely manner. As the leader in specialized administrative staffing, we also know that a successful recruiting strategy is crucial to meeting your company s growth objectives. Hiring is a complex and time-consuming process. Making the wrong choice is costly and results in lost productivity and disrupted operations. This booklet will provide you with techniques that take the guesswork out of hiring. You ll find tips on everything from locating skilled candidates and assessing their resumes to conducting effective reference checks. We hope you find this information useful in your hiring efforts. Sincerely, Max Messmer Chairman and CEO How to Hire Smart 2

4 Defining Your Needs For the hiring process to be effective, you must lay the groundwork before you post your first ad or start spreading the word through your network. Often, however, many firms skip this important step. They feel a need to fill the position immediately because they are short-staffed, a backlog of work is piling up and remaining employees feel extra pressure as they absorb additional duties. But it s difficult to hire the right person if you don t know what combination of skills, experience and knowledge you re seeking. After all, you re not just trying to fill a desk; you re looking for someone who can add value, enhance your bottom line and help advance the objectives of the organization. By simply filling a vacancy rather than strategically satisfying the needs of your firm or department, you run the risk of selecting the wrong person. To avoid this mistake and its costly consequences, consider these guidelines: Prepare a workload forecast. Based on current activity levels and foreseeable business, what do you anticipate your firm s or department s workload will be? This step will help you decide which type of employee is required full time, part time or temporary or whether you even need to hire at all. In some cases, you may be able to reassign a job s functions. Evaluate current personnel resources. Which skills do your current employees possess, and which are they lacking? For example, you may decide you need an executive assistant with advanced skills in Microsoft Office who can train others on related applications. Or maybe your company is rapidly growing, and you require an experienced support professional to maintain productivity and workflow officeteam.com 3

5 Create a job description. A job description is a brief but important document that serves as a basis for the hiring criteria. A well-written job description should include the following: Title Explains which type of professional you re hiring (e.g., administrative assistant, marketing assistant, logistics coordinator). Primary responsibilities Outlines the main duties of the position. Secondary responsibilities Describes periodic, rather than daily, duties (e.g., train new staff ). Core competencies Highlights the skills and attributes required to perform the job. Experience required Specifies the type and amount of experience necessary. For example, does the candidate need to be proficient with your company s software, possess industry-specific knowledge or have a minimum number of years experience in the field? Compensation Includes a range for starting salary and lists the basic benefits your company offers, such as healthcare, a retirement plan and paid vacation. Preferred educational background Identifies the degrees, licenses and other certifications the ideal candidate should possess. However, be careful not to turn this item into a deal-breaker later in the hiring process. Credentials can be a useful evaluation device, but a lack of formal certifications should not prevent you from hiring an otherwise skilled, experienced prospect. By simply filling a vacancy rather than strategically satisfying the needs of your firm or department, you run the risk of selecting the wrong person. How to Hire Smart 4

6 Locating Skilled Candidates Hiring administrative professionals is not like it used to be. In the past, the process was straightforward: You placed a classified ad, reviewed the resumes you received, conducted a few interviews and made an offer. Or perhaps, over a business lunch, a former colleague referred you to a promising prospect. Either way, you ended up hiring someone for a full-time position. And that person most likely stayed with your company for many years, making it unnecessary to conduct frequent personnel searches. Today, your approach to hiring must be more aggressive and flexible if you want to compete for the best candidates. This is due to a number of factors, including: An aging workforce The first wave of baby boomers will start retiring within the decade. The post-boom generation represents a dramatically smaller pool of workers from which to draw replacements. A diminished candidate supply Companies find it increasingly difficult to attract skilled workers. This shortage is causing many businesses to re-evaluate the hiring process to ensure they can move quickly when making employment offers. Executives were asked, How concerned is your company about losing key workers to retirement in the next five to 10 years? The Internet In hiring, as in business overall, your competition is often global, not just local. And because of the Internet, your organization and countless others are vying for candidates in what has become, essentially, a 24-hours-a-day, international job fair. Work/life balance This has become a higher priority for professionals seeking successful careers while enjoying rich and full personal lives. Such trends as flexible scheduling and telecommuting are attractive options for many workers. A willingness to offer progressive alternatives will directly impact your firm s ability to recruit skilled administrative professionals. Somewhat concerned 38% Don t know 1% Not at all concerned 11% Very concerned 19% Not very concerned 31% Source: OfficeTeam survey of 250 executives with the 2,000 largest U.S. and Canadian firms officeteam.com 5

7 These factors make hiring a more challenging task than ever. The following suggestions can help you locate skilled candidates: Use multiple recruiting methods. There s more than one way to search for candidates. Options include: posting job openings on your company s website, tapping into professional associations, meeting with a recruiter, visiting online job boards, reviewing classified ads in your local newspaper and participating in job fairs. Ask for referrals. Seek recommendations from colleagues and contacts in your professional network, as well as from family members, friends, and current and former employees. Encourage staff referrals by offering incentives to those whose recommendations result in a hire. Work with a specialized staffing firm. Recruiters maintain up-to-date databases of potential candidates and often recruit skilled professionals who aren t actively searching for new jobs. Access to these candidates can quickly expand your prospects. In addition, staffing firms can handle ad placement, initial reference checks and other tasks. Keep a prospect folder. Save the resumes you receive for each job listing. Although a particular candidate might not be right for a current opening, an opportunity may arise in the future for which he or she is better suited. Provide competitive salaries. To attract the most skilled professionals, you must provide appropriate compensation. To determine whether the salaries you offer are in line with current market trends, check resources such as the OfficeTeam Salary Guide, the U.S. Bureau of Labor Statistics Occupational Outlook Handbook and Statistics Canada. Offer attractive benefits. To stand out as a prospective employer, your firm should provide as many of today s popular benefits as possible. Beyond the standard perks, attractive packages may include extra time off, alternative work arrangements, tuition reimbursement and performance bonuses. Look within. Consider current employees who may have the necessary skill set for the open position. Promoting internally is a powerful motivational tool. Executives were asked, Are companies more or less likely to promote from within than they were three years ago? More likely Less likely No significant change Don t know Source: OfficeTeam survey of 250 executives with the 2,000 largest U.S. and Canadian firms 1% 15% 21% 63% How to Hire Smart 6

8 Evaluating Resumes Because the resume provides your first glimpse of a potential employee, it s important to conduct a systematic review of each one you receive. Here are some tips to make the resume review process more manageable and productive: Executives were asked, In your opinion, which of the following is Executives were asked, What is the preferable length of a the single most common mistake job seekers make on their resumes? resume for staff-level employees? Their responses: Develop an evaluation system. Whether you review resumes yourself or delegate the first round, you need a set of guidelines to streamline the process. Keep the following questions in mind as you evaluate resumes: What are the prerequisites for the job? What are the unique requirements of your organization? Which qualifications and attributes are essential? One page Two pages Three pages or more 8% 36% 56% Look for positive indicators. The resume of a staff-level candidate worth interviewing should be one or two pages in length and will typically feature a history of stability, a record of advancement, and detailed descriptions of accomplishments and responsibilities in previous positions. Ideally, the resume should demonstrate how the individual s achievements contributed to the goals and profitability of the employer. A strong, well-written cover letter should accompany the resume and give you a sense of the applicant s communication skills. Source: OfficeTeam survey of 250 executives with the 2,000 largest U.S. and Canadian firms officeteam.com 7

9 Take notes. As you read the resumes of candidates you would like to interview, jot down questions and notes you can use when you meet. Too much time may elapse between your first reading and an interview; you may not recall your initial reactions and questions. Executives were asked, In your opinion, which of the following is the single most common mistake job seekers make on their resumes? Watch for red flags. Relegate the resume to the needs further review or no pile if it contains any of the following: Unexplained gaps in employment A history of job hopping A static career pattern Typos, misspellings and grammatical errors Ambiguous phrasing (e.g., familiar with, involved in, etc.) Typos or grammatical errors Including too much information Not listing achievements in former roles Poor layout and/or design Including too little information 10% 17% 20% 20% 30% Overstating achievements/abilities Other/don t know 1% 2% Source: OfficeTeam survey of 250 executives with the 2,000 largest U.S. and Canadian firms How to Hire Smart 8

10 Conducting Effective Interviews The interview is every bit as important to you and your company as it is to job seekers. To make the most of this critical phase in the hiring process, follow these steps: Prepare in advance. Develop an approach that you ll use with all candidates. Rank the key attributes required for the job in order of importance. Also, prepare a list of specific questions that will allow you to explore the applicant s problem-solving abilities, interpersonal skills and business acumen. Ask each applicant the same set of questions for consistency and to compare responses. Ask the right questions. Vary the style of your questions. Ask closedended, factual ones (e.g., How many years did you work for Company A? ); open-ended questions (e.g., Can you describe your major accomplishments? ); and hypothetical, job-related queries (e.g., How would you handle a situation in which...? ) to assess the candidate s work style and compatibility with your company s work environment. Pay attention. Fight the urge to formulate your next question while the candidate is still responding to the last one. You need to listen attentively to pick up on bits of information you might otherwise overlook. Rephrase questions to get complete answers. If an applicant s response to your question is vague or insufficient, don t be afraid to ask it in a different way. For example, rephrase Why did you leave your previous position? to What types of opportunities are you looking for that your last job did not provide? If necessary, ask the applicant to substantiate his or her response with examples. Executives were asked, In your opinion, which of the following is Executives were asked, What do you think is the most common the single most common mistake job seekers make on their resumes? mistake candidates make during job interviews? Their responses: Little or no knowledge of the company Unprepared to discuss skills and experience Limited enthusiasm Unprepared to discuss career plans and goals 10% 8% 21% 42% Source: OfficeTeam survey of 250 executives with the 2,000 largest U.S. and Canadian firms. Top responses shown officeteam.com 9

11 Make a pitch for your firm. When meeting with candidates, be sure to point out appealing programs your firm offers. Job seekers want to know what your organization has to offer. Research by our company has found that, other than base salary, applicants ask most often about benefits and corporate culture during interviews. Employees prefer companies that offer progressive work environments and compensation packages, foster professional growth, and support the balance of work and personal demands. Give a realistic job preview. Provide the candidate with details about the position, such as key projects he or she will assist with or manage, a typical day in the position, who he or she will interact with and how the prospective employee will contribute to the organization s overall business objectives. Write it down. Memory often is unreliable, so always take notes during the interview. Don t try to transcribe everything the candidate says word for word; jotting down the highlights should be sufficient. Don t rush to judgment. Try to avoid forming an opinion too quickly about someone. Wait until after the interview to evaluate the candidate s responses and make interpretations. End on a positive note. Once you feel you have enough information, end the interview politely. Thank the applicant for his or her time and interest, and briefly mention subsequent steps (e.g., We ll begin the second round of interviews next week. ). Involve others in the process. A smart practice especially when filling a key position is to invite those who will be working closely with the new employee to also interview applicants. After conducting an initial interview, arrange for the most promising candidates to meet with a few others on the team. Five Key Interview Questions: What do you know about our company, and why do you want to work here? What were your most significant contributions or accomplishments in your previous position? What would you have changed about your last job and why? What type of work environment is least appealing to you? Who was your best boss ever and why? Who was the worst, and, looking back, what could you have done to make that relationship better? How to Hire Smart 10

12 Selecting Job Candidates Once you ve completed the first round of interviews, you ll need to narrow the field. Here are some basic steps to setting up an evaluation system: Focus on key hiring criteria. Review the job description for the attributes required for the candidate to perform well and fit into the company s culture. Concentrate on the must haves and disregard the preferred for now. Set priorities. Assign a numerical value to each skill or attribute. For example, using a five-point scale, you might rate previous experience with our accounting software a three, while communication skills might be a four. Take intangibles into account. Qualities such as motivation, creativity, resourcefulness and the ability to handle deadline pressure are very hard to gauge or quantify. But they may be important components in your evaluation of candidates. Rank them on a numerical scale, as well. Remove irrelevant factors. Keep your hiring criteria at the center of the process. This will help you avoid the tendency to favor one candidate over another for the wrong reasons, such as when each was interviewed or your own feelings of urgency about filling the position. When evaluating potential employees, keep the following attributes in mind: Skills and experience Don t immediately dismiss individuals who lack the exact abilities you seek if they could quickly build the skills they need through training. Soft skills Interpersonal skills are more important than ever, especially for support staff. Consider how well the candidate communicated his or her thoughts during the interview and if you were able to establish a good rapport. Motivation Based on the candidate s work history and comments about previous roles, does the person have a passion for the profession and a desire to advance his or her career with your firm? Fit with your company s culture Solicit feedback received from others who met with the candidate during the hiring process. What s their impression of the applicant, and do they think he or she would excel within your firm s work environment? officeteam.com 11

13 Managing the Reference-Checking Process It can be difficult to get meaningful references for a candidate. In some cases, individuals have sued former employers for giving references that were viewed as defamatory. In other cases, firms have been sued for not disclosing enough information about an employee, particularly when the individual turned out to be a problem for the hiring company. In order to protect themselves, many businesses have adopted a strict name, rank and serial number policy. This can be a significant obstacle if you are trying to find out more about a prospect than just dates of employment. As a result, many firms forego reference checking an unwise decision for many reasons. Checking candidates references is a critical means of verifying their qualifications and claims about themselves. Here are a few steps that can help make your reference checks more effective: Begin at the interview. Let candidates know that if they become finalists, you plan to conduct a thorough reference check. This should prompt the applicant to give honest answers to your questions. During the interview, write down responses that you would like to discuss with the applicant s contacts. Do it yourself. No matter how full your schedule is, resist the urge to delegate reference checking. Since you know best which skills and abilities you re looking for, you re more likely to obtain the required information. Ask the right people. Whenever possible, speak with the candidate s former manager or coworkers. But don t limit yourself to these individuals. You may find people in your own circle of contacts with firsthand knowledge of the candidate who may be willing to provide a candid assessment of him or her. Ask the right questions. Since some employers may be hesitant to answer your questions, start with dates of employment, title and job responsibilities to build rapport. Then you can move to more substantive questions about job performance and specific results achieved. Verify feedback you receive. If you receive a negative reference especially if the feedback given by others about the potential employee has been positive consult additional references or recheck previous ones before ruling out the candidate. Be cautious. Some employers conduct Internet searches using a candidate s name to gain information on the potential employee. While this approach can yield useful results, keep in mind that much of the information you discover can be either erroneous or irrelevant. A person s digital footprint also may reveal facts that are illegal to consider in a hiring decision, so proceed with caution. How to Hire Smart 12

14 Closing the Deal Once you ve gathered enough information and made your decision, there s just one more step: making the offer. Handle this final phase of the hiring process as carefully as the previous steps otherwise, you might lose the candidate or start the relationship on a shaky foundation. Here are four points to keep in mind: Don t hesitate. After you select the best candidate, make the offer immediately, particularly if the labor market is tight. Even a one-day delay could cause you to lose your first choice. Spell out details. Put in writing all pertinent information proposed start date, title, salary, benefits and any extras you and the candidate may have discussed. If you can t put these details on paper, you re not at a point where you can make an offer. Clarify terms and make it official. Ask the candidate to sign a duplicate copy of the acceptance letter to ensure he or she understands the terms of the offer. If the agreement is contingent on further reference checking or skills testing, make sure these conditions are included in the written offer. Keep in touch. Communicate with your new employee immediately. Send him or her a copy of the employee handbook, health insurance forms or other paperwork. You also might schedule an orientation session or lunch, if appropriate. Make sure your new hire has all the information needed for a successful first day officeteam.com 13

15 About the Company OfficeTeam, a division of Robert Half International, is the world s leading staffing service specializing in the temporary placement of highly skilled office and administrative support professionals. With more than 325 locations worldwide and a network of over 2 million experienced candidates, we are committed to providing your business with a cost-effective solution to your temporary and project-based staffing needs. This booklet is just one of many free resources we provide to our clients to help them with the hiring process. If you would like staffing assistance or additional information, call us at or visit How to Hire Smart 14

16 A Robert Half Company officeteam.com OfficeTeam. An Equal Opportunity Employer. OT-0110