How Many Duds Do You Hire?
While much attention has been given to the importance of hiring talented employees, issues around the cost of bad hires are of increasing importance to both HR professionals and their organizations. What strategies could you use to improve the performance of new hires and how can you reduce the likelihood of their early departure?
With the best screening process and interviewing of candidates, it’s still possible to have a very high on-the-job success rate even if major errors occurred in the screening process. This may sound counter-intuitive, but there is a reason for this.
Tips for minimising new-hire early turnover
For the purposes of this article, the definition of a new hire ‘failure’ includes a new hire that: must be given major training or retraining during the first six months; voluntarily quits within six months; must be redeployed during the first year; is given performance management counselling during the first year; must be terminated within one year, or is a finalist who refuses your job offer.
Involve employees. If you have a less-than-perfect screening process, as we all do, the best way to minimize the impacts of any errors is to ensure that the new hire gets additional help once they start the job. In other words, even if the candidate does not have a perfect set of skills, they can still succeed if other employees want them to succeed and a buddy system is created. If other employees want them to succeed, they will provide the new hire with whatever special help, mentoring and guidance they need.
The best way to ensure your employees are willing to provide this extra help after the candidate starts the job is to involve the employees early on in the hiring process. Involving employees works because if they feel they are responsible for the new hire and that they own the hiring process, employees will invariably find a way to help the new hire succeed on the job. The best ways to increase employee involvement include paying special attention to employee referrals, providing peer-to-peer interviews, and, whenever possible, letting employees make the final selection from the group of finalists you have approved.
Here is a big one....avoid misleading the candidate.... giving them a realistic job preview. A major reason for candidate failure and early turnover is that the candidate was misled about the job, the manager, or the company during the recruiting and interviewing process. It’s important to not only provide the positive attributes of the job, but if you over-glamourize, many new hires quickly become disillusioned, disappointed, or even angry when they find out after starting that their real job compares little to the one outlined in the interview. This can result in poor early job performance or early resignations.
A realistic job preview should include both positive and negative aspects of the job. It can be a video, a site walk-through, or merely a list of the positive and negative aspects of the job. You can develop a list of positive and negative job features through an anonymous survey of recent hires and people currently in the job. It generally includes not just the types of bad and good things that occur, but also their frequency of occurrence.
Ask candidates what they require for success. Many candidates fail on the job not because they don’t have the required skills, but because they are not provided with the right information, tools, or guidance. That’s why it’s important to ask finalists, “If you’re hired, what would you require in order to be successful?” By identifying candidates’ key success factors and needs, you can determine if those are even possible before you hire them, and you can provide that list to the direct supervisor, who can utilise the list to ensure that new employees’ needs are met so that they can get off to a fast and successful start. The goal here is to create a win-win by taking care of your new hire's needs.
Make sure you have a solid orientation program in place. Even a great hiring process can’t guarantee that you won’t end up with low performers and high turnover rates. This is because the selection process is only the first step to success. The seeds of on-the-job failure can begin the very first day on the job if the new hire’s orientation experience goes awry.
For example, if the new hire starts and on their first day their manager is nowhere to be found, it can confuse and disorient them. During the first week, frustration and other problems can occur if the new hire has no uniform, work schedule, or training manual. The absence of managers and the frustration of not having the necessary tools might lead a new hire to develop poor habits that will permanently affect their productivity. In addition, poor orientation might cause candidates to develop such a negative attitude about the firm that they may prematurely quit.
Avoid ‘candidate abuse’, high offer - rejection rates and early turnover
Even if you accurately assess the candidate, you are likely to lose candidates if you mistreat them during the interview and hiring process. In fact, several companies have found that the highest reason for offer letter rejection is ‘candidate abuse’ during the hiring process. Some of the ways to decrease candidate abuse, and subsequently increase offer acceptance rates, include:
Stop doing stupid things during interviews. Sometimes interviewing managers can be the cause of high offer rejection rates. By taking phone calls during interviews, cancelling and rescheduling interviews, appearing disorganised, or even asking illegal or silly questions, interviewers can easily scare away top candidates.
Remember, great hiring only starts with effective skill assessment. If you disillusion or discourage top candidates, they will simply make up an excuse to drop out of the running or say no to your offer. Incidentally, you can only find out the real reason why they rejected your offer by asking them six months later.
Stop ‘death by interview’. Many companies avoid the use of testing candidates due to possible liability and have become increasingly conservative in how they screen candidates. As a result of this fear, companies have increased the number of interviews to make up for the absence of other screening tools. In some cases, interviews have proliferated like rabbits. Where one or two interviews used to be common, now multiple interviews are frequently the norm.
The net result of this trend is that candidates must endure a large number of interviews that are generally spread out over a painfully long time period. From the candidate’s perspective, attending a large number of interviews on different days is expensive and time-consuming. The long delays and the uncertainty stress candidates and their families. The burden is even worse, however, because in a down economy, the odds of all that time and effort actually resulting in a job offer are actually pretty small. By reducing the number of interviews, holding them at night, and even trying to have them all completed on the same day, can reduce top candidate dropout rates and increase offer acceptance rates.
Stop ‘death by repetition’. In a related matter, when candidates are subjected to multiple interviews (at the same company) it is quite common for different interviewers to ask exactly the same questions in back-to-back interviews. This tedious repetition is often because interviews by different managers are not planned or coordinated. It is also partially caused by interview training manuals, which, by suggesting appropriate questions to use in an interview, can inadvertently cause interviewers to use the same questions over and over.
From the candidate’s perspective, having to answer duplicate questions over and over is frustrating and confusing. Lack of preparation can cause some managers to ask questions whose answers are clearly right on the resume, wasting valuable time and frustrating the candidate even further. By reducing the total number of interview questions and then assigning the appropriate interview questions to individual managers (based on their knowledge area), you can reduce repetition, candidate frustration, and offer rejections.
Don’t keep candidates in the dark. Another all-too-common abuse of candidates occurs when managers keep candidates in the dark about the interview process and what is expected during it. Candidates are not told about what will occur during the interview and what skills will be assessed. In addition, they are frequently not told who will be there during the interview and what the role of each interviewer is.
This lack of information leads to confusion and frustration on the part of the powerless candidate – all for no reason. There is no legal regulation that prohibits companies from telling candidates upfront about the process and what is being assessed during it. Failing to educate the candidate may cause candidates to over-prepare in unimportant areas and under-prepare in important ones. Not knowing who will participate in the interview prevents the candidate from doing research on the background of the interviewers. By telling the candidate more, you can limit their frustration and increase the likelihood that they will provide the information you need to make an accurate hiring decision.
Reduce interview overload by discouraging less than qualified applicants from applying. You are less likely to waste time and be fooled by less-than-qualified or uninterested candidates if you work with a recruiter. Also, you might consider these approaches:
• Put automated self-assessment company culture and skill assessment tools on your website so that candidates can pre-screen themselves in or out of the process before it formally begins.
• Make a list with specific numbers of the disqualification factors that will significantly lower or eliminate their chances of getting the position. Put them on the website, along with the job description, as a pre-warning that they will not qualify if they meet any of the disqualification criteria.
• Post your average job acceptance/failure rate (in percentages) for applicants, so that people know upfront that the odds of anyone (other than the most qualified candidates) of getting the job are very low.
• Be highly selective in where you advertize your jobs, and create links to your website. Don’t place them in general interest publications. Instead, study the demographics of the most qualified people and place ads or job openings exclusively where it is highly likely that only the most experienced and qualified individuals will read them.
• Post frequently asked questions and their answers on your website. By providing these questions and answers, you can discourage individuals who would have not applied had they known in advance the answer to their specific question.
In the end, tt’s essential that recruiters and managers take a more realistic and critical view of the traditional interviewing and selection process. Rather then assuming that it’s perfect, they should instead examine it closely to identify its many nearly fatal flaws.
In fact, if you look at the validity and reliability of interviews as a scientist would, you’ll find the accuracy of the process to be appallingly low. Why managers and recruiters consistently ignore these facts is confusing, but such ignorance is unacceptable because weak hiring systems and bad hires cost firms millions of dollars.
The average cost of a bad hire is two times salary and when customer contact is involved, the costs can easily exceed half a million dollars. Instead of being complacent, managers and recruiters need to take a fresh look at the process and the metrics or measures that they use to calculate the percentage of ‘duds’ that they hire.
The approaches outlined above can dramatically improve new hire success rates. Because they include less freedom and subjectivity than the traditional interview process, they will produce higher offer acceptance rates as well as new hires who are productive and faster, who stay longer, and who are more satisfied with their jobs.
Showing posts with label interview skills. Show all posts
Showing posts with label interview skills. Show all posts
Monday, February 14, 2011
Tuesday, March 09, 2010
Boom Workers
Job Interviews for the Baby Boomer Generation
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
Tuesday, July 14, 2009
How To Write A Job Description
The primary purpose of a job description is to identify the essential functions of the position to potential candidates for hire. It is not the same as, nor should it be used for, a Job Advertisement. Essential functions are those tasks or functions of a particular position that are fundamental, as opposed to marginal.
Knowing the essential functions of the job will aid you in:
· attracting the appropriate pool of candidates
· writing relevant interview questions; and
· determining whether a person is qualified to perform the essential functions
WHAT ARE ESSENTIAL FUNCTIONS?
In identifying essential functions, be sure to consider (1) whether employees in the position actually are required to perform the function, and (2) whether removing that function would fundamentally change the job.
Several reasons why a function could be considered essential:
· the position exists to perform the function (e.g., if you hire someone to proofread documents, the ability to proofread accurately is an essential function, since this is the reason that the position exists);
· there are a limited number of other employees available to perform the function, or among whom the function can be distributed (e.g., it may be an essential function for a file clerk to answer the telephone if there are only three employees in a very busy office, and each employee has to perform many different tasks);
· a function is highly specialized, and the person in the position is hired for special expertise or ability to perform it (e.g., a company expanding its business with Japan is hiring a new salesperson, so requires someone not only with sales experience, but also with the ability to communicate fluently in the Japanese language).
To identify the essential functions of the job, first identify the purpose of the job, and the importance of actual job functions in achieving this purpose. In evaluating the "importance" of job functions, consider, among other things, the frequency with which a function is performed, the amount of time spent on the function, and the consequences if the function is not performed.
To determine whether or not a particular function is essential; use these guidelines:
· your own judgment as the hiring manager;
· the amount of time spent on the job performing that function; and
· the availability of others in the department to fill in for the person who performs that function.
In defining the essential functions of a job, it is also important to distinguish between methods and results. For example, is the essential function moving a fifty pound box from one part of the lab to another, or is it carrying the box? While essential functions need to be performed, they often do not need to be performed in one particular manner (unless doing otherwise would create an undue hardship).
WRITING THE JOB DESCRIPTION
So now it's time to write the job description. Have you carefully thought about what is REALLY needed? Is there tolerance for a new person's learning curve? There are certain important elements that are of great importance; include these in each job description.
In summary:
· List all the knowledge, skills, and abilities necessary to perform the job; divide them into requirements and preferences
· The requirements listed on the job description must support the essential functions, and serve as the primary criteria for selecting/rejecting candidates
· Don't lock yourself into strict requirements that may prevent you from considering qualified candidates. Consider substitutions (ex., 4 years of professional experience or a bachelor's degree)
Knowing the essential functions of the job will aid you in:
· attracting the appropriate pool of candidates
· writing relevant interview questions; and
· determining whether a person is qualified to perform the essential functions
WHAT ARE ESSENTIAL FUNCTIONS?
In identifying essential functions, be sure to consider (1) whether employees in the position actually are required to perform the function, and (2) whether removing that function would fundamentally change the job.
Several reasons why a function could be considered essential:
· the position exists to perform the function (e.g., if you hire someone to proofread documents, the ability to proofread accurately is an essential function, since this is the reason that the position exists);
· there are a limited number of other employees available to perform the function, or among whom the function can be distributed (e.g., it may be an essential function for a file clerk to answer the telephone if there are only three employees in a very busy office, and each employee has to perform many different tasks);
· a function is highly specialized, and the person in the position is hired for special expertise or ability to perform it (e.g., a company expanding its business with Japan is hiring a new salesperson, so requires someone not only with sales experience, but also with the ability to communicate fluently in the Japanese language).
To identify the essential functions of the job, first identify the purpose of the job, and the importance of actual job functions in achieving this purpose. In evaluating the "importance" of job functions, consider, among other things, the frequency with which a function is performed, the amount of time spent on the function, and the consequences if the function is not performed.
To determine whether or not a particular function is essential; use these guidelines:
· your own judgment as the hiring manager;
· the amount of time spent on the job performing that function; and
· the availability of others in the department to fill in for the person who performs that function.
In defining the essential functions of a job, it is also important to distinguish between methods and results. For example, is the essential function moving a fifty pound box from one part of the lab to another, or is it carrying the box? While essential functions need to be performed, they often do not need to be performed in one particular manner (unless doing otherwise would create an undue hardship).
WRITING THE JOB DESCRIPTION
So now it's time to write the job description. Have you carefully thought about what is REALLY needed? Is there tolerance for a new person's learning curve? There are certain important elements that are of great importance; include these in each job description.
In summary:
· List all the knowledge, skills, and abilities necessary to perform the job; divide them into requirements and preferences
· The requirements listed on the job description must support the essential functions, and serve as the primary criteria for selecting/rejecting candidates
· Don't lock yourself into strict requirements that may prevent you from considering qualified candidates. Consider substitutions (ex., 4 years of professional experience or a bachelor's degree)
Friday, July 03, 2009
Salary Negotiations
SALARY NEGOTIATIONS
Talking about money during the hiring process can feellike being in a contest on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation and come out of the interview feeling like you handled it professionally and have a better idea of what the position offers.
Before the Interview
For most hospitality management roles, the salary negotiation will take place at the last interview. That can be the 2nd or 5th interview, depending on the process with the hiring company. You can expect an offer on the spot at the end of the interview or sent to you in writing the next day should you be the chosen one. In any event, get your ducks in a row - know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture-- before you begin interviewing.
Use a salary calculator, ie www.payscale.com, or locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.
Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.
Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.
Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.
Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.
Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.
Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want.
Talking about money during the hiring process can feellike being in a contest on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation and come out of the interview feeling like you handled it professionally and have a better idea of what the position offers.
Before the Interview
For most hospitality management roles, the salary negotiation will take place at the last interview. That can be the 2nd or 5th interview, depending on the process with the hiring company. You can expect an offer on the spot at the end of the interview or sent to you in writing the next day should you be the chosen one. In any event, get your ducks in a row - know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture-- before you begin interviewing.
Use a salary calculator, ie www.payscale.com, or locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.
Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.
Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.
Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.
Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.
Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.
Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want.
Wednesday, June 24, 2009
Avoiding the "Overqualified" Label
Most hospitality candidates preparing for a job interview worry about whether they'll be able to come off as experienced, educated, and a personality "fit" enough to make a positive impression on hotel and restaurant corporate managers. But job seekers with substantial schooling or a lengthy work history often face the opposite problem.
Highly qualified candidates in the industry are sometimes forced to grapple with the stigma of being labeled “overqualified.” Often, hiring managers who encounter an applicant with a bounty of education or experience fear that they will be unable to meet the candidate’s salary requirements or other job expectations.
Having recruited in the industry for many years, I've come to understand people have various life/work factors where an "overqualified" candidate will apply for a less senior role with full awareness of a change in salary, work hours, work expectations, and work environment. These various factors, such as a new child in the home, relocation to a smaller community, downsizing to have more free time, are motivating factors that come to outweigh the step down.
According to human resources and staffing consultant Ken Gaffey, the phrase “overqualified” is often a code word that hiring managers use to express concern about a candidate’s fitness for the position. In order to get past the “overqualified” stigma and land your dream job, you have to be able to discern the true source of the hiring manager’s hesitation -- and then move in to neutralize it. These tips can help you move past the overqualified label and sail to success in your next interview:
1. Address the situation directly.
If there’s a special reason why you’re in the market for a lower-level position, it might help to discuss it upfront. For example, if you’re looking to establish yourself in a new field, or if you want to reduce your work schedule, let the hiring manager know.
2. Put your skill set front and center.
A great way to dodge the overqualified label is to take the focus off of your career path as a whole, and instead emphasize the skills and abilities you’ve picked up along the way. The functional résumé format – which job search gurus often recommend to recent grads and inexperienced jobseekers – may be the best option for highly qualified candidates, as well.
3. Signal your flexibility on salary.
One of the major reasons hiring managers shy away from highly experienced candidates is the perception that their salary expectations will be out of line with the position. If you recognize the difference in salary for the position you're applying, let the hiring manager know from the get-go how your expectations fit their range. Emphasize your unique value to the organization.
4. Make it clear that personality won’t be a problem.
The hiring manager may be worried that you won’t be able to work effectively alongside less-experienced peers. To allay these concerns, choose answers that will help you cast yourself as a humble team player who can get along well with people from all walks of life.
5. Let them know you’re in it for the long haul.
It’s often assumed that highly qualified candidates are just looking for a temporary job to tide them over until something better comes along. Leave no doubt that you intend to dedicate yourself long-term in your new role and that the company values speak to your professional goals and how you can help them achieve sucess.
Like many obstacles you’ll face in your job search, being “overqualified” is only a problem if you don’t take the opportunity to turn it around to your advantage! By carefully highlighting your skills and thinking strategically about ways to minimize the potential for problems, you’ll be able to turn this perceived liability into a strength.
For those "overqualified" candidates that have been on a long-term career path and now searching for a new position, you might want to hone your interview skills with our free Online Interview Prep Course. Email us to set up access at info@targetprofessionals.com.
Highly qualified candidates in the industry are sometimes forced to grapple with the stigma of being labeled “overqualified.” Often, hiring managers who encounter an applicant with a bounty of education or experience fear that they will be unable to meet the candidate’s salary requirements or other job expectations.
Having recruited in the industry for many years, I've come to understand people have various life/work factors where an "overqualified" candidate will apply for a less senior role with full awareness of a change in salary, work hours, work expectations, and work environment. These various factors, such as a new child in the home, relocation to a smaller community, downsizing to have more free time, are motivating factors that come to outweigh the step down.
According to human resources and staffing consultant Ken Gaffey, the phrase “overqualified” is often a code word that hiring managers use to express concern about a candidate’s fitness for the position. In order to get past the “overqualified” stigma and land your dream job, you have to be able to discern the true source of the hiring manager’s hesitation -- and then move in to neutralize it. These tips can help you move past the overqualified label and sail to success in your next interview:
1. Address the situation directly.
If there’s a special reason why you’re in the market for a lower-level position, it might help to discuss it upfront. For example, if you’re looking to establish yourself in a new field, or if you want to reduce your work schedule, let the hiring manager know.
2. Put your skill set front and center.
A great way to dodge the overqualified label is to take the focus off of your career path as a whole, and instead emphasize the skills and abilities you’ve picked up along the way. The functional résumé format – which job search gurus often recommend to recent grads and inexperienced jobseekers – may be the best option for highly qualified candidates, as well.
3. Signal your flexibility on salary.
One of the major reasons hiring managers shy away from highly experienced candidates is the perception that their salary expectations will be out of line with the position. If you recognize the difference in salary for the position you're applying, let the hiring manager know from the get-go how your expectations fit their range. Emphasize your unique value to the organization.
4. Make it clear that personality won’t be a problem.
The hiring manager may be worried that you won’t be able to work effectively alongside less-experienced peers. To allay these concerns, choose answers that will help you cast yourself as a humble team player who can get along well with people from all walks of life.
5. Let them know you’re in it for the long haul.
It’s often assumed that highly qualified candidates are just looking for a temporary job to tide them over until something better comes along. Leave no doubt that you intend to dedicate yourself long-term in your new role and that the company values speak to your professional goals and how you can help them achieve sucess.
Like many obstacles you’ll face in your job search, being “overqualified” is only a problem if you don’t take the opportunity to turn it around to your advantage! By carefully highlighting your skills and thinking strategically about ways to minimize the potential for problems, you’ll be able to turn this perceived liability into a strength.
For those "overqualified" candidates that have been on a long-term career path and now searching for a new position, you might want to hone your interview skills with our free Online Interview Prep Course. Email us to set up access at info@targetprofessionals.com.
Saturday, May 23, 2009
Economy of Lies?
Would you tell a big, fat lie to get a job? Have you been bold-faced lied to in an interview? This past few weeks I've had more than the usual number of people lying to me in an interivew. What gives?
I think most managers realize that there will always be candidates that tell white lies, exaggerate their experience or make up a degree in the interview process. It's an understandable failing in confidence. However, since our "economic downturn", I've seem to have had an unusual number of people tell big lies that have had big consequences. Is there a correlation between bigger lies and the economy?
I'm not sure what's the issue but it's a real issue to me. When I call a candidate, it's my intention to do whatever I can, with all my knowledge and resources, to help that person find a position that will satisfy them and make them want to get up in the morning happy to go to work. Not just to pay the bills, not just to put in time, but to be truly happy. Sometimes that means putting what I would like to see happen aside. I take a personal interest in seeing candidates succeed. So, when someone tells me a big whopper it really chaps my hide. Let me explain.
I spoke with a guy this past week that seemed straight up, knowledgable, and ernest in his desire to work with a good company. I put him forward to the client. He was asked if he applied for a position with this company previously to which he replied, "no". My client let me know they had spoken to him directly before just three months ago and another recruiter put him forward recently as well. To add to the issue, there was someone else similar and I thought my client was confusing the two candidates. Here's the rub. I told my client he was confusing them and please take a look again because, by now, the candidate had twice said he didn't apply previously. In the end, my client sent an email the candidate wrote to him. Busted.
Busted, but to his credit, this candidate actually apologized for his lie and the trouble it caused. In the end however, this lie caused the most trouble for the candidate and it will carry with him for future career searches. That's too bad because he really needs a job in these tough times. Tough times can lead to drastic measures but do the means justify the ends?
If he reads this blog, or someone else who's tempted to lie to get a job does, let me end by quotingBuddha who said,"the only real failure in life is not to be true to the best one knows".
I think most managers realize that there will always be candidates that tell white lies, exaggerate their experience or make up a degree in the interview process. It's an understandable failing in confidence. However, since our "economic downturn", I've seem to have had an unusual number of people tell big lies that have had big consequences. Is there a correlation between bigger lies and the economy?
I'm not sure what's the issue but it's a real issue to me. When I call a candidate, it's my intention to do whatever I can, with all my knowledge and resources, to help that person find a position that will satisfy them and make them want to get up in the morning happy to go to work. Not just to pay the bills, not just to put in time, but to be truly happy. Sometimes that means putting what I would like to see happen aside. I take a personal interest in seeing candidates succeed. So, when someone tells me a big whopper it really chaps my hide. Let me explain.
I spoke with a guy this past week that seemed straight up, knowledgable, and ernest in his desire to work with a good company. I put him forward to the client. He was asked if he applied for a position with this company previously to which he replied, "no". My client let me know they had spoken to him directly before just three months ago and another recruiter put him forward recently as well. To add to the issue, there was someone else similar and I thought my client was confusing the two candidates. Here's the rub. I told my client he was confusing them and please take a look again because, by now, the candidate had twice said he didn't apply previously. In the end, my client sent an email the candidate wrote to him. Busted.
Busted, but to his credit, this candidate actually apologized for his lie and the trouble it caused. In the end however, this lie caused the most trouble for the candidate and it will carry with him for future career searches. That's too bad because he really needs a job in these tough times. Tough times can lead to drastic measures but do the means justify the ends?
If he reads this blog, or someone else who's tempted to lie to get a job does, let me end by quotingBuddha who said,"the only real failure in life is not to be true to the best one knows".
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