Feb 24, 2015 | IT
How to Create Employee Loyalty
Employees are becoming the competitive advantage for business in the modern world. Bad employees can cause a business to fail; mediocre employees can cause a business to break even. Good employees can make even a business soar.
The key of course is to hire right. At least half of the personnel problems I face with my clients today are caused by poor hiring policies. But just as important as hiring good employees is keeping good employees. Good employees often feel (and with good reasons) that their employers take them for granted. It takes focus, work and commitment to keep good employees. The idea is that the satisfied employee is less likely to search for greener pastures. The following are keys to keeping the best employees in your business:
Pay. Don’t believe the ‘experts’ when they tell you pay is not important. Pay might not be always the most important thing but it always ranks right at the top. Pay is only a non-issue when an employee is not dependent on the paycheck or has another source of income. A general rule is that you must offer a competitive salary/wage for that position. You can offer minimum wage to a journeyman level worker but you will not get journey level skill. If you are offering below market rate you will only attract the worst of the prospective employee pool.
Benefits are similar to pay. If other like businesses are paying certain benefits you will have to also. Health and dental insurance are benefits that better employees are demanding. But you can also offer additional benefits that will attract better employees. Life insurance, 401K plans, sick and holiday days will “sweeten the pot.” Some of these benefits may cost less than you think. The more astute businesses are also offering a ‘cafeteria style’ benefits plan — the employee can pick and choose which benefits are best for them.
Training. Good employees know they must be continually learning and improving their skills. They will search for a ‘home’ that not only encourages but provides regular training. Most businesses concentrate only on direct job-related training. Don’t forget non-business training such as English, foreign languages, computers, etc. Employees also have interests that are not job related. Improving some of these interests may also help improve job performance. Don’t forget to look carefully at cross training so they can learn to do other functions in the business which helps all concerned.
A Learning Environment provides a chance to learn on the job. This not only improves skills, knowledge and performance but keeps the employee’s interest level high. The employee is more eager to go to work if they feel they will learn something new and improve themselves. Hit an interest and loyalty will follow.
A Career Plan will help the employee set their long term goals. If the business can assist the employee in reaching those goals the employee will become more loyal. Most businesses do not help their employees in this way.
Evaluations and Reviews should be held on a regular basis and certainly no longer than three months apart. Problems and concerns can be addressed and progress toward goals monitored. The idea in these reviews is not to build a case to force the employee to improve or to build a case so they can legally be fired. The idea is to focus on the individual as a person and how they fit in the business. Reviews should be used as a way to keep good employees and not weed out bad ones.
Regular Business Meetings are an excellent way to get employee input, make improvements and address concerns before they become problems. Good employees feel they must have input in the workplace. Meetings should be held at least once a month but I advise my clients to have them weekly.
Recognise Good Work with financial and non-financial recognition. Employees often feel management only addresses them when there are problems. Good employees expect to be told when they do good work.
Good Working Conditions are a must. Good employees expect their employer to be making constant improvements so the workplace is not only safe but pleasant.
Have Fun. Good, loyal employees do not want boring, drudgery-filled work. There are many ways employers can make work fun and many of these techniques cost little or nothing. This is not the same kind of fun one has on holiday. But it does add excitement and keeps attitude high and motivation up. Many recent studies are pointing to a labor shortage and a battle for the best employees. One study recently found that only one out of four applicants is actually qualified to do the job. To attract top prospects the business must offer an attractive package. Top prospects must be marketed to in a similar way a sales prospect is marketed to.Those businesses that are lazy and too cheap will have to be satisfied with minimal employees. The long term prospects for these businesses will be poor. The successful business of the future will not only attract the best but will create a loyalty to keep the best. The indicators are suggesting these will be the only businesses that truly succeed.
Feb 24, 2015 | IT
1. Prepare in Advance
Know what you want in a candidate before you begin the interview.
Review the job specifications and requirements that have been prepared.
Know the job and its responsibilities.
Review the job description.
Prepare a list of standard questions.
Focus on the candidate’s skills, abilities and past work performance that you want him/her to answer.
Prepare a list of prioritised and measurable criteria.
Either in the form of a worksheet or other method, for analysing and comparing the candidates.
Review the candidate’s CV prior to the interview.
Set specific appointment times and reasonable time limits.
Be prepared to justify the use of any required employment test.
Typically, the most legally defensible tests are those that involve a “piece of the job.”
2. Collect Pertinent Information During the Interview
Since past behaviour predicts future behaviour, look for the candidate’s behaviour “patterns” as you collect information.
For example, has the candidate enjoyed “big picture” work or detailed analysis more? Is he/she more of a generalist or more of a specialist? Often, by listening to how the candidate responds to your questions about previous jobs, you will be able to ascertain a very good idea of what their behaviour will be like in the future.
Try not to offer too much detailed information up front, so that the candidate will be able to formulate answers that exactly fit your company’s needs.
Don’t put the right words in his/her mouth! Remember, the candidate (hopefully) wants the job and will be looking to say the right thing to impress you.
Ask questions that focus on the candidate’s past performances.
For example, if the job, such as a Support Analyst, demands an individual who is well-organised and has a logical approach to troubleshooting, you may want to ask, “How do you prioritise tasks in your current position?”
Ask specific, structured questions in regards to specific problems that the job holder may face.
Focus on past behaviour and the results of the candidate’s actions in a particular situation. For example: “As the Help Desk person, you may encounter a few unhappy users who will yell and scream at you over the telephone or in person. Have you had any experience dealing with difficult users? Who was the most difficult user you had to deal with? What was the situation? How did you resolve the problem?”
Notice how well the candidate listens and responds to the questions asked.
Note the candidate’s choice of words and non-verbal behaviour.
Are they answering your questions clearly?
Listen to the questions the candidate asks.
Clarify the reasons why the questions are being asked. Notice which questions he/she asks first as they may be his/her primary concerns.
Take detailed hand-written notes concerning job related topics that will help you distinguish the candidates from one another.
(Especially if you will be conducting several interviews). Help yourself remember each candidate and each interview clearly.
Record information pertaining to the set criteria that will help in the evaluation of candidates.
Organise and analyse the information immediately after the interview when memory is fresh.
Don’t try to remember everything- it’s impossible. One idea is to “rate” each candidate on each of the criteria immediately following the interview.
3. During the Interview
Set a businesslike atmosphere.
Structure the interview and inform the candidate of this structure.
Let the candidate know you will be focusing on past results and that you will be taking a lot of notes.
Provide information on the company and the job to each candidate.
4. Treat All Candidates Fairly
Use your list of standard questions during each interview.
Enable you to treat the applicants the same and so that you can compare fairly.
Refer to the criteria for analysing candidates.
Ask questions in regards to the job criteria.
Keep all questions job-related.
Do not ask discriminating questions.
Show a genuine interest in every candidate you interview.
If possible, have at least one other person to meet and/or interview candidates who are “finalists”.
They should also “rate” the candidates on each of the criteria; ultimately, all interviewers should compare their “ratings” and discuss any discrepancies.
5. Be Courteous and Respectful
Conduct the interview in a private place away from distractions.
Begin the interview on time.
Conduct the interview without interruptions.
Allow sufficient time for the interview.
Appreciate the candidate’s accomplishments.
Do not patronise the candidate.
Do not argue with the candidate.
Thank the candidate for his/her time and interest.
6. Facilitate Open Communication
Immediately attempt to establish a rapport with the candidate.
Break the ice; for example, ask about their experiences in a particular industry or geographical location (refer to his/her CV).
Promote a relaxed environment with free-flowing conversation.
Do not dominate the discussion by talking too much.
Many experts use a 80/20 rule – you talk 20% of the time and the candidate talks 80% of the time.
Politely probe the candidate for information.
Ask open-ended questions that will provide insight into the candidate’s values and traits.
Ask structured questions that will require some thought on the part of the candidate.
Listen carefully to the candidate’s answers.
If they do not provide you with specific results, probe until they do.
Explain the selection process to the candidate.
Offer realistic time frames and stick to your word!
Feb 3, 2015 | IT
Recruit Someone Worth Recruiting – Part Two – Turn Browsers into Buyers
Last week we published the first of two short articles on the topic of motivating change within the recruitment process in order to attract the best IT talent.
We looked at the way in which economic uncertainty, candidate inertia and a buoyant demand for key skills mean that many candidates are happy to stay in their current roles. Don’t worry if you missed it, you can catch up by reading the article here.
The internet has made it incredibly easy for candidates to look for new roles, something those who are serious about their careers must do on an ongoing basis. The freedom of information enabled by the internet also means that it has never been easier to keep up to date with the current job market in terms of salaries, new vacancies and the demand for certain skills. The abundance of information makes the market incredibly transparent.
Many candidates use this information as a barometer for their careers; to confirm their salary is in the right range or to identify which skills they should be developing but every now and then the same candidates will browse job boards and, whilst they may not be actively considering changing roles, they may be persuaded to apply if the new role is attractive enough. The question is; how much better than their existing job does the new role need to be in order to turn those browsers into potential buyers?
The first assumption for most recruiters is that simply offering a salary slightly larger than the one a candidate is currently receiving will be enough to secure their services. However, that is not the case.
Some academic types say that in order to motivate change something has to be 20% better than the average. In terms of IT recruitment that doesn’t necessarily mean just mean offering 20% above the average salary.
IT contractors and IT staff, particularly the next generation, are more likely to value intangible factors when considering new roles, things like; the working environment, company culture, recognition of their efforts, the chance to work with developing technologies, the likelihood of regular and fresh challenges, the company brand, projects the company is involved with or has historically been involved with, opportunities for career progression and even the opportunity for travel.
All of these factors should be actively communicated in your company literature, by your current employees and by your job adverts. Ultimately financial considerations will still be the overriding factor when considering a new role but that doesn’t mean it should be the only carrot on your stick.
Let us know your thoughts on this topic by joining in the conversation on our Facebook page (www.facebook.com/langleyjames) or on Twitter (@ITrecruitment).
To find out how Langley James can help you to motivate change and streamline your IT recruitment process please contact us on 0845 124 9555 or langleyjames@langleyjames.com
Feb 3, 2015 | IT
Recruit Someone Worth Recruiting – Part One – Motivate Change
We are constantly asked what the market for IT recruitment is like and our answer can vary greatly; sometimes things are good and sometimes they aren’t so good. Whilst we’re lucky that the IT industry is reasonably stable, it does tend to reflect the economy and general mood of the nation.
January is traditionally subdued and it is usually a time when both companies and candidates take stock, trim the fat and make plans for the year ahead.
It is a little ambitious to rely on once in a lifetime events to boost business and it is often the case that the companies which make a concerted effort during times of economic stagnation reap the rewards when the good times roll around again. They are proactive rather than reactive, they are innovative and they motivate change.
To use a tenuous analogy, the current IT recruitment market can be compared to a shopping centre at this time of year.
People purchased their winter wardrobe before the Christmas and New Year period. They may have slightly exceeded their budget and now January is a time of austerity, a period to be got through, before they can buy a new wardrobe in the spring. They might go to the shopping centre to have a look around but they aren’t too keen to buy anything. In order for the retailers to get people through the door they have to have a compelling offer.
Still with us?!
The current IT recruitment market is just like that shopping centre. There are a lot of potential customers (candidates) who are happy to browse yet they all appear too scared to commit themselves to actively seeking a new role.
One of the main contributing factors to this inertia is that most of the roles which are currently being advertised are identical to those in which candidates are already engaged; they offer the same position, the same career progression (or lack of) and the same salary and benefits package.
Therefore, it is up to those companies who are looking to recruit candidates to fill their vacant positions to motivate change in order to make themselves more attractive to potential employees without simply resorting to paying above market rates, something many are unwilling or unable to do in the current economic climate.
Next week we’ll take a look at how companies can motivate change and how that relates to the issues currently affecting the recruitment decisions of both candidates and employers.
Let us know your thoughts on this topic by joining in the conversation on our Facebook page (www.facebook.com/langleyjames) or on Twitter (@ITrecruitment).
To find out how Langley James can help you to motivate change and streamline your IT recruitment process please contact us on 0845 124 9555 or langleyjames@langleyjames.com
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