Tips from Steven Fine of Growth Focus on how to get the best results when you work with a recruitment agency:
BALANCE AT WORK BLOG
BALANCE AT WORK BLOG
The development of a job advertisement is a crucial part of the recruitment and selection process to enhance the employer’s capability to attract the right pool of applicants for their role.
This extends to where you advertise and under which category you post the advertisement. This article will step you through writing your advertisement and will provide you with some sample wording in key areas.
The first decision you need to make is where you advertise. Factors will include the:
- Seniority of the role
- Type of role – example IT role or HR role
- Location of the business
- Employment category – full time or part time (there are now web sites for part time jobs, job share).
- Advertising budget
- Time frame to fill the role
- Main components of the role – this will determine the category and sub categories.
Requirements of an effective advertisement:
The advertisement should:
- Attract attention from a sufficient number of potential candidates
- Provide an honest picture of your company
- Display the image of your company
- Create an impression of credibility
- Contain accurate information
- Provide information for follow up by the perspective candidates – example contact details, your web site.
- Closing date – this is a personal choice however I always prefer to have a closing date.
- Salary range – again this is a company decision. Some companies have a policy that they will not advertise the actual range. Others simply select the range in the tools for searches by candidates who can select jobs within their range.
Content and Layout of your advertisement:
Write your advertisement in the following flow of information:
Headings – job title and a few key bullet points to attract candidates’ attention; such as:
- Fabulous Leichhardt location, close to coffee shops, delis etc.
- Varied role managing a small team
- Flexible Work Arrangements possible
The Company – a brief description of your business
Limit to one paragraph, enough for the prospective applicant to know what your main purpose is.
The Job – describe what the job entails – this is critical. You do not want the whole job but avoid vague descriptions, be specific. Use wording such as:
- Manage a team of two – an accounts clerk and receptionist
- Process a weekly payroll of 20
Person Specification – What knowledge, experience, skills and personal attributes must candidates possess – be specific and avoid vague descriptions. Be careful not to stipulate criteria that you do not need for the role which may be a concern in discrimination issues.
Don’t use – Good computer skills (you wouldn’t want bad!)
Use phrases such as – Must be able to demonstrate advanced skills in Excel
Package information – insert information about package, benefits etc.
Closing information – closing date for your advertisement, contact details.
Equal Employment Opportunity:
Due care is required to avoid discrimination against potential candidates. For example avoid wording such as:
- 3 years experience – use “candidates must be able to demonstrate …” or “candidates must have a demonstrated track record in …”
- Office Junior – can become Office Assistant
- Foreman – can convert to Supervisor
For more information on equal employment opportunity in advertising or elaboration on any other aspect of this article please do not hesitate to contact Victoria Sciacca on 0408 602 240 or firstname.lastname@example.org or visit hrcsolutions.com.au
BALANCE AT WORK BLOG
One of the constants in running a business is the challenge of attracting and retaining high quality staff.
We have seen businesses opting to improve productivity among existing staff and control their recruitment budgets since the GFC hit Australia. At the same time, unemployment is staying low and the number of jobs advertised is slowly rising.
A recent report by Hudson found that around 44% of employers still find it hard to source candidates with appropriate skills. The war for talent continues!
Add to this the estimated cost of losing an employee at 70-150% of their salary and you can see why it’s vital to get the right person the first time.
What can you do to win in a talent war?
1. Upskill existing staff.
Or hire for attitude and train for skill.
2. Only use advertising that attracts the best people.
Include role and salary details, company name and location, benefits (including training). Tell what it’s like to work for your company and why they should want to work for you.
3. Follow a transparent and structured process.
Candidates will recognise your level of honesty, fairness, consistency and flexibility in the recruitment process. Delivering in these areas will help you stand out from your competitors for limited talent.
4. Use a variety of sources of information.
Combine different ways of assessing candidates to ensure you get all the information you need to make your decision. Take the time to introduce them to the team or involve a peer in the interview process to confirm cultural fit.
5. Get help.
Unless this is something you do every day consider getting help form a recruitment consultant who knows your industry. A good consultant can quickly identify ways to inprove your skills shortage strategy.
BALANCE AT WORK BLOG
A comment by a client yesterday started me thinking about our willingness to settle for less than ideal when we could be seeking the best.
With a little extra effort when recruiting staff, your business results can be ‘really something’ rather than ‘better than nothing’.
First, some research on recruitment in small to medium enterprises…
The SME Boardroom White Paper released last week showed that the primary method for recruitment, used by 71.9% of SMEs, is to advertise the position themselves. Other sources of new recruits are business and personal referrals (57.8%) and staff referrals (40.6%). What’s your method of choice?
Also contained in the White Paper is information about what SMEs look for when recruiting. The main thing is attitude (78% of respondents). Cultural fit (39.1%) and technical skills (34.4%) are also important. The survey didn’t ask how SMEs assess these requirements.
If you advertise directly and recruit for attitude, you will need a process that is efficient and effective. Here’s a short summary of the steps you’ll need to take before you can make an offer to the new recruit you’re looking for:
- Define the role – job description, including talks and responsibilities
- Define the technical requirements – skills, qualifications, experience
- Define the ideal personal attributes – attitudes, values, work preferences, cultural fit
- Advertise appropriately to attract good candidates
- Receive applications, read all cover letters and resumes
- Screen applications to determine technical requirements are met
- Create a shortlist
- Conduct behavioural interviews – consistent, relevant questions
- Assess job fit and cultural fit
- Reference checks, other pre-employment checks
All the same steps should apply, except for advertising, when your candidates come from referrals.
Are you going through all the steps?
If you would like a copy of our detailed Recruitment Plan, just let us know. We are here to help you find and keep your dream team.
And remember, as Jim Collins said in Good to Great (2001), “When in doubt, don’t hire – keep looking”.
BALANCE AT WORK BLOG
BALANCE AT WORK BLOG
When interviewing job candidates, we all have favourite questions we always like to ask. The effectiveness of some of these questions is questionable, to say the least.
As candidates, I’m sure we’ve all heard some screamers. I thought asking a person what car they drive was pretty poor, until someone told me they’d been asked “If you were a car, what sort of car would you be?”. This question would give a good indication of the person’s imaginative powers, but little or no information about their ability to do the job.
Another favourite is “Where do you want to be in five years’ time?”. If you have heard that one before (who hasn’t?) you can imagine how common it is and how easy for a candidate to prepare an impressive answer for when you ask them!
The ability to do the job, along with attitude, are the key things you’re looking for in your intervew questions. Any question that does not give you more information on ability or attitude is a distraction from the main game and may even land you in hot water.
Here are some examples of interview questions which may be asked with the best of intentions but may be inappropriate:
1. Where did you grow up?
2. How old are your children?
3. When did you finish high school?
4. What does your wife/husband do for a living?
5. How long do you plan to work before you retire?
If you have asked any of these, or similar, questions in the past, my advice is to consider a new approach to how you interview. We will be talking about the traps to avoid in our next webinar on 25 August. Register here to learn more: https://www1.gotomeeting.com/register/917745616
BALANCE AT WORK BLOG
Preparing for the ‘Recruitment and Selection Essentials’ workshop later this week started me thinking about the shortcuts we sometimes take when recruiting new staff.
Often this is because we’re in such a desperate hurry to get somebody (anybody?) onboard that we are willing to take a risk or two.
Here are some suggestions for minimising the risks:
Do have a systematic way to compare candidates in terms of the essential and desirable criteria for the role. This will save you having to plough through each resume to find vital information in the early stages and make it easier to pick your top candidate(s).
Don’t brief a recruitment agency or write an advertisement until you know exactly what you’re looking for. Clarity on this one point will save you time and money – every time.
Do conduct phone interviews in the first instance. This is becoming more common and can save both you and your candidates a lot of time. By having a few ‘make or break’ questions, you may find you have reduced the number of people to be interviewed face-to-face.
Don’t employ anyone without first checking their credentials. You may be aware of a case before the NSW Supreme Court. The investment manager for Astarra Funds Management, Shawn Richards, claimed to have both a degree and experience when he had neither. If you don’t check, will your reputation survive a fraudulent employee?
Do always check the references given to you by candidates, even if it takes some time and trouble.
Don’t feel you have to stick to checking just the referees you have been given. Recent supervisors and peers may be able to provide you with more information.
Do spread your net to other people in the industry who might know the candidate and ask them for their feedback. Your industry contacts can also save you time in identifying likely candidates.
Do find out as much as you can about the potential employee through pre-employment assessments and checks.
Taking shortcuts can result in getting lost!
Implementing these simple guidelines will save you time (and money) in the long run. More importantly, they will reduce the substantial risks to your business and reputation of employing an unsuitable, unqualified or unreliable staff member.
BALANCE AT WORK BLOG
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.
BALANCE AT WORK BLOG
This article was prompted by questions from readers…
Many people within financial services are familiar with the Kolbe system of measuring ‘Action Modes’. An individual’s Kolbe profile is a good tool for coaching and team development and I’ve used it in these ways, before I started using Harrison Assessments (HA).
There are similarities between the two approaches (online, accessible to any sized organisation, multiple uses) and I won’t explore the theory behind them in this article. There are three differences that prompted my decision:
1. Level of detail
If I tell you my Kolbe is 8652 (Strategic Planner), experienced Kolbe users will know quite a lot about me. It will be a generalisation, of course, as each number is a score out of 10 for each of the four different modes (Fact Find, Follow Through, Quick Start and Implementor).
I admit I can’t give you a quick summary, in numbers or words, of my HA profile, although you’ll find some of the details on our website. This is because HA measures 156 different traits on a 1-10 scale, resulting in reports that are unique to the individual, rather than classifying them as an ‘Innovator’ or ‘Mediator’ for example. The 156 traits are made up of personality, task preferences, interests, work environment preferences and motivations.
The reports themselves provide detailed interpretation for the end user. For example, for a job candidate who has a low score on ‘Analyses Pitfalls’: “Joe usually does not enjoy analysing the potential difficulties of plans or strategies and may sometimes neglect to do so. Therefore, it would be best if he were to receive other input before making important strategic decisions. Joe’s lack of enjoyment of analysing potential problems will probably have a somewhat negative impact on job satisfaction and/or performance.” How good would it be to know this information before you appoint a new manager?
This is focussed, practical information you can use right away, either in a second interview or to coach the new employee.
2. Data utilisation
One set of data from one 20-30 minute online questionnaire is used to produce all the reports below, listed by application:
- Candidate Screening – Job Success Analysis, Group Screening Report
- Candidate Interviewing and Selection – Interview Guide, How to Attract this Candidate, Paradox Graph and Narrative, Traits and Definitions Report, Summary and Keywords Report
- Retention and Development – How to Manage, Develop and Retain, Development for Position, Development by Trait, Paradox Graph and Narrative
- Team Development – Team Paradox Graph, Trait Export
- Career Guidance and Development – Career Options, Career Development, Career Comparison
To see samples of these reports, please visit our website.
Because HA is based on work performance research, there is the facility to compare employees and/or candidates to job templates for a specific role. There are over 200 generic templates in the system and each one can be customised to the requirements of the job and the employer. We’ve even adjusted templates to check for a good match with the manager.
For our clients in financial services, we have developed a set of templates which we then modify to their specific business requirements. For example, it they’re hiring a paraplannner and want them to have significant client contact, we would ensure traits such as ‘Outgoing’ and ‘Diplomatic’ are included in the template.
This flexibility can also be applied to staff and team development. If, for example, a broker is just not brining in the new business they were hire to achieve, we could assess their scores on a range of relevant traits, including traits such as ‘Persistent’ and ‘Optimistic’ and coach them to better performance by building on their areas of strength. Of course – ideally – you would have known these scores before you hired them!
The detailed reports, as you can imagine, are invaluable for both team and individual coaching. For teams, we are also able to plot all team members on the same chart, to give an easy to read overview of the team’s strengths and challenges.
The reason I chose to train and gain certification with Harrison Assessments: So I can provide my clients with the best available information for people management decisions and coaching.
*Kathy Kolbe and Dan Harrison
BALANCE AT WORK BLOG
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.
BALANCE AT WORK BLOG
A client in Western Australia recently called regarding a profile we had just provided for a candidate. When shown the report, the candidate had questioned its validity because some of the traits listed appeared to be contradictory.
We notice contradictions because we are conditioned to thinking in terms of opposites: good and evil, right and wrong, black and white. The reaction to Tiger Woods in recent months is an example of this at work. Our conditioning leads us to want an explanation of how, for instance, someone so brilliant and talented (at golf) could be so stupid.
The elusive ‘and’
A more realistic approach is to view individual characteristics in terms of complementarity rather than contrast.
Let’s explore what the paradox means in the real world
When you look at the people you already know well, are they always one thing or the other? Or are they more complex, able to show a range of behaviours in different situations?
What about yourself? Have you ever been told that you are, for example, an introvert when you know you can also be an extrovert? Was there any value to you in being labelled this way?
You are an infinitely complex being. We all are! Imagine how boring and predictable life would be otherwise.
The power of paradox
So what was going on with our candidate mentioned above? Why did his profile show he possessed some traits that we expect to be opposites of each other?
One of the unique strengths of Harrison Assessments is that, unlike other tools, it takes the apparent paradoxes in our makeup and uses them to predict behaviour.
Most behavioural assessments fail to provide this insight because they rely on a traditional bipolar approach of measurement, which assumes an either/or relationship between traits by placing two related positive qualities on either end of a scale.
Communication, for example, typically looks at Diplomatic and Frank as traits. By placing Diplomatic and Frank on either end of the same scale, the bipolar approach assumes that the more Diplomatic you are, the less Frank you are and vice versa.
This assumption is false.
Paradox: You can be both Frank and Diplomatic or neither
When you want insights into employee behaviour, will measuring communication in one dimension give you all the information you need?
What is important is not whether a person is Frank or Diplomatic, but the extent of their frankness and diplomacy to understand how these traits compliment each other.
To learn more about Paradox technology, click here or give us a call.
BALANCE AT WORK BLOG
Grants to make your business family friendly
The “Fresh Ideas for Work and Family” Grants Program helps small businesses set up family friendly work practices.
If you have a small business with between 1 and 14 employees then funding of up to $15,000 is available to help you with your work/life balance initiatives. These initiatives may include home-based work programs, flexible work practices such as job sharing and part-time work, flexible workplace policies and guidelines, family rooms and more. The focus of the program is to help employees better balance their work and family obligations by making the workplace more flexible.
The funding round opens on 25 February and closes on 31 March 2010. Eligible small businesses must have a least one employee and can include companies, partnerships, not-for-profit, non-government, sole traders and a consortium of up to three small businesses.
With the workplace flexibility requirements under the new National Employment Standards and the grant being provided by DEEWR to set up flexible work practices, it is important that small businesses take advantage of this opportunity now! Flexible work arrangements also benefit both employees and the business bottom-line.
For more information and help with applying for the grant contact Kerry Fallon Horgan at Flexibility At Work on (02) 9402 4741 or email email@example.com Further details are also available at www.flexibility.com.au