How to Lose Great Job Candidates

If you have ever been responsible for filling an open position at your company, you have probably wondered where all the great job candidates are or why someone who looked so promising did not finish the online job application.  Here are a few issues to consider:

1. Where are you publishing your job ads?  Are you using job posting sites or social media networks directed to professionals in a specific field or are you posting your job ad on a generic job board where every individual regardless of skills level or qualifications can apply?

2. How user-friendly is your online submittal process?  The easiest sites are those that allow the applicant to simply email their resume and cover letter.  However, many more employers are using software tools that are designed to make recruiting and selection easier but which may in fact lead to great candidates being lost.  For example, many software tools simply don’t work properly.  They gather information from a resume and input the data in the wrong fields.  The candidate then has to spend time retyping the information.  In other cases, a candidate may be frustrated with having to create and remember so many usernames and passwords each time they apply for a position with a new or same employer.

3. Are you asking questions on the online application form that may frustrate or cause a job candidate some concern?  For example, each application usually has a statement indicating that the candidate acknowledges that by signing the application, he or she states that the information is true and correct and if false information is provided, it may be grounds for termination or rejection of their application.  One of the questions that often appear on an application is whether the candidate has a family member working for the employer or whether the candidate has ever applied for a position with the employer before.  In these situations, the candidate may not be aware of family working for the employer and may not remember previously applying for a position. 

Other online applications ask the candidate to provide their driver’s license, social security number and even sign a release form for background and credit checks.  A candidate may be hesitant to provide so much personal information up front when they haven’t even interviewed for the position. 

Other applications ask the candidate to provide a salary history.  Again, the candidate may not want to disclose this information up front, and may even feel indignant at being asked to provide this information when the employer has not even indicated a salary range for the position.

When filling open positions, it’s important for employers to put themselves in the position of a job candidate and go through the online application process to understand what candidate’s go through when applying for a position. 

This article should not be construed as legal advice.

Interns For Your Business

Offering students an internship to gain hands-on work experience is a beneficial opportunity for everyone, if executed properly.  To ensure a positive outcome for both parties, the Society for Human Resources Management (SHRM) recommends keeping these six requirements in mind when creating internships if the position is unpaid:

• The training should resemble an educational program where the internship provides students with real life educational experiences that can only be gained outside a classroom.  Students should be able to apply what they have learned in the classroom to their experiences in the workforce.
• The employer should structure the internship toward an educational goal, including ongoing instruction and supervision.
• The training is for the benefit of the trainee and is not intended as a way for businesses to take advantage of free work.  The experience will increase the intern's chances of being hired in the job market and/or allow them to earn academic credit.  A key point, according to  SHRM is, "unpaid interns who fall into the category of 'trainees' rather than 'employees' frequently perform tasks that are useful only for training purposes and that provide little to no benefit to the employer."
• Trainees or students should not displace regular employees nor be entrusted with the same work as a regular employee or a recently departed employee; nor may the employer lay off an employee to be replaced by a student or trainee.
• Employers should have a policy with strict supervision of interns and assign a mentor.  Supervisors should actively participate with interns.
• The employer should derive no immediate advantage from the activities of trainees or students.  SHRM suggests that "a key caution is if the employer is the primary beneficiary of an internship, for example, and the employer reduces costs or accomplishes necessary tasks through the intern, the DOL will consider the intern an employee under the FLSA.  If the intern is the primary beneficiary of the experience, the DOL is much more likely to consider the intern a trainee."

"Please note trainees or students are not entitled to a job at the end if the training.  To ensure that the intern has no expectation of employment, the DOL recommends that an employer draft a written agreement with the intern stating that the intern should have no expectation of employment and should not presume any guarantee of employment after the internship.  Though an employer should make it clear that an intern is not entitled to a job at the conclusion of the internship, employers should not be discouraged from offering jobs to interns.  

The employer and trainees/students understand that trainees/students are not entitles to wages for the time spent in training.  before beginning the relationship, employers should draft a written agreement stating that payment for the intern's services is neither intended nor expected during the internship."

This article should not be construed as legal advice.

The Shoe is on the Other Foot

When it comes to filling a vacant position, there’s a lot of planning that goes on, especially when it comes to interviewing the candidate.  But one thing that many employers forget is that the interview process is a two-way street.  Not only is the employer interviewing the candidate to make sure the candidate is the right “fit” for the position and the organization, but the candidate is also interviewing the employer.

The candidate likely wants details about the organization, the job, and “what’s in it for me.”  As such, employers should be prepared to answer a number of questions from the candidate, including but obviously not limited to:

·         Why is the position vacant?

·         If it’s a new position, what brought about the need for the position?

·         If it’s a position that’s been around for a while, has there been any changes to the responsibilities, and if so, why?

·         What is the most challenging aspect of the position?

·         What are the top three priorities of the position?

·         If the job posting does not otherwise specify, what percentage of time is spent in meetings, travelling, writing or presenting reports, etc.?

·         Where does the position fit in the organization in terms of influence and status?

·         What three words would you use to describe the culture of the organization?

·         How is this position perceived by others in the organization?

·         What major initiatives is the organization taking on right now (e.g., growth, new products, increased competition, layoffs, etc.)

·         How does the organization value its employees and include them in decision making?

·         How available are members of the executive team to employees at every level of the organization?

·         What are the compensation and benefits for this position, including medical insurance, hours, training reimbursement, flexible work schedule, etc.?

·         The candidate may also ask questions about the interviewer(s) including:

o   How long have you worked for the company and/or held your current position?

o   What do you like most about the company?

o   What is one area that you think the company should improve upon?

o   What interaction do you have with the position you are looking to fill?

Just as employers want to make sure they hire an individual who has the right knowledge, skills and ability to perform the essential functions of the job, candidates also want to make sure they work for a company where their knowledge, skills and ability will be put to use and where they will be valued and respected.

This article should not be construed as legal advice.

What is Your Client/Customer Approval Rating?

“Wow, I was so impressed by their service!  I absolutely recommend their business…” are the words that every employer dreams of.

Many times, employers only think about surveying their employees for their opinions on organizational culture, benefits, morale, management and other terms and conditions of employment.  But have you ever surveyed your clients or customers?  Do you think that just because your clients and customers are continuing to do business with you that they are truly satisfied with your performance as a manager or the performance of the company as a whole?  You’ll never know until you ask.

When you enter into a relationship with a new client or customer, there should be checkpoints established whereby both parties can assess the status of the project, proactively identify any challenges and agree on solutions, and recognize accomplishments.  Whether these checkpoints are every week, every month or once a year depends on the complexity of the project. 

In many cases, there will be feedback provisions built into the contract.  For example, there may be a provision that states that your company will not be paid unless and until a particular goal or deadline is met.  If you receive payment, it is very likely that the client or customer was satisfied with your work.  But, be careful about making assumptions.

In today’s competitive environment, you should also be inquiring into more specific, day-to-day interactions that can sometimes make or break a professional relationship.  For example, how long does it take for you or your company to respond to a client’s phone call?  Is the client able to reach you directly or do they get caught up in your company’s automated telephone response system or hung up on by the receptionist?   How quickly are problems resolved and are they monitored to prevent further complications?   And, just as important, do you or does anyone from your company offer a sincere apology for any delays, inconveniences, or mistakes or do you just make excuses or simply fix the problem without any follow-up?

In addition to monitoring these issues, you may also want to consider sending your client a request to complete a quick, online survey that incorporates day-to-day interactions and other topics.  Just make certain that the survey goes to individuals who are actively involved in the project and that you follow up with any issues noted in the client’s feedback in a prompt manner.

Checking in with your clients and customers goes a long way to making them feel valued and understood, as well as improves the professional relationship, such that when there is a problem, it is more likely to be resolved in an amicable manner.

This article should not be construed as legal advice.