The interviewing process

1. Tweak your Interview Process and
Win More “Impact Player” Recruits
During the typical interviewing process, most companies focus
on identifying red flags and weeding out candidates who are not
ideal. Employers should also give consideration to the red flags
their team members could be waving, and how this may be
deterring future hires.
As the executive, managerial and professional labor market
has become overwhelmingly candidate-driven in the last
few years, more employers are realizing they must overhaul
their interviewing procedures, to attract top performers who
frequently have several job offers at their disposal.
The main goal of an interview is to provide both the hiring
company and the candidate an opportunity to determine if there
is a mutual fit. On the candidate’s end, more emphasis is often
placed on the tangible insight they can gain from the meeting,
including how interviewers respond to certain questions,
inconsistencies with how various team members discuss the
potential role, and the aspects of the job that are emphasized vs.
those that are minimized.
On the company’s end, the assumption is the candidate has
most of the required skills to take on the open role. The focus
from their perspective is more about cultural fit, intangible insight
and the overall impression left by the candidate.
In light of the fact that employers must now attract and recruit in
a candidate-driven market, they should be thinking about the
lasting impression they are leaving with prospective hires.
“Companies really need to transition away from interview
methodologies that are solely focused around what the
candidate is bringing to the table, and think more about how they
are presenting themselves to applicants,” says Suzanne Rice,
director, U.S. franchise development.
Rice suggests the following for companies that are looking
to revamp their interviewing process:
Provide direct responses about the role and the company.
Candidates will see through vague or evasive responses. If the
position has experienced frequent turnover or ongoing
challenges, be honest about the issues and discuss how the role
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has been restructured. This is an opportunity to show that
thought has been given to the position and its overall purpose
in the company strategy, rather than just trying to backfill the
role.
Demonstrate an enjoyable working environment.
Candidates are looking at everything from their potential
workspace, dress code and how team members interact with
each other to work from home policies, office amenities and
perks. Avoid any negative discussion of past or current
employees, and don’t be dismissive of subordinates who may
be briefly introduced to candidates. Use every opportunity to
show a fun workplace, engaged employees and why you like
working for the organization.
Maintain consistency. No matter what team members are
tasked with interviewing, everyone should be on the same
page about the responsibilities that will be assumed in the role.
If the candidate receives conflicting information about the
position, they have no choice but to assume this confusion will
continue if they take the job.
Promote opportunities for advancement. Most candidates
look at how a new role will provide them with new growth
opportunities. Employers want someone who will remain in the
position for a significant length of time, but it’s important not to
forget to discuss any training or upward mobility programs,
providing viable examples of how employees can advance
within the company. Future employees want to feel their new
employer is invested in their professional development.
Regardless of how your organization approaches the
interviewing process, the main goal should be to leave
candidates with a positive impression. “Not every candidate will
be right for the company, but their ability to talk about their
interview experience in the marketplace and potentially
disseminate info that presents the brand in a good light, is
invaluable. The ‘interview’ should be approached not only as a
way to qualify potential new hires, but also leveraged as a
marketing opportunity to communicate why the organization is
a great place to work.”
Source: Department of Labor
Submitted by: Joe Cianciolo, Senior Account Manager
Management Recruiters of Cleveland-Southwest
(330) 273-4300 ext. 109
JoeCC@MRCSW.com
Call me to help you attract the impact player who can push
your team beyond your 2015 goals.
What is an impact player? Ctrl-Click Video

2. "Companies really need to transition away from
interview methodologies that are solely focused
around what the candidate is bringing to the table,
and think more about how they are presenting
themselves to applicants."
Suzanne Rice
Director, U.S. Franchise Development
MRINetwork
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Get Your Underperforming Employee
to Quit – Try "Counseling Out"
What is Counseling Out?
Counseling Out is the process of providing enough regular, candid
and honest feedback that an employee quits before being fired.
Most managers wait too long to fire underperforming employees.
It's better for the employee, manager, and company if the
employee quits. If Counseling Out is done correctly, your problem
employee will find a job and quit before you have to take action.
Document Everything
Any time an employee may need to be fired, you need to
document all communication. Regardless of how hard you try to
help your employee or be nice, there is still the risk of a wrongful
termination lawsuit. To protect yourself from wrongful termination
lawsuits, you should implement some basic Human Resources'
best practices. If you are unfamiliar with these practices, consult
an attorney to learn how you can protect yourself.
4 Steps to Counseling Out
1. Establish a Counseling Out Timeline
This first step to Counseling Out an employee is to
establish your timeline. If he/she does not quit by your
deadline, fire the underperforming employee.
2. Start with Honest Feedback
It is usually easy to give positive feedback and bonuses,
but difficult to cut someone's pay or give a bad review..
Prepare a list of the problems with examples to help
communicate the message..
Weekly Reviews
Schedule weekly meetings with your employee through
the end of your Counseling Out Timeline.
3. Time's Up – Time to Fire the Underperforming
Employee
Hopefully the employee finds a job before the end of
your timeline; but if he/she has not, you need to deliver
the news that the underperformer is fired. By this point,
the employee should be on his/her way toward finding a
new job and may already have interviews or a job offer.
4. Time's Up – Time to Fire the Underperforming
Employee
Hopefully the employee finds a job before the end of
your timeline; but if he/she has not, you need to deliver
the news that the underperformer is fired. By this point,
the employee should be on his/her way toward finding a
new job and may already have interviews or a job offer.
The Employment Situation Report, which
normally appears in this space, will be
released on Friday May 8, 2015.