You’ve just hired a receptionist with great computer skills, but poor people skills. Do you go through the costly and time consuming process of firing that person, or put up with the unsatisfactory performance in one area?
Stephanie Klein, president and CEO of the Experience Factor, is a regular columnist for the Denver Business Journal. Her most recent column, reposted here, focuses on the mindset you need to get a promotion.
An experienced, midlevel professional with several years at her company wants to find a new job. That’s because she’s frustrated and exasperated because once again, she had been passed over for an internal promotion.
When her department needed a new director, she was certain that her skills and job performance were strong enough to ensure she would be selected. But senior executives hired from the outside instead. Sound familiar? Here’s advice for those who have felt the same disappointment.
Making sure a new hire gets a smooth start on the job involves a carefully conceived plan, what Human Resource professionals and recruiters call “on-boarding.” Put simply, it’s all the administrative, intentional, and logistical steps to ensure the new person has the basic knowledge and tools they need to get started on the job. It’s also the personal touch that makes them feel welcome, valued and it follows, more committed to the new organization.
It doesn’t matter if you’re a recent college graduate or a seasoned executive, finding a well-paying job these days can be tough. The United States Department of Labor reports Colorado’s unemployment rate at 8.1 percent as of May, slightly better than the national average of 8.2 percent. So it comes as no surprise that hiring managers nowadays must sift through dozens, if not hundreds, of applications per job posting. Typically, these gatekeepers pinpoint the most promising applicants and ignore the rest in the name of efficiency. However, failing to respond to all potential candidates is not only rude, but risky. Here are three reasons why.
Hiring in this unpredictable economic climate presents extra challenges and more reasons for expert talent acquisition and management. Though not all 3rd party recruiters are the same; here are some concrete reasons why forming a valued relationship with one of your local recruiting firms can be an excellent investment for your company.
With unemployment still stagnate, you are seeing more than a pool of qualified candidates—you’re getting swamped with resumes, and many of them might not be right for the job. Sifting through the pile is a drain on resources, and when you finally do get to your short list, the hard work truly begins. A recruiting firm is better positioned to quickly deliver a solid candidate carefully vetted to be the right fit for the position and impact the time to fill your job. This saves you time and helps avoid the cost of a bad hire. Here’s how we work.
In days gone by, if you worked for a medium to large-sized company, the personnel department was the place that processed your job application and federal Form W-4 when you were hired and maybe handled your pension. There wasn’t much interaction beyond that.
Times have been changing since those days of paper files and mimeographs, and once again, we can thank technology for driving a major shift in business strategy that started with the evolution of the Human Resources department and accelerated with another new concept known as “talent management.”
After computers began to automate many traditional personnel functions, managers in that arena were freed up to offer broader employee assistance. The Human Resources Department coordinated sophisticated benefit enrollments, staff trainings and evaluations. Starting in the 1990s, there was a new focus on staff development and view that people, not just capital or property, are business assets.
Job interview tips can help you land your perfect job. The next time you’re headed to a job interview, remember the advice your mother gave you about dating: just be yourself. That’s the conclusion based from two studies recently reported in the Wall Street Journal. But is it really the best approach?
The studies cited in the article found that frankness and honesty don’t hurt a candidate’s chances at a job and are likely to increase future job satisfaction because the individual is more likely to be hired for a suitable position.
For the Denver Business Journal — By Stephanie Klein
Of all the benefits to having a solid, proven hiring process at your business, the greatest is this: hiring the wrong person, which is often the result of a misguided hiring process, can cost your business thousands of dollars and have ramifications that echo far beyond that single bad hire.
It’s a scenario many business owners can relate to: you have a short amount of time to hire someone for a critical role in your company, so you post a basic a job description on a few job boards, review a bunch of resumes and hold a handful of interviews, deciding quickly on who you feel could fit the position well.
Everyone knows Google, Microsoft and Starbucks are wildly profitable and popular companies to work for, but read about some companies you might not have heard of on Fortune’s 100 Best Companies to Work for 2012. The survey tracks average salary, job growth, turnover rates, minority hiring policies, number of U.S. employees and perks that the companies provide.
Google claimed the top spot, with employees raving about the mission, culture and famous perks of the place. Another giant of the information age, Microsoft, ranked 76. Interestingly, while Apple’s profits have been making headlines, the company didn’t make this best of list.
As appeared in the Denver Business Journal — By Stephanie Klein
The good news is hiring continues to pick up, and many companies are reporting a more optimistic view of the year ahead. This confidence is partly based upon estimations that 2012’s revenue numbers could be the best they’ve been in three years. After all the turmoil we’ve been through, it’s hard to not get excited about such positive projections. As companies approve budgets, hiring managers have been given the green light to hire, and are planning the dream candidate – the elusive “A” player that embodies all the characteristics the company needs. It’s that perfect new employee who will help grow the top line, drive operational efficiency, and simultaneously create raving fans out of coworkers and managers alike. Sounds great, right? Before you move full steam ahead, though, consider the following steps along the way.
Denver—February 16, 2012—Colorado business leaders are feeling confident about the 2012 economy, according to the Experience Factor Market Pulse survey results released today. One hundred business leaders responded to the survey, which polled executives on Colorado’s economic prospects in 2012 and whether firms will be hiring, among other issues.
The survey found 81 percent of executives believe the economy will do better in 2012 than last year. Sixty-three percent of respondents said they will hire this year. Asked to estimate how many staff they would add, 43 percent of executives said they would hire up to 10 people, and 9 percent said they will hire more than 50 people this year.
Colorado business leaders are feeling confident about the 2012 economy, according to the Experience Factor Market Pulse survey results released today. One hundred business leaders responded to the survey, which polled executives on the prospects of the 2012 Colorado economy and whether firms will be hiring, among other issues.
It goes without saying that things in the Colorado business marketplace are changing at warp speed. The recently roller coaster of economic outcomes and reporting underscores the volatility many are experiencing. Adapting to these forces means changing traditional ways of thinking, especially in employment, hiring and management. It means accepting some new realities, letting go of outdated ideas, and revisiting traditional practices with fresh eyes. Here are several Denver employment outlook predictions that will shape the next several years of hiring and management.