Both hiring executives and new employees have a fear of failing when adding staff to the company.  As a result, recruiters have tried to come up with ways to screen for success.  These range from holding extensive interviews to putting applicants through rigorous testing processes.  Yet there are still mis-matches and thus frustration on both sides of the hiring equation.
At Technology Ventures Corporation one of our continuing education topics is on the subject of recruiting the right talent.  We talk about things to watch out for, and things to ask a prospective hire, as well as what types of screening are available.  However, we haven’t been able to find the magic bullet!
An article in a Canadian HR publication (hrreporter.com – Oct 211) interviewed Canadian CFOs on the top factors leading to a failed hire.  They were asked what, aside from poor performance, was the most likely factor in a poor hiring match.
The list, from highest to lowest choices were;  mismatched skill set, unclear performance expectations, personality conflicts, and failure to fit into the corporate culture.  The CEO of Robert Half International stated (as we all know) that companies can’t afford hiring mistakes as they are costly and erode company morale.  Finding the right hire for the company takes time, and even the busiest manager needs to make time for the process.
Therein lies the secret.  The hiring process needs to be given the same importance as the monthly financial review.  The biggest mistake a company can make (and the Robert Half Agency mentions this also) is to use a canned or cobbled together job description.  Companies need to review the position each time they fill it, as needs always change over time, and the people doing the hiring need to be very clear about what is required to do the job. 
As part of the position description, the company needs to take into account the candidates work style.  Employers often neglect to take into account talents such as leadership and communications skills needed in the job.  A mismatch here can make for disaster.
The art of the interview is SO important in the process.  Anyone can look good on paper, but conversations with the applicants can allow you to assess not only their skill set, but also their personal skills, such as being able to clearly express ideas (and listen to yours!).
Finally – don’t let the good one get away.  Even in these economic times  highly skilled applicants will get more than one offer.  Make sure you sell your organization and the opportunities involved, and offer a compensation package that is competitive in the market.
Use all the resources you can to help make the final evaluation – and as always, good luck!

Tags: candidates, hiring process, Hiring Trends, recruiting

Entrepreneurs are unique individuals with (usually) visionary ideas they are trying to develop into a real business or product.  Many articles have been written about the personality that is the entrepreneur, including that they are loners and intensely focused, somewhat socially inept, stay up late…all not typical of the successful leader.  In reality, the entrepreneur had to be able to bring people together and get them to buy into the vision.  He/she has to be a great marketer, financially astute, and have well developed interpersonal communications skills.  Being a great networker is vital to success.

One of the most difficult tasks, other than actually getting a product to market, or at least funded, is pulling together the individuals (with the skills needed) to move the vision forward.  The team that comes together to work on the project needs to work collaboratively and yet the individual member needs to exert influence in their field of expertise.  These team members also have to be flexible and not afraid of risk.

A major decision for the entrepreneur is whether to add a co-founder.  An article on the blog site www.onstartups.com discusses why you want a co-founder and how to choose one.  The article “Choosing a Minimally Viable Co-founder” by Dharmesh Shaw, first outlines the reason for one.  It can be summed up in the African proverb:  “If you want to go quickly, go alone. If you want to go far, go together.”   Having someone to share the ups and downs, to bounce ideas off of, and to help get things done, is valuable in the startup world.   So, the author writes, while you are on your quest, keep a sharp eye out for the awesome candidate that can help you “go far”. 

The article provides some key guidelines to help you in this search.  They are ideas such as: you have to be able to trust them, they have to be brilliant at building or selling, they commit to the company and not just the current idea, they are likeable, and they do stuff (not just think about it).  Also important as characteristics are whether they crank and grind (as hard as you do) and they are reasonable and rational. 

The purpose of the list, and the caution of the article, is to not waste time looking for “perfect” but recognize someone with great skills that line up with your goals.  One issue that comes up with co-founders is the same issue that comes up when entrepreneurs go looking for funding -  that you have to give up some control.  The end result is the key in both cases, having a successful startup that creates wealth, and that you get your share.

Tags: candidates, entrepreneurs, Executive jobs, hiring talent

Interviewing job applicants is the most important step in making hiring decisions, and the most difficult.  In my past blogs I have discussed various aspects of job applicant screening.  In this one we look at the main goals of interviewing:  Find out what the candidate knows, learn how their work skills have been tested in past work situations and where their aptitudes lie for future planning. 

Typically in a one-hour interview the hiring manager will ask 10-12 questions, and these questions should be geared to learning as much as you can in regards to the above goals.  However, there is a lot of prep time to hone these questions to produce the desired results.

Noah Apodaca, recruiter for UC Irvine, wrote an article for the Society for Human Resource Management newsletter (shrm.org) on what to ask and how to ask it to get the best response from your candidates.    The questions need to give the candidate an opportunity to share their skills and experience

. 
So here are a few examples of good/bad ways to ask the questions:
* Don’t ask: “Why do you want to work here/want this job?”  This elicits a response on how great the company is and what a great opportunity they have.  In fact the basic reason is that the candidate needs to make money!
* Ask instead – “What particular skills or experiences make you the best match for this position?”, or even more behavioral-based:  What would your most recent supervisor say are the skills that make you the best-qualified candidate for this position?”  This allows them to highlight the things they found to be important from researching the company and the position.
* Don’t ask:  “Where do you see yourself in five years?”  The obvious answer is with the company providing great contributions to the organization.  This gives you no insight on the candidate’s vision concerning professional growth.
* Ask instead – “Where does this position fall in your career path?”  This is more open ended, and also lets you see whether the candidate does have a vision or sees this job as a destination job.
* Don’t ask: “What was the worst thing about your last employer?”  This encourages the candidate to whine, or in the least, break professional decorum.
* Ask instead – “What aspects of your previous  position did you find most professionally challenging?”  This allows candidates to reflect on how they felt their skills matched the challenges of their most recent workplace, and even to suggest how they would improve that situation. 

This is just a short list of the types of interview questions that can be helpful to managers in trying to find the best person for the job.  It is difficult, but a good outcome is rewarding both for the manager and the company.  Good luck!

Tags: candidates, hiring process, hiring talent, recruiting

According to the National Association of Colleges and Employers (NACE), the Class of 2011, whose prospects were already better than those of the Class of 2010, will experience an even more positive hiring environment.  Polls conducted with NACE member employers indicate a positive hiring index for January of 2011, with the February index showing an even higher response. 
The scale used to scores responses ranges from 0-200, with 100 meaning no change.  The January survey index was 120.9.  In February the index jumped to 126.3.  In addition, the percentage of employers that reported plans to hire more graduates has grown – to 53.3% based on a 39% response rate for the employer group.   
On another note, a Society for Human Resource Management (SHRM) survey of employers in January of this year indicates that starting salaries may be slightly higher than last year.  Their Leading Indicators of National Employment index also indicated that both manufacturing and service businesses expect to add employees.  They also indicate that they expect recruiting to be more difficult than last year.
Finally, at the other end of the scale, it seems that some industries such as health care are concerned about replacing C-level people as the baby boomers start to retire.  An AMA survey of 117 senior health care executives revealed that fewer than 7% of health care organizations are prepared to deal with a sudden loss of key leaders.  Considering the huge changes coming down the pike for this industry, and considering also the predicted shortage of health care providers, the impact on business and individuals of this shortage could be major!
More surveys:  global outplacement and executive coaching firm Challenger, Gray & Christmas, Inc., June 9, 2010  found that turnover among top executives in the United States jumped 23.7 percent in May 2010, as 125 CEOs announced their departures,.  Challenger found that in this group also, succession planning was lacking.
So – this could be a big opportunity for those middle management folks that were squeezed out in the last layoff to get their tools sharpened for the future!  Someone has to fill these positions.  Why not you?

Tags: candidates, For Employers, hiring talent, industry news, recruiting

It is really difficult to write a good resume because you want to tell folks all the good things about you – but they just want to know if you can do the job!  I’ve discussed resumes from the employer angle a number of times, and they are searching for truthfulness and a fit.  They are also trying to get some sense of the person and their work style. Because they may receive PILES of resumes for a position, the more clearly and concisely you present your skills, the more likely your submittal will get noticed.
There is an art to focusing in on the skills a prospective employer will want while still presenting the breadth of talent that you offer.  A number of websites offer general tips for presenting your best side.
One service, #1 Resume Writing Services, provides a simple list of 10 tips online.  The list is as follows (for further discussion see the Resume site):
- Use titles or headings that match the job you want (assuming they are accurate!)
- Use design that grabs attention, so they’ll notice your resume in the pile
- Create content that sells – the art of descriptive phrases that attract attention
- Quantify, and use power words – numbers are powerful in themselves when describing achievements
- Analyze ads and job descriptions to identify key words – clues as to what the employer is asking for
- Identify and solve employer’s hidden needs – things like “plays well with others”
- Sell the benefit to employers of the skills you have – don’t just list the skills
- Create an image that matches the salary you want – such as the number of years of experience
- Prioritize the content in the resume – make sure the important stuff is at the top
- Most important – tweak and target your resume and cover letter for the job you seek.  Highlight the skills you have     relevant to the position.

After you have done the work and have targets in mind, have someone familiar with the industry review your resume.  They can help you with target words and presentation.  Also  our High Tech Job Forum will do a once-over for you free of charge.  We work with a number of high tech employers to help them recruit and would be happy to give you a sense of whether you are on target.
Good luck!

Tags: applications, candidates, job application, job seeker