The Hiring View

A Confidential Search And A Simple Mistake

noreply@blogger.com (Clifford S. Yurman, President) — Tue, 01 Jul 2008 22:12:00 +0000

Back when I had just started in recruiting, our firm was asked to take on a search for a vice president position at a major retailer. The client made it clear this was a "confidential search" - that is, the candidates we identified should not be told the name of the hiring company as they were attempting to replace the current vice president who was still there, and they did not want that person to know he was going to be terminated.

Our client wanted a very particular type of person. So after an extensive search, we were elated to have identified a strong candidate. Like many candidates you run across in these types of situations, this candidate was very, very interested in knowing the identity of the hiring company. She was also very, very clever - and like a suduko master, in three strategically couched questions to me, she had it all figured out.

The next day, I submitted the candidate's resume accompanied by a strong written recommendation. I put the fact that the candidate now knew the company's identity out of my mind - and forgot all about it.

In a day or two, I received an email back from my client thanking me for doing such a great job. They wanted to see her. Great news! She also asked me if I had revealed the name of the company to the candidate - when I read those words, I quickly broke out into a cold sweat.

NOW what was I to do? If I were to admit I was careless, I risked losing the client. If I lied, I might have been found out later by the candidate.

I decided to do the right thing and come clean. I replied with an email taking full responsibility for revealing the company to the candidate, though it was totally unintentional. There was a conspicuous silence for an additional day as I awaited for some kind of punishing email telling me what a bad boy I was.

Fortunately, the client appreciated my honesty, and even though she was a bit peeved, she and the hiring manager saw fit to forgive me.

Nevertheless, I learned a great lesson from this episode and to this day, when a candidate tries to tug the name of the company out of me during a confidential search, I just tug in the opposite direction.

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

Humor: Violating the No-Call Zone

noreply@blogger.com (Clifford S. Yurman, President) — Tue, 17 Jun 2008 23:39:00 +0000

A funny recruiting story from one of our readers.

At one of the first companies I worked for as a recruiter, I met with a candidate that actually answered his cell phone during our interview.  He proceeded to have a conversation right in front of me - I am not talking about a "quickly letting the caller know he was on an interview and had to hang up" kind of conversation - I am talking about a really long conversation!

Michelle
Recruiter, Professional Services Firm
New Jersey

We're talking serious entitlement issues here.  Thanks for writing in, Michelle.

Article by Clifford S. Yurman, President of Marketing Pro Resources, Inc.

Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.
Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

If It Walks Like a Duck...

noreply@blogger.com (Clifford S. Yurman, President) — Mon, 09 Jun 2008 20:36:00 +0000

It goes without saying, in our work as management recruiters, we are constantly interviewing candidates for our clients. Given the demanding needs of hiring managers these days, it is often difficult, if not impossible, to find the right person for the job.

So after a long, protracted search, there is always the temptation to recommend a candidate who fits the general description, but still has some significant shortcomings in terms of character and motivation.

It is frequently the case that despite the "reasonableness" of recommending a particular candidate, we decide to pass -- we simply know that the shortcomings of that person will come back to haunt us in the future -- probably just when it is time to collect our commission check!

Our advice to hiring managers is, as the title of this article suggests, "If it walks like a duck, and it talks like a duck, it is most probably a duck." No matter how tempting it might be to hire a person because he or she has the right skills that you so desperately need, other, more negative candidate attributes should be seriously considered and be included as part of the equation. Here are some examples.

If job candidates are late for an interview, chances are, they will be late for work, too.
If job candidates show questionable interest in the job you are discussing with them, they will probably leave the position when they find something that really does interest them.
If job candidates have entitlement issues, and ask you about inappropriate things like, how comfortable is the office furniture or, how early can they leave every day, chances are they are going to be a financial and emotional burden to you on their very first day of work.
If candidates are explaining to you that what they really want to do is be a painter, chances are they will leave as soon as they can figure out how to make the transition.
If candidates fail to write you a "thank you" note after an interview, chances are they will show the same level of professionalism, or lack thereof, after they are hired.
If candidates are rude -- if they over-talk you, or show no courtesy, then what you see is what you get.

As recruiters, our job, in coordination with your Human Resources department, is to reveal any attributes that should not be overlooked. Likewise, the hiring manager must take all factors into account when making the final decision on a candidate. Remember, "if it walks like a duck..."

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

Temp-To-Perm: Perfect Solution for Uncertain Economy

noreply@blogger.com (Clifford S. Yurman, President) — Tue, 27 May 2008 22:56:00 +0000

Now that the economy is in an uncertain state, it goes without saying, many companies are looking to cut or hold back on hiring.

Yet, at the departmental level, the work keeps on coming. So despite a wavering economy, your workload is still piled high!

In certain situations, Temp-To-Perm hires offer maximum flexibility. As the demand for labor decreases in the marketplace, many talented job candidates are willing to accept trial employment as a contract freelancer before converting to permanent employment.

This creates an opportunity for you to sample the quality of their work before committing to a permanent job offer. When the hiring freeze ends, your freelancer can then turn permanent - now isn't that convenient...

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

Can Maternity Leaves Hamper Productivity?

noreply@blogger.com (Clifford S. Yurman, President) — Tue, 27 May 2008 21:24:00 +0000

When a valuable team member announces she is going on maternity leave, the logical question becomes, "How are we going to survive without her?"

Do not panic! With a little planning, your department can fill the void.

Give yourselves enough time to recruit a suitable temporary consultant - and build in sufficient overlap for the consultant to train with the employee going on leave.

This will ensure a smooth transition with minimal downtime and greater productivity.

Timing is everything - start planning today!

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

Ten Steps for Choosing a Staffing or Recruiting Firm

noreply@blogger.com (Clifford S. Yurman, President) — Mon, 19 May 2008 15:21:00 +0000

Identifying a quality staffing firm can be confusing. There are thousands of firms from which to choose. There are small, specialized firms with one or two offices - and nationwide firms with offices in every state. Some specialize in certain skill sets, and others recruit in a variety of disciplines.

When you hire a recruiting firm, you are effectively relying on an "outsider" to recommend your company’s most important asset - its employees. So, investing time in the selection process is well worth it to develop a long-lasting staffing partnership that will save your company time and money.

1. Determine Your Staffing Needs
Before you can choose the best staffing firms for your searches, you need to outline your own needs. Are the positions temporary, temp-to-perm, or permanent? Do you need a firm that can work on simultaneous searches in many corporate offices around the country or one local position? Will you need an industry specialist or a generalist to work on your searches?

2. Shop and Compare Staffing Agencies
Whether you are hiring permanent or temporary employees, you should speak with several firms up front. Obtain fee estimates so that you can compare. Some firms will charge a retainer to work on your search (retained search firms), while others search free of charge and only bill you if you hire one of their candidates (contingency).

3. Recruitment Letter of Agreement
Ask for the firm’s Letter of Agreement if your company does not provide one to outside staffing vendors. Study the Agreement and make sure your company is comfortable with all the fees for services rendered. Read the small print. Ask questions.

4. Ask for References from Other Staffing Clients
A reputable staffing firm will gladly provide 2 to 3 references from current or past clients. You can call upon those references to see how the firm handled their searches.

5. Staffing and Recruiting Guarantees
Find out about the Firm’s guarantee policy. Make sure they offer a full refund for 90 days in case an employee quits or is terminated.

6. Chemistry with Your Recruiter
Since you will be relying on the dedication, knowledge, and diligence of your recruiter, make sure that you feel confident in their abilities. An easy working relationship with that recruiter will make the process more successful. Make sure that the individual is professional and knowledgeable and that he/she will represent your company’s open positions in the best light.

7. Experience Saves Time
Make sure that the firm and its recruiters have experience in the type of skill set you need. Ask about the professional background of your assigned recruiter. They should understand the nuances of a specific job and not just perform searches based upon key words. The more detailed you can be about a specific job, the better the odds of filling that job.

8. Recruiting Methods
Ask about recruiting methods. Determine if the firm uses additional methods to those used by your internal HR Department. You want to work with a firm that reaches out to candidates via many different types of methods.

9. Corporate Culture
No matter how talented a candidate is, they will never pass muster with a hiring manager if they do not fit into the culture of the company. If your recruiter cannot do an on-site visit, you should describe your corporate culture in detail. Try to share as much information as possible so that the recruiter can model some of their interview questions on cultural considerations.

10. Professional Associations
Make sure the firm is a member of important professional organizations. Do they network within Associations in a specific industry or skill?

By investing the time and effort to select the firms that best suit your needs now, you will fill your open positions more efficiently and effectively, and save time in the future.

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.

Hiring Managers: How to Prep for Candidate Interviews and Recruit Better Candidates

noreply@blogger.com (Clifford S. Yurman, President) — Mon, 14 Apr 2008 22:31:00 +0000

Face it - for the average middle manager, the recruiting process is a total inconvenience - it takes you away from your work, it is often politically charged, and it can lead to an impasse, thus preventing you and your department from running on all cylinders. But take heart - the more organized and thoughtful you are in preparing for the job interview, the faster you will be able to identify and hire a great person.

In my work as the head of a recruiting and staffing firm, I continually receive reports from job candidates that point to a failure on the part of hiring managers to properly prepare for the job interview. The result is that often the best candidates for a particular position can be so turned off by how they were treated, they simply walk away from the opportunity.

An Endless Supply?
In our business world, employers are more selective than ever before. In order to be considered, job candidates must prove that they possess very specific skills, very particular personal qualities and an ability to adapt to a unique corporate environment.

Not only that, employers seem hell-bent on waiting it out for exactly the right person rather than risk taking a chance on someone whom they believe is not exactly right. In fact, it is quite common these days for the recruiting process to last three months or more - even if it involves a freelance or contract temp position!

While employers have become so much more selective, it is also true that there simply is not an endless reservoir of skilled individuals from which to choose. That is why every qualified job candidate must be treated with the utmost care during the recruiting process. And adequate preparation is the key.

Make A Shopping List
Typically, when you begin to shop for a new car, digital camera or other gizmo with a lot of technical features, you first have to do some thinking, some planning and some research. For example, you would need to decide on the product features that are important to you, what your budget is, your preferences vis-a-vis form versus function and all the rest. Likewise, the same holds true when you are looking to recruit the right job candidate.

Before you can even begin to think about interviewing anyone, you must prepare a coherent job description (checklist) that defines the type of person you are seeking. As a management recruiter, I have found that, very often, hiring managers do not necessarily prepare such a description - this is especially true in the case of contract or freelance openings - something we see all the time in our staffing business.

At the very least, I would highly recommend that you put pen to paper - or fingers to keyboard, whichever you prefer - and prepare an outline of job responsibilities and a list of the skills and personal qualities the person will need in order to do the job well. This can then be used as a measuring stick during job interviews.

As a recruiter, I have often found that job descriptions are either inaccurate or they change radically as the recruiting process plods on. In fact, one of our larger corporate clients (which shall remain nameless) has been known to alter job descriptions as often as every two or three days! This can be particularly frustrating to those in my profession, as well to the company Human Resources department which must invest hours of time identifying candidates that conform to a specific job profile only to find that the profile is no longer valid.

To prevent wasting time for everyone, including your own, try to get your facts straight from the beginning - thoroughly review job descriptions with others in your department - including the department head. Once you have reached agreement, then and only then should you release a job description for distribution.

Know Thy Company
An important part of interview preparation is making sure you will be able to answer common questions posed by job candidates.

Our job candidates tell us that managers typically know a lot about their own department or division, but often know next to nothing about the organization as a whole.

Make sure that you know key statistics like total annual sales for the entire company - important product lines - current stock price - key individuals - mission statement, etc. In effect, it is strongly advised that you study these facts to avoid the embarrassment of knowing less about your own organization than the candidate does!

Do Not Chase Away Candidates With Bad Manners
As you begin your search for qualified candidates, you will no doubt discover how limited the supply of appropriate people really is. So it is crucial that you do not unwittingly scare away the rare birds you have managed to attract. Since you can not really tell who will turn out to be THE ONE, every job candidate should be treated to a pleasant and professional interview experience.
How many times in your own career have you interviewed for a position, only to find that your interviewer did not schedule enough time to really get to know you, was constantly being distracted by phone calls during the interview, or was otherwise not connecting with you? How did that make you feel?

Whenever you schedule an interview, it is in your best interest to make sure you reserve a reasonable amount of time in a quiet place where you and your job candidate will not be disturbed. If you create barriers that detract from the interview experience - like phone interruptions and people at the door and an artificial shortage of time - candidates may be inclined to turn you down for the job, rather than the other way round.

Remember that the standards you set will be contagious. If you are working through an assistant or coordinator to schedule interviews for you, make sure that he or she knows that the time and comfort level of the candidate is as important as your own. If you are working through your Human Resources department, make sure you communicate clearly and in a timely manner.

Do Not Make Them Wait
As a vendor of staffing services, I have often been obliged to go on a sales call or two. On plenty of occasions, I have waited far too long for someone to pick me up at reception. But job candidates are not vendors - they are potential work mates, and proper respect for their time should be shown.

There is no bigger turnoff, and no better way to chase away a good job candidate, than being late for the interview. Candidates should not be forced to wait inordinate amounts of time for you to show up. This puts you and your organization in the worst possible light.

There are precautions you can take to ensure that such delays are eliminated, and I advise you to exercise all of them:

First, schedule interviews on days and times when you are fairly certain things will not be too busy. For example, if this is a first interview, and you are the only person who will see the candidate, it might be best to choose a date when your boss is out of town.

Second, if possible, ask one of your colleagues to be available to take your place in the event you are suddenly called away and cannot conduct the interview. Not many people plan to this level of detail, but finding an available replacement ahead of time can save an awful lot of embarrassment.

Third, if you schedule a candidate to come in, and you subsequently come to find out there is a good chance you will be delayed, I would opt to postpone the interview for another day rather than run the risk that the candidate will have to sit there and wait for you in vain.

Finally, I have seen situations where a candidate has been scheduled to see five or six people back to back without a break. (Is this an interview or an endurance test?) I have also seen some senior level candidates invited into town for a full day of interviews and left to wander the streets alone during a protracted lunch break. Tell me now - would you accept a position with a company that takes up an entire day of your time, and does not arrange for someone to have lunch with you? As Mick Jagger once said, have some courtesy and some taste.

Remember, there is simply not an endless supply of great talent out there to fit your job description - so treat every candidate with respect, and you will shorten the dreaded recruiting process by days and weeks.

Know Your Candidate
Time is a scarce commodity for most people, but really, there is no excuse for failing to review a resume before the job interview. Candidates generally perceive this as being - well - downright rude. And who can blame them? How did you feel when you went on job interviews and the interviewer was awkwardly sneaking peeks at your resume while trying to conduct a coherent conversation with you?

Make sure you study the resume carefully before the candidate walks through the door. Circle strong points and inconsistencies, make comments in the margins and prepare specific questions based on the resume - in effect, pay as much attention to the resume prior to the interview as you would pay to the actual person during the interview.

Prepare Now, Waste Less Time Later
In summary, preparation is the key to a better and shorter candidate search.

Prepare an accurate job description that can be used to assess candidates
Know key facts about your organization from the top on down - its structure, financial performance, personalities and policies - so that you can help candidates better understand your company
Prepare to offer a positive interview experience for candidates - do not conduct interviews in a place where interruptions are guaranteed
Be on time for interviews
Arrange for someone to substitute for you in the event you suddenly cannot make the interview
Become as familiar as you can with the resume of a candidate prior to the interview

Do these things and everyone will be happier - including you!

Article by Clifford S. Yurman, President, Marketing Pro Resources, Inc.
Copyright ©2008 Clifford S. Yurman. All rights reserved. No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, recording, scanning or otherwise, except as permitted under Sections 107 and 108 of the 1976 United States Copyright Act, without the prior written consent of Clifford S. Yurman. Once permission is received, article must appear in its entirety, unedited, including this paragraph and all preceding paragraphs. The copyright owner may be reached at: info@marketingproresources.com.