Category Archives: Recruitment

Are you getting the full picture?

Sometimes we make employment decisions without access to all the facts.

When our daughter asked to start piano lessons recently, I didn’t ask to see the teacher’s qualifications before agreeing for her to learn from him.

Qualifications are important!  So why didn’t I even think to ask?  Probably because I’ve had the opportunity to observe not only his musical prowess, but also how he interacts with other students and teachers.  This gave me confidence in his ability as a teacher.

At work, you may know a person’s qualifications but you rarely have the chance for long-term observation before making staffing decisions.  Or do you?

Here are 3 ways you could get more of this important information, by tapping in to what others have observed:

1. Always reference check when hiring and make sure the check is meaningful.  You can do this by having prepared questions, probing when you sense there’s more information and asking a candidate for more referees if you’re not getting the answers you need to make your decision.  If you work in financial services, Standards Australia’s handbook ‘Reference Checking in the Financial Services Industry’ provides an essential guide.

2. If you’re looking for a new staff member, consider people you already know from your business or social networks who might be able to fill the role.  If there’s no-one suitable, ask them if they can recommend anyone.  Remember the last time you hired a painter or plumber?  Did you pick a name from the phone book or ask your friends first?

3. When reviewing staff performance, seek feedback from the employee’s colleagues, team, clients and suppliers.  They will be able to provide you with insights from a different perspective.

You’re unlikely to have the full picture yourself so why not ask for the opinions of people you trust?

With Money Management reporting today that jobs in the Australian financial services sector have jumped by more than 5 per cent since last month, we are likely to see many more staff choosing to make a move.

Under these labour market conditions, it’s critical that you have the right people in the right roles if you want them to stay.

What do you want?

Last week, our single question survey asked readers “What is the one people management issue that is causing you the most pain right now?”

The response was fantastic!  Thanks for all your contributions.

Didn’t see it?  It’s not too late to give us your answer and have it added to our list of topics for future webinars and articles. 

The first webinar is scheduled for 12 noon on Wednesday, 7 July 2010.  Topic and registration details will be posted in the next couple of weeks.

Here is a summary of the suggestions so far:

Team

  • establishing teamwork – working together on to meet organisational goals
  • culture
  • understanding what each person does and how roles work together

Motivation

  • rewards –  ideas on non-monetary rewards
  • getting staff to work in new ways in an industry that has been more reactive than proactive in the past

Delegation

  • effectively communicating what needs to be done
  • having tasks completed to your requirements
  • ensuring staff are productive when you’re not there

Training

  • developing teams to meet future needs
  • helping staff indentify skill gaps
  • making time for training

Recruitment

  • attracting the people with the right attitude
  • matching the right people to the role
  • having the right people in the right seats

Performance

  • meaningful annual reviews
  • addressing weaknesses without causing offence
  • managing underperformance

Why not take a minute to add your own or support one of these suggestions?

Click here to have your say or leave a comment below.

Networking gets personal

Have you noticed how personal business has become recently? 

In this post-GFC era of distrust of corporations, we are relying more and more on the individual relationships we build to grow our businesses.  This is more important than ever before for financial services.

Yesterday I spoke with Dr Jim Taggart of Taggart Group about his recent doctoral thesis.  Jim chose to research the role of business networks and in particular the importance of trust, commitment and reciprocity to effective networking. 

This started me thinking about how you would select, or coach, employees who have a role that includes the important task of networking to bring in new business. 

Here are just five of the 155 traits measured by Harrison Assessments that I believe would enhance your team’s networking success:

  1. Outgoing – the tendency to be socially extroverted and enjoy meeting new people
  2. Warmth/empathy – the tendency to express positive feelings and affinity toward others
  3. Helpful – the tendency to respond to others’ needs and assist or support others to achieve their goals
  4. Optimistic – the tendency to believe the future will be positive
  5. Persistent – the tendency to be tenacious despite encountering significant obstacles

Other traits that could have a positive impact on networking include self-motivation, assertiveness, diplomacy, influencing, flexibility and tolerance of bluntness.  On the other hand, care should be taken to avoid employing someone to this type of role if their profile shows they are blunt, dogmatic or self-sacrificing.

Every one of these traits can be measured as part of our online assessment that takes less than half an hour.  You can try it for yourself here.

It is possible to assess these traits in your selection process.  Employees can also improve their performance through coaching, once you know their strengths.

Imagine how your business could benefit from knowing your employees better.

1 in 3 candidates lie. Will you hire a liar?

Applying for their dream job, or any job, can bring out the worst in some people.  Studies consistently show that at least a third of all candidates are prone to ‘embellish’ their suitability for the job they want.

What do candidates lie about?

The three most common lies you will encounter in a recruiting situation are:

1. Falsifying or exaggerating qualifications, often including courses that were started but never finished.

2. Inflating experience or expertise by inflating past salaries and titles, perhaps by exaggerating the level of involvement in important business deals.

3. Discrepancies in employment dates such as extending end dates to cover periods of unemployment.

How do you know you’re being lied to?

Experienced interviewers are good at reading the signs, but even obvious ‘clues’ may be misinterpreted:

  • Body language can be unreliable as an indicator of honesty in job interviews.  Perhaps anxiety, rather than dishonesty, is causing your interviewee to fidget or avoid eye contact.  How could you be sure?
  • Verbal cues may indicate incongruence between the facts and what they’ve claimed in their CV.  This may show up in extra words, fillers like ‘um’ and delayed answers to your questions as they try to think of the next lie.  On the other hand, this behaviour might be entirely natural under the pressure of a job interview.

There are some more subtle indicators of untruths in the interview:

  • Generalising and hypothesising when asked a behavioural question, such as ‘Can you tell me about a time when…’.  Behavioural interview questions work because they alert you to past behaviour, an excellent predictor of future behaviour.  If you get an answer starting with ‘I would have’ or ‘We did’, it’s time to drill down to what actually happened (as opposed to what might happen) and who was responsible (ideally, your candidate).
  • Avoiding answering the question.  Politicians are the experts at this!  When interviewing, you need to be like the persistent journalist:  If your question isn’t answered, repeat it until you get a satisfactory answer.

Why would you want to detect deception?

There are two main steps in the recruitment process where candidates are prone to deception in order to improve their chances:  the CV and the interview.

If these are your only sources of information for recruitment decisions, you are at risk of employing someone who may be dishonest in other aspects of their relationship with you, your colleagues and your clients.

Five steps to minimise the risk of hiring someone ‘careless with the facts’

1. Screen carefully for minimum eligibility requirements.  Don’t be dazzled by a sparkling resume if there are gaps in qualifications or experience.  The best way screen is by using an application process that includes an application form, either physical or online.

2. Check qualifications with the issuing institution.  Job applicants can – and do – falsify diplomas and transcripts.  Is not checking worth the risk to your business?

3. Use structured interviews with clear, concise and relevant questions, including behaviourally based questions.

4. Always reference check and include the question ‘Would you hire this person again?’

5. Use a personality test that specifically identifies deception and other behavioural tendencies that might lead to future problems.  The Harrison Assessments questionnaire is the most deception-proof in the assessment industry.

 

"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things. "
By Sam Refshauge, CEO, batyr
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
By Jessica Hill, Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
By Chris Bulmer, National GM Learning and Development, ISS Australia
"We use Harrison Assessments with our clients to support their recruitment processes. We especially value the comprehensive customisable features that allow us to ensure the best possible fit within a company, team and position. Balance at Work is always one phone call away. We appreciate their valuable input and their coaching solutions have also given great support to our clients."
By Benoit Ribe, HR Solutions Manager, Polyglot Group
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead, employee and team development sessions."
By Shaun Stanfield, Managing Director, Insurance Advisernet

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