The Headhunters

One Simple Way to Heat up Your Summer Job Search

Renee Luk — Tue, 18 Jun 2013 22:44:25 +0000

Job hunting in the summer can be a real drag. It’s hard to stay focused on trawling job boards and sending out resumes when the sun is shining outside.

But here’s the good news – you should STOP doing that!

Our biggest tip to summer job seekers is to GET OUTSIDE.

One of the most unused, and let’s be honest – most avoided – job search tools, is networking. But let’s not even use that word, because it comes with a lot of negative preconceptions for most people.

We’re simply saying one of the best ways to get your job search rolling is to socialize. Go out there and take friends for coffee, meet them for lunch. Let people know you’re job hunting and ask them one of the most valuable questions everyone should ask – “do you know anyone in X?” And X can be the role you want, the industry you want to work for or your dream company.

A lot of us take on job hunting as a solo project. But, as long as you’re not trying to search confidentially, you should be letting it known high and low that you are on the market.

The goal is to build relationships. These should be more like informational interviews, not job interviews. You should avoid overtly asking someone “can you get me a job?” But with proper rapport building, they’ll want to help you get a foot in the door.

So why not add a little heat to your job search this summer by tapping some shoulders and seeing what happens, you’ll be surprised where it can take you!

Best Practices for Conducting a Phone Screen Interview

Renee Luk — Tue, 11 Jun 2013 21:43:43 +0000

Wouldn’t it be wonderful if everyone we brought in to interview was a real “A” player? That may be a bit of a hiring pipe dream but it’s closer than you think. Phone screening is a great way to vet your candidate shortlist but it’s an extremely underutilized part of the recruitment process.

An hour of pre-screens can save you a day of unnecessary interviewing.

So we’re here to champion the phone screen as a valuable step that you should be integrating into your process!

Phone Screen Best Practices

If you’ve never conducted a phone screen interview before, here are the basic best practices to make sure you’re screening properly:

Have all hiring decision makers define early on what makes an “A” Player and whether the criteria you set are must-haves or nice-to-haves.
After reviewing all the resumes based on that criteria, create a shortlist of candidates you’d like to screen.
Prepare a set of questions that you will ask all the candidates – you should aim to ask the same questions to all candidates to have fair benchmarks set.
Phone screens do not need to be as in-depth as an in-person interview – it should take 30 minutes maximum, normally less.
Your goal is to see if a candidate is worth taking to the next step in the recruitment process, not the last. Try not to get caught up asking about details that may not be appropriate at this early stage of the hiring process.
Your questions should focus on whether the candidate has the skills and experience required for the role (do they fit the “A” Player profile). Ask for examples and specifics that can build on what you already know and address any red flags you may have noticed on their resume.
If there are certain practical job requirements that are mandatory, make sure they are covered in the phone screen i.e. must have car, work weekends
If your budget is strict and inflexible, then ask about salary expectations. However, if it’s more flexible, you may want to save this conversation for later down the road.
Take detailed notes during or directly after the phone call – having direct quotes can be helpful for jogging your memory after numerous interviews.
Don’t forget to make not of their communication skills and how they handled the actual process, i.e. how did they answer the phone, were they on time?
Score each candidate based on how well they meet your “A” Player criteria.
Regardless of whether you feel a candidate should or should not be moved forward, end the interview on a positive and respectful note. Thank them for their time, answer any questions and explain the next steps in the process. Each touch you have with a candidate is affecting your employer brand and your ability to attract top talent

After all the phone interviews are conducted, you’ll be able to narrow your pool to those who fit your “A” Player profile best. This will help ensure the time you invest in face-to-face interviews is well spent with qualified candidates.

Business Lessons Learnt from the Fall of House Stark

Renee Luk — Wed, 05 Jun 2013 17:00:34 +0000

Game of Thrones is undeniably the talk of TV land as its fans reel from the latest shocker episode, The Rains of Castemere, last Sunday. The beloved House Stark was dealt a brutal blow in the show famous for its duplicitous plot twists where Seven Kingdoms vie for ultimate rule.

Spoiler Alert: Do not read this if you have not seen season 3 episode 9 of ‘Game of Thrones’

While day-to-day business doesn’t tend to involve dragons and weird smoke demons, the intricate web of allies and foes draws a few parallels to the corporate world. House Stark in particular is a much-loved family in the show, but seem to be failing miserably in the ‘game of thrones’.

Let’s take a look at the beloved House Stark family members and what business lessons can be learnt from this noble family’s shortcomings.

NED STARK – Be Careful Who You Trust

Knowing who are your allies and who are your enemies is a huge part of the show (and business). Poor Ned Stark lost his head for placing his trust in “family friend” Littlefinger. From a management standpoint, building a team requires a lot of trust in the individuals you employ. Part of being a good manager is having employees you can trust and empower to build the business. Ned’s poor judgement also goes to show that just because someone was the right person for the job before doesn’t mean they will continue to be. Regular performance reviews and employee feedback are vital to keeping your finger on the pulse of your team.

CATELYN STARK – Don’t let Emotions get the Better of You

Catelyn was all mother, not manager, when she set free her family’s only leverage, Jamie Lannister, in return for her daughters’ freedom. The lack of foresight put the Stark’s campaign in a weak position and angered middle management. Being a leader requires some tough calls where emotions can run high. While we’re not saying you need to be a heartless Tywin Lannister, you have to have the big picture in mind and do what’s right strategically for your business long-term.

ROBB STARK – You’re Only as Good as Your Word

“All men should keep their word. Kings most of all.”

Robb Stark said it himself. Unfortunately it was too little too late. He’d gone back on his word to Walder Frey to marry one of his daughters and ended up having his wife, mother and unborn child slaughtered. Customers don’t easily forget when you do them wrong and fail to deliver as promised. Return business is built upon the continual fulfillment of your promises and exceeding expectations. One wrong turn and your customers will be seeking out your competitors, just ask Walder Frey.

SANSA STARK – Be Informed

At 14, Sansa Stark has really been just another pawn in the ‘game of thrones’. Her naiveté and blind trust in those around her has led to some pretty horrid psychological and physical abuse for the young teen. As a young employee or manager, it’s tough to assert yourself and you normally don’t have as much authority to influence decisions. However, that doesn’t mean you should be informed and take a greater interest in your future. While we can forgive a young teenage girl for being more concerned about dresses and weddings than the state of the kingdom, the same shouldn’t be said for younger employees trying to develop their business acumen.

ARYA STARK – Be True to Yourself and Focus on Your Goals

While the older Starks seem to be dropping like flies, the younger siblings are showing much more promise. And young Arya Stark might just have the moxy to survive them all. Not afraid to speak up and defy the traditional ‘noble lady’ career path, Arya has spent most of the series going toe-to-toe with intimidating male counterparts. She doesn’t let her age or gender get in the way of her ultimate goal: to seek revenge for her father and be reunited with her family. Entrepreneurs in particular will have to fight the Arya path, dealing with naysayers and often being the sole cheerleader for their cause. It can be a long and lonely road but perseverance and conviction can see you succeed over competitors.

BRAN & RICKON STARK – Succession Plan

One of the more touching moments of last Sunday’s episode was when Bran said goodbye to his youngest brother Rickon. Knowing that his family are all facing uncertain futures, Bran sends Rickon to the safety of the Umbers so that they will protect the young boy and ensure a Stark heir survives. A pretty wise decision for an 11 year old! There are many CEOs who don’t have the forethought that Bran has. Every company should ensure its future is taken care of with careful succession planning. Top management need to identify and nurture upcoming talent that can one day fill their shoes.

So while House Stark is in complete disarray after last Sunday’s episode, there’s still hope yet. There’s a lot of talent in what’s left of the Stark crew and many lessons to be learnt from the mistakes of their elders. As we head into the season 3’s finale on Sunday, we can only say good luck to House Stark. And hey, there’s always hope that half-brother Jon Snow will save the day – outsourcing at it’s best!

New Hires: Sink or Swim?

Renee Luk — Tue, 21 May 2013 20:05:56 +0000

Last week we wrote about a new employee’s first day on the job. But what about day 5? Day 30? 90? 6 months? 1 year?

Beyond that initial orientation, most managers throw their new hires into the deep end with a ‘sink or swim’ mentality. “You’ll pick it up as you go along” or “just ask if you need anything” are the extent of the onboarding process in most companies.

But why do we let new hires flounder in the water?

Onboarding is one of the biggest missed opportunities for long-term employee retention.

“New employees who went through a structured onboarding program were 58% more likely to be with the organization after three years.” – The Wynhurst Group

So what does an onboarding program look like?

Below is an excerpt of the Onboarding Checklist from our Employer’s Guide to Onboarding. It’s a simple list that should serve as a guide for when to check in with your new employee and stay on track to success.

Remember that your onboarding process isn’t static. You should be constantly monitoring and reviewing it, adapting to feedback from employees. Open up a dialogue with new hires after they have been on the job for 6-12 months. Was there anything they felt was missing during orientation? What would have made their transition easier in those first few months?

Get your FREE copy of our Employer’s Guide to Onboarding

Need a little more help? We have created a comprehensive employer’s guide to onboarding – “Onboarding – Preparing for a New Employee”. It includes the onboarding checklist, templates for welcome letters, performance reviews and employee questionnaires. To receive your free copy, email connect@theheadhunters.ca

Image Credit: Kevin N. Murphy

6 Things You Must Do On A New Employee’s First Day

Renee Luk — Fri, 17 May 2013 18:03:45 +0000

Being the new kid on the block sucks. Everything is new – the building is new, the people are new, the culture is new. A new hire’s first day can be intimidating and overwhelming. Your job, dear supervisor, is to reduce all that confusion and anxiety as much as possible and set your new hire up for success.

Aside from generally being warm and welcoming, there are six things that should be done on every new hire’s first day.

1. Explain what will happen that day

Start the day off right by quickly running through the day’s schedule. It’ll ease the uncertainty and let a new hire know what will be expected of them (which should be very little on day one).

2. Sign all the paperwork

Get all the housekeeping out of the way. Payroll forms, benefit forms and definitely the Employment Agreement should all be signed and completed on (if not before) the employee’s first day.

You don’t have to run them through all the nitty-gritty details but at least arm them with an Employee Handbook and any other applicable info e.g. benefits guide.

3. Point out the where, who and what

Every employee should be taken on a tour of the business. When showing them around, make sure to explain:

Where they are

Who each person is (introductions time!), and

What relation that person’s role has to theirs

Remember to point out basic building facilities such as the nearest washrooms, lunch room, parking, vending machines and emergency exits.

It’s also a good idea to give employees an organizational chart, or for large companies, a departmental chart as well.

4. Provide access and login details

There’s nothing worse for a new hire than sitting at your assigned desk with your lovely new computer and not having any logins, passwords or email set up. Make sure all access details have been set up the week before so that they aren’t left twiddling their thumbs.

5. Take them to lunch

It’s a professional courtesy that a supervisor should take a new hire out for lunch on their first day. Avoid talking business the whole time and instead use it as an opportunity to build personal rapport. If you are taking them outside the office, also orient them with some of the local spots if they’re unfamiliar with the area e.g. local coffee shop, good places to eat, post office etc.

It can also be a good idea to invite along some co-workers they’ll be dealing closely with. Or if you have lunch in a lunch room, introduce them around and sit with other colleagues. After all, people really want to work with people they like.

6. Check in

At the end of the day, check in to see how the first day went. Give them the opportunity to ask any questions as well as prep them for what the rest of their week will be like.

It may seem trivial but it’s worth casually mentioning the norms for leaving work i.e. “our standard hours are 8.30am to 5.00pm so it is expected that you are available during those hours” or “everyone tends to leave at different times, so feel free to leave when you’ve done all that you need to”.

Starting a new job can be tough and creating a smooth transition for an employee to feel effective is so important. A successful new hire orientation and onboarding process is proven to greatly increase the retention rate of new hires, by as much as 58%.

Image Credit: the UMF

Ask A Recruiter: Job Hunting as a New Grad

Renee Luk — Tue, 14 May 2013 16:55:15 +0000

You can’t get a job without experience and you can’t get experience without a job. Ever hear that saying? For new graduates looking for that first job, those words strike fear in the hearts of the unemployed.

We’ve received a couple of emails lately from new grads asking for advice to help land that elusive first job.

Below are some of our suggestions for finding employment as a new grad (or for anyone who doesn’t have much professional experience).

Look for opportunities to volunteer/intern in areas that are similar to your long-term job goal. If volunteer roles are more relevant than your actual work experience (ie part-time retail job), then move it to the beginning of your resume as Relevant Work Experience.
Add grades, volunteer work and sport accomplishments to your resume. This shows you are motivated to go above and beyond ordinary.
Tailor your resume specific to the role you are applying for. This does not mean lying on your resume but rather paraphrasing some of the requirements of the job posting. You want to find that hook; something that connects you to the job.
Use action words on you resume like participated, performed, persuaded, planned or earned, edited, effected, delivered, demonstrated. Coupling these with quantifiable results makes your resume a list of accomplishments and not just duties.
Craft a well laid out cover letter introducing yourself and highlight the things that set you apart from other job seekers and hook into the job description. This shouldn’t just be a regurgitation of your resume. It’s your opportunity to show your passion for the job/industry/company and why you want THIS job.
Clean up your social media footprint. Many employers today are cross referencing resumes with social media. The last thing anyone wants to hire is a party animal.
Network, network, network. Use university associations, alumnae networking events, even the family BBQ to build your network and find people who are in the industry you want to crack into. Set up informational interviews to broaden your understanding of what your ‘ideal job’ is really like. BUT this is not an opportunity to beg everyone for a job. Build relationships, increase your industry knowledge and be openly thankful for their time.
Follow up! After sending your resume, prepare a 15 second pitch on why you were interested in their role and what sets you apart, then call the hiring manager. Bring it to their attention that you have sent your resume and express interest in the role they are advertising for. Do not monopolize their time but rather show them how eager you are to meet them in person and discuss the role in more detail.
Employers want to know that you want them! Their company, their job and their culture. So do your homework: look up hiring managers on LinkedIn, read any news articles about the company and industry, as well as follow the corporate social media accounts. Use this insight to make them feel like they are the only company you are courting.

One last point for new grads: Dress the part! When going for interviews, dress professionally and conservatively. Hide tattoos and take out all facial piercings. You want future employers to focus on you, not on your piercings.

Remember, just because you are a new grad with little professional experience, doesn’t mean you don’t have a lot to offer a company. Managers love the enthusiasm and dedication new grads can have and hire them for their ability to be moulded and mentored. Personality and fit are a big part of the hiring decision; so even if you don’t have the most experience, building genuine rapport with a hiring manager will go a long way to landing you the job.

If you have a question you think we can help with, email us at askarecruiter@theheadhunters.ca.

Asking Your Company to Pay for Training

Renee Luk — Wed, 08 May 2013 22:54:09 +0000

For most people, asking your company to pay for training and development falls under the “awkward conversations I wish I could avoid” umbrella.

But asking for training shouldn’t be as scary as you think. For starters, most employers expect these conversations and a reasonable manager isn’t going to penalize an employee for simply bringing up the topic.

Most businesses encourage continued learning and development, even if they don’t have a formal training assistance program in place. So, rest assured, your boss is probably more than happy to discuss building your career and the benefits it might bring to the company!

Asking for training should follow similar rules as asking for a raise: Do your research, Build your case, Make your pitch and Prepare for the response.

DO YOUR RESEARCH

Do your homework on all the different kinds of training options out there and prepare a shortlist of those that interest you. Look at courses of different lengths and price ranges to have a variety of options to present. If you want to pursue something more long-term like a Bachelors degree, then present it in terms of one or two classes per semester. Also, be mindful of your work commitments and how it might affect them. For example, don’t ask for a week-long interstate training course during peak season for your office.

BUILD YOUR CASE

Know what the outcome of this training will be and how it will benefit the business. For example, if you are looking to add graphic design skills to your repertoire, explain how this could lead to cost savings in the future as the company can then bring some design costs in-house. It’s also a good exercise to make sure you are investing in something of value and not just going to training just for the sake of it.

MAKE YOUR PITCH

Set up a time to speak with your manager in person, either with a special appointment or during a periodic review. But be mindful of the financial state of the business. If your company is openly working on a tight budget, now might not be the right time to ask for any costly training. But you also shouldn’t assume that they will dismiss your request simply because of budgetary constraints. Remember, highly-skilled employees benefit the business as well and improve employee retention.

PREPARE FOR THE RESPONSE

If the answer is a ‘no’, don’t give up just yet; there are other options to consider. If the problem is cost, you may want to suggest paying part of the costs yourself. Or if the issue is timing, ask when might be a better time to revisit the matter, or try to find an option outside of office hours. Remember it’s important not to neglect your own professional development even if your company won’t pay for it. Keeping your skill set up to date and employable will benefit you in the long run.

Image Credit: torres21

How to Decline Leave Requests

Renee Luk — Tue, 07 May 2013 15:20:52 +0000

Summer is peak season for vacation requests and if you’re one of those managers who has leave forms piling up on their desk, you might find yourself in the unfortunate position of having to decline a few. So let’s brush up on some managerial etiquette on how to diplomatically decline leave requests.

1. Establish the Business Grounds for Declining the Request

Firstly, make sure you’re refusing the request based on business grounds and not showing favouritism. There are many circumstances in which a manager is unable to accept a leave request based on reasonable business grounds, such as:

Inability to cover work with existing staff
Inability to hire additional staff
Negative effect on ability to meet customer demand
Negative impact on company performance
Insufficiency of work during the periods the employee proposes to work

After you’ve investigated alternatives and concluded that you can’t possibly grant the leave, it’s time to have a private conversation.

2. Decline the Request in Person

When declining a request, it’s best to do it in person if possible. Explain to the employee why the business cannot accommodate the request based on the business grounds you identified. Then mutually discuss when might be an alternative time to take the leave. The aim should be to reach a compromise with mutual respect kept intact.

When it comes to managing your employees’ annual leave it’s important to keep a firm eye on the bigger picture. Many managers can be too accommodating and allow for too many employees to take leave at the same time. This can add an unfair amount of workload on those employees who are still working, with detrimental effects on business performance for the period.

If you do want to accommodate as much leave as possible, consider hiring temporary staff to ease the pressure and help your business continue smoothly.

Need to book a temp for your holiday coverages?

Contact our temporary recruitment division, TempsAhead, at info@tempsahead.com. Or call either our Vancouver or Edmonton TempsAhead offices to speak to a specialized temporary recruitment consultant.

Image Credit: Sean MacEntee