I often receive messages from recruiters that contain a link to a job ad or just the whole body of that very same ad. That’s not what recruitment is about. If I’m interested in a job, I can see the ad on the job boards (or at any other medium) and there’s no need for someone to send me the message. I admit, having someone personally send you the message at least gives you a person to contact in case you are interested; but it’s easy enough to add the contact details in the job ad itself, so anyone can get more information before applying.
In a job market where you get dozens or hundreds of applications for single position, you have to choose the best applicants. This is a hard work, one that requires not only skill, but good intuition as well. When you hardly have any candidates however, which is the case in many high-tech jobs, screening is not enough. You have to attract the candidates first. And if you are going to reach them directly via e-mail or social web sites, it’s an even harder job.
When I started this blog 5 years ago, I didn’t know the term sign-on bonus. Back then I suggested offering employees a “welcome bonus” as an unconventional way to attract talent. It turned out it was already a common practice – one that gained a lot of popularity in the recent years.
Now, 5 years later, I still think sign-on bonuses need reinvention. What’s different between my original idea and all of the implementations I found is the reasoning behind such a policy, and I find my reasons closer to the “pay-to-quit”, first offered by Zappos in 2008. Continue reading
Originally published at LinkedIn
Nowadays there’s a lot of talk about “unlimited vacation” – with companies like Netflix, Virgin and 37signals offering employees as many days off as they want. This idea seems radical to most managers and there are even some critics that say such a policy is actually harmful for the employees – some statistics suggest that people who are offered choice of how many days they will take off, actually take less days than usual. Anyway, the movement towards extended vacation is well aligned with the general movement towards more flexibility in the workplace, so lets look at why such policy may or may not work.
There is a set of interview questions so common that we forgot their purpose long ago. Those questions are so common that the candidates are ready with some common answers as well. As recruiters however we ought not to ask the questions we have to, but to get the answers we need. And we may have to re-state those questions in order to get more meaningful answers – often, multiple times during the same interview.
Originally published at LinkedIn
In his article Should You Ever Work For A Bad Boss? Jack Welch suggest that one should choose the good company over the bad boss. But how can be there a bad boss in a good company? Bosses have a great of impact on the company – on hiring, retention, and overall on the performance of the employees. Keeping a bad boss for sure would cause of lot of damage. Welch’s argument is that the bad boss will eventually quit. My questions is whether this is actually a good company? Continue reading
Originally published at LinkedIn
Everybody talk about disengagement. There are studies showing that huge percent of the employees are disengaged and the idea of lifetime employment has gone. In tech, working 1 to 3 years for the same company is something usual, but not the years worked count – only the years the person was actually engaged in the job. I don’t want to waste time explaining how important engagement is, or proving that the majority of the people are not engaged. I’ll assume that if you continue reading this, you agree with the importance of engagement or you are curious enough to see what I’m going to suggest. Continue reading
The whole hiring process is broken: ineffective job ads, inability to assess candidates, interviews that do not reveal what we need to know, hiring the wrong people and inability to keep employees. It’s not a surprise that we end up with disengaged people.
The problem is that you can’t know anything from the CV and often you even don’t interview the people you need. The problem is that those people do not apply for a job in your organisation. The problem is that you are offering a job to people, which in the best case scenario reject the offer, in worst – accept it, just to leave in several months. The problem is that after all tests and interviews you really don’t know how the person will perform on the job. In short, the problem is that you are asking the wrong questions.
After you have conducted an interview (or more than one, if there are multiple interviews in your hiring process) and you have selected your top candidate, you are sending your job offer. This is your last chance to make the wrong move and to provoke rejection. This may happen if you didn’t do the job offer well or if you send it too soon – before you have actually won the candidate. Following are few advises that will help you to close the position successfully.
- The job is not only a position and a payment. Nevertheless, too often the job offers contain only the position the person will be hired for, and the salary she will receive. Start with a short introduction, explaining how your company will help for a great career, and what the employee will bring to the company.
- When you get to the salary, describe the review process – in what timeframe the salary may be reviewed, and what specific conditions are to be met. Make sure to include the whole package as well.
- You should not offer the minimum salary the candidate have requested. It’s well known that employees are often not that good in salary negotiations and that’s one of the hardest parts of the interview for them. Employers on the other hand often ask what is the minimum wage the employee would accept and they have their reasons for that. Make sure you know not only the minimum, but what payment will make the person happy, as well as what are her expectations for future raises.
- Requiring immediate response is also a mistake. Give the candidate day or two to consider the offer, letting her know that you’ll call to clear any questions she may have, then call to discuss it. After the offer is accepted verbally, you may send any documents the candidate needs to sign.
- Some companies first call to tell the offer. Although this gives the chance to discuss it in advance, it’s better to call after the candidate had enough time to consider your offer.
- Setting expiration date for the offer is not a good thing to do. I have seen job offers which expire in 3 days. Any attempt to apply pressure for the candidate to accept the offer is hurting your business. Instead of this, call the candidate and ask when you can expect a decision to be made, explaining that you depend on this to continue with your hiring process. Use this to learn as much as possible about what prevents the candidate to accept the offer immediately.
- Even if it’s discussed on the interview, include what expectations have to be met in order for the candidate to be considered a successful hire. This is extremely important if you have a trial period – it’s better for both parties if it’s clear under what circumstances the trial will be considered successful or not.
There’s always a chance for the offer to be rejected. You have to call and to ask for the reasons. Maybe the candidate is still not sure about the position. Never forget that the candidate may have multiple offers to chose from. And if she is currently employed, it’s even harder to chose your company. In that case it would pay off not to apply pressure, but to invest in longer relationship and approaching the candidate when she is ready to make the switch.
There is a good chance you’ll suddenly have a position opened, or urgent project with no suitable employee to do it. You know you need to fill the position as soon as possible. This however is a dangerous road to take.
If you reject a job applicant, you have to explain the reasons to the candidate. No matter if you reject the application after a test or an interview, or you decide the candidate do not meet the requirements right after receiving the application, you should always send an e-mail a short explanation why the application have been rejected. The reasons:
- You build positive relationships with the candidate. If you chose another one, but there’s a chance to hire this one in the future, this is a sure way to create good impression and to leave the door open for future collaboration.
- You may even inspire her to take action. When the candidate knows the reason why she was not chosen, she may work to improve herself and next time you have a position open she may apply again.
- More important, you open a communication channel. You may receive feedback in return.
- You give the change to the candidate to prove you are wrong, or to apply for more suitable job at your company. Hiring is a hard job and anyone is prone to mistakes. If you think the candidate do not meet the requirements, say so. There is a chance the CV is not good, but the candidate may be able to show her skills and experience.
- Last, but not least, this is a good marketing for the company as an employer. You’ll leave a positive impression, and you can be sure she will mention this when asked about the company. The rejected applicant may refer other candidates, and may turn into your client or partner into the future.
Sure, answering to every candidate requires your time, and your time is precious. But this is an investment in building relationships with potential employees and building a positive employer branding. The thing is, if you want to be successful in the long run, you have to develop your environment. If you receive CVs that do not give you any useful information to decide on the candidate, educate your candidates how to write a CV. If the candidates do not meet the requirements listed, there have to be reason for this. Sure, there always will be some candidates that obviously do not fit – some job hoppers, applying for any position, but it pays out to be kind with them too.
Take your time and make that investment!