Does your Company Value Candidates?

As a kid I always looked forward to buying fireworks around the Fourth of July. Back in those days, sometimes the fuse would light right away and provide an instant boom. Other times, the fuse would sputter before really igniting into the big flash...much like our economy these days. We know it is getting ready to sizzle, but we must endure the sputtering sparks before full ignition.

Recently, I was conducting a search for a client and for a variety of reasons the client took some time to get back with the candidate at a critical stage in the process. The amount of time without feedback, updates or a brief email or courtesy call had this candidate asking questions:”Do I really want to work for this company? Is this how they treat the people who are working for them now?” and "Will it be like this when I need information from my boss?” Professional treatment is a two-way street. Even if a company does not choose a candidate it is in their best interest to leave them with a good feeling about the process. All companies should certainly leave all their applicants with the sense that they value them for wanting to interview and join their team. Not only will this leave the applicant with a good feeling towards the company, but also imagine what this does for the organizations branding image.

One of the hiring authorities who I have worked with on several occasions summed it up well. ”David, if we do not select a particular candidate to join the team I want them to at least go away from the process knowing we are a decent caring company, especially if they work in our industry. We know that they will likely share their experience with friends, family, colleagues and others, particularly, if we aren't respectful and professional in the hiring process."

Quality recruiters shy away from working with a company when they have a bad reputation in the market for how they treat their people, candidates and customers. The hiring process is certainly challenging, it will have delays, and that’s part of the process. However, your communication (or lack there of) during that process that can certainly affect the outcome.

A good thought for the hiring authority is to treat the candidate with the same care they use with the organizations external customers. It's a simple way to turn a potential negative for the candidate who is not chosen into a positive and defines your company as a great place to work at the same time!

Increase Your Employee Retention without Spending a Dime

In today’s economy, coming up with funding for new programs or anything other than the bare essentials is nearly impossible. However, it is possible to increase your employee retention without spending a dime. All it will cost you is a little brain power.

Almost everyone is feeling the pressure, stress and increased anxiety as the economy takes baby steps towards recovery - owners, managers, and spouses - even the stock market is jittery. As your employees are inundated with negative news, it is important to recognize the pressure they are under. If you simply stick with the attitude: “they should be happy they have a job” you might just end up with lower productivity and a mass exodus as the economy improves and new jobs become available.

You must also be careful that the timing of your actions is in sync with the employees and keeps their feeling in mind. For example, a simple redistribution of salary dollars can cause a negative ripple effect. If you make a strategic move, like hiring more sales people to show you are committed to improving revenues, but have recently laid off other employees, the negativity that is created with the remaining staff can completely negate any positive impact.

So, what can you do to increase short term morale and long term retention without spending money?

* Offer new or extra incentives for measurable increases in productivity, revenue or in cost savings. A simple move like this can potentially get your team to stop thinking negatively and to focus on creativity and competition. Competition makes us all better at what we do. Although there is a possible payout, increased revenue and/or decreased spending will offset this expense.

* Take time to meet with your staff weekly. Take a few minutes to sit with your staff with no particular agenda. Let them share ideas, vent or talk about their kids. You will be surprised at what this will do for their morale and what you might learn about them that will help you head off problems in your company or department.

* Allow more flex-time with your employees work schedules. The total hours your employees work will be the same, but some flexibility may allow for increased production overall.

* Consider an upgrade in title. Chances are in the last 12 to 18 months you have increased your employees’ workload and they have seen no pay increase. So, make them feel good about themselves and that you recognize the value of their contributions by upgrading titles to Manager, Senior Manager, or Director.

Small changes like those listed about will likely pay you back many times over. Let me know what decide to do in your firm.

David Lammert

Employers Need to Brace for Change

Last week The Conference Board released its most recent survey (www.conference-board.org) regarding U.S. employee satisfaction levels. The results are alarming. At a time when you might think that most people would be happy just to have a job, a clear majority (54%) are unhappy with their current job. If this wasn't disturbing enough, two more statistics add to the alarming news. The first, dissatisfaction is not isolated to one age group or income level but can be found across a variety of age groups and income levels. Secondly, nearly 25% of those polled expect to be in a different job next year.

Employers need to act simultaneously and rapidly in two key areas. First, employers need to improve the work place experience beginning with the onboarding or orientation process. From the very first day on the job, the overall impression an employer gives, as well as the tools and information provided to an employee can help determine the overall experience a new employee will have. Onboarding programs are not only vital to the efficiency with which employees will perform, they also improve retention rates.

Secondly, employers must be proactive with their hiring process in case the statistics above prove true. With an improving economy and increasing confidence, employees may begin to switch jobs before you are ready for them to. You don’t want your company stuck picking from the players nobody else wanted. Identify your organizations needs now and start brining those people on to your team now.

Thanks and Happy New Year!

David Lammert