Having and maintaining a top-notch staff is one of the most fundamental elements of success. So why then, according to Stanford Professor of Organizational Behavior Jeffrey Pfeffer, are negative workplace environments prevalent enough to be the 5th leading cause of death in the United States?
Never underestimate the significance of the first impression, especially in regard to interviews for employment opportunities. It’s no myth that interviewers lean heavily on first impressions and several factors can impact their decision to move forward with you as a viable candidate. If you believe you’re worthy of serious consideration as a potential employee, it’s important to be mindful of the following:
Schedule your interview appointment appropriately.
Plan to be there for a sufficient amount of time. Try to avoid scheduling the interview right before any other important engagements. It’s disrespectful and unprofessional to rush during an interview. Most interviewers follow a procedure, so you’ll want to make sure you don’t omit any steps that could create any inconvenience for hiring managers.
How you look and what you’re wearing should be considered nonverbal communication. Your appearance is the first face-to-face communication you’ll have with an interviewer, so it will be the first thing interviewers assess. Dress in a manner that’s professionally appropriate. It is rarely appropriate to “dress down” for an interview, regardless of company dress code policy or how you would dress on the job. Dress neat, clean, and conservative.
Be sure to complete any interview prerequisites that are asked of you. These include forms, applications, assessments or tasks. It’s always a good idea to bring a copy of your resume with you to the interview. It should be current and include significant details such as employment dates and reference contact information. Never make an interviewer wait for you while you scroll through your phone to find such information.
In addition to being prepared, always be on time for your interview. Being late will not only create major inconveniences for the interviewer, but also ruin your chances of being considered as a serious candidate. Most hiring managers have zero tolerance for tardiness.
Maintain a good attitude/do not complain or express disappointment.
Many interviewers have a thorough process which all candidates are required to follow. These interviewers have a legal responsibility to process applicants using the same procedure to ensure fairness. Certain steps of a process can seem tedious or unimportant to outsiders. Understand that procedures such as these are created to make efficient hiring decisions and lessen employee turnover. If you’re serious about a desired position, it’s important to be patient with the process. Not only is it insulting to complain, but it is indicative of how your attitude in the workplace could be. Managers aren’t eager to hire someone who is seemingly uneager to work.
Use formal language (avoid being too casual).
The goal of an interview is to influence the interviewer to hire you. Verbal communication is a catalyst for gaining this influence. Although you want to have good rapport with an interviewer, it is important for your language not to get too relaxed or informal to the point of seeming unprofessional. Controlling how well you present when you speak impacts the level at which you will be invited back for an employment offer.
If you are interested in a detailed report of your own personalized Interviewing Insights, contact BRANNON PROFESSIONALS today!
firstname.lastname@example.org // 901.759.9622 or 662.349.9194
How many chances do you get to make a good first impression? One. When it comes to making that first impression, you have a few seconds to give that "WOW!" factor. Someone usually gathers an impression of you in fewer than 20 seconds.
As you begin preparing for your next job interview, you want to make sure you do everything you can to make an excellent first impression. While it is very important that you do your best during the interview, you also have to make an impression before the interview even starts. You have to look like you are showing up for an interview.
We want to help you make the best impression possible during your upcoming job interview. So to accomplish that, below are some dressing mistakes you should avoid:
If you want to make a positive impression at a job interview, do not wear a hat. A hat does not give the professional look that you want to achieve. Even if you do not like the way your hair looks that day, do not place a hat on your head.
You want your hairstyle to give a professional vibe, but you also want your hairstyle to be trim and neat. Do not choose a hairstyle that will result in you constantly touching your hair. You do not have to use your hair to make an unbelievable impression. You want the person interviewing you to notice your skills and talents, not any outlandish hairstyle.
Clothing for Men
You should avoid wearing a suit that has bright or bold colors, stripes, plaids, etc. If you are going to wear a suit jacket, you should make sure the jacket matches your pants. Do not wear jeans to your job interview.
It is important that you have your own interview attire because if you wear something that is too small or too big, it will be obvious that the clothing does not belong to you. Having the appropriate attire for a job interview is a priority, so be wise, and make this investment. It will be worth it.
Clothing for Women
Avoid showing too much skin at your job interview. This means you should avoid showing too much of your arms, thighs, chest, stomach, etc.
If you walk into the interview with a very short skirt, you may not give the most professional impression. Make sure your skirt reaches the tops of your knees or goes below your knees. Choose tops and dresses that are neither low-cut nor sleeveless.
We understand you want to look and smell your best at an interview, but it is also important to know when too much is too much. Do not go overboard with the makeup. While we all like smelling our best, it is not wise to spray too much perfume on yourself. Many people are allergic to certain scents, and you do not want your interviewer to be overwhelmed by or have an allergic reaction to your perfume.
Jewelry (Men and Women)
Avoid wearing jewelry that is too flashy or too big. When jewelry is oversized, it can make noises which may be distracting to both you and the interviewer. Both women and men should avoid wearing an excessive amount of jewelry. Men should limit themselves to wearing a watch and a maximum of two rings.
When you are preparing for your next job interview, it is important that you keep these things in mind. Your next job interview can ultimately be the one that changes your life for the better. You want to dress for success and make an unforgettable impression at your next job interview. Are you ready?
For additional interview tips, check out other Brannon Professionals' blog posts related to interviewing. Simply contact us today.
To read Part 1 of this article, CLICK HERE.
After researching this topic of engagement and retention and reviewing the statistics, three avenues for resolving the issues stand out. They are the initial interview, the stay interview, and nontraditional benefits. When incorporated well into your hiring, benefit and retention methodologies, you should see improvements in both employee engagement and employee retention.
1) THE “INITIAL” HIRING INTERVIEW
Take a moment to consider the types of questions you ask employees before hiring them. Also ponder the questions you ask candidates' references, if you are in the habit of checking references. Finally, consider all the screening methods your business consistently practices when hiring a new employee.
Initial hiring interviews are extremely important, so I hope that you do conduct interviews and go through a proper screening process.
However, along with the interview, there are a few additional methods of screening candidates which may or may not yet be a part of your company’s hiring process. They are processes which could directly affect your new employees’ engagement and retention rates.
The processes involve finding intelligent, energetic, and motivated people who are also individuals of integrity. Perhaps you agree and wonder, “Yes, but how do I do this?”
Here are a few ideas to get you started:
ASSESSING INTELLIGENCE: How do you find an intelligent employee? Do you request a copy of the candidate’s college transcript? Of course not! That’s not the type of intelligence to which I am referring.
Rather, it’s an emotional intelligence. According to TTI Success Insights' website, their emotional quotient assessment accurately measures one's "ability to sense, understand and effectively apply the power of overall emotional well-being to facilitate higher levels of collaboration and productivity."
However, if you wish to assess intelligence by testing a candidate's aptitude for learning and problem-solving, Brannon Professionals utilizes a tool that I like to call the "How well do you think on your feet?" test. Contact us for more information on either of these assessments.
ASSESSING BEHAVIOR: A high-energy employee is often deemed as the most preferable. Sometimes we label people as introverted (with supposedly low energy) and extroverted individuals as high energy. If this is your habit of labeling, you may want to reconsider, because this is absolutely wrong thinking when it comes to hiring successful employees.
I know extreme introverts who have learned skills which have made them top salespeople. I have also seen extroverts with so much energy that they had a difficult time focusing on tasks requiring great detail, yet were exceptionally skilled in building relationships with customers.
Having candidates and employees complete a personality or behavioral assessment, such as the DISC hiring and management tool created by TTI Success Insights, can remove our biases and offer definitive insights about potential candidates on both sides of the equation so that the right candidate can be hired from the get-go.
As to motivated individuals, hiring managers should not blindly go after the spunky, energetic candidates who seem to really want the job and be motivated by the job description. Go deeper by discovering the candidate’s natural motivators and asking employees to take the TTI Success Insights’ 12 Driving Forces or PIAV assessment. It will reveal a candidate’s true motivations in life and in the workplace. You want the candidate's motivators to align well with the actual job for which they are a consideration. If their motivations are a good match, then it may be time for a job offer.
Finally, there is the matter of finding employees with integrity. This is a topic previously covered in a Brannon blog post. Integrity ranks high on the list of most desirable traits in a job candidate. Honesty, accountability, transparency, humility, trustworthiness, and responsibility are all important aspects of this noble yet sometimes uncommon character trait. People who do what they say they are going to do and those who willingly provide a reasonable account of "why" when they can’t keep their word are such a valuable asset to an organization! A candidate who attaches importance to these respected principles for living and has a reputation for practicing them in previous jobs, s/he is someone to rank high on your potential candidate list.
2) THE “STAY” INTERVIEW
I have often wondered why new owners and managers do not re-interview their employees, at least in the most basic fashion, especially when there isn’t an overabundance of employees. The point of doing this would be, of course, to get to know your people, their interests, skills, motivations, and aspirations. You want to know why they stay with the company and also understand any reasons which might cause them to leave.
With this idea in mind, what about having owners and department managers conduct stay interviews? These would be conducted with all employees, regardless of how long they have been employed. The interviews would simply be modeled and toned differently from the initial hiring interviews.
Try to conduct stay interviews every 1 to 1 ½ years. Questioning should be focused on conversations which create insights regarding employee satisfaction with his or her job, coworkers, salary, management, workload and the company itself.
Your choice of the following potential stay interview questions may be shared with employees ahead of time:
How would you rate your level of joy and satisfaction with the work related to your current position? With the relationships you have developed among your coworkers? With your supervisor(s)? With the company? (Note: Use a 1-10 rating scale.) When a low rating is noted, try to discover the basis for the low satisfaction. It may be something as simple as a bad odor or the temperature in the office or as complex as a moody coworker or being subjected to subtle biases.
Based on a definition of employee engagement, how would you rate your current level of engagement with the job?
What single aspect of your job brings you the most satisfaction?
Bring up salary history and discuss possibilities for raises. Ask about needs and expectations, goals, and any pay increase limitations due to top-out pay, lack of education, etc.
Ask if the employee feels appreciated by his or her direct supervisor, the department manager and by the company?
If we could do one thing for you, what would it be?
What, if any, work-related task brings you the most stress after you leave the office?
Ask about a single challenge s/he is facing, and then discuss how management might help change the situation for the better. Occasionally, this might involve a delayed conversation.
Ask about the leadership role in which s/he is currently involved, if any. Are you satisfied with your current level of leadership opportunities? Are you hoping for advancement opportunities? If so, in what role? As a manager, be as prepared as you can be to discuss the possibilities, if any truly exist, and on what basis a potential promotion might occur.
Do you have any new skills, educational goals, or company related interests that you would like to discuss?
Ask for suggestions about the person’s job, the department, work flow, office relations, company, and anything else which might be on the interviewee’s mind. Write these suggestions down and study them as sincere recommendations. Work to implement any suggestion you deem wise. Follow up with the employee and keep him or her informed of developments regarding the suggestions.
3) THE ADDITION OF NONTRADITIONAL BENEFITS
Hopefully, your company already offers the most basic, traditional benefits. These include medical, dental, vision, and 401K offerings. If you do not offer these, they should become your top priority. Make them available and just as affordable and beneficial as possible for your employees.
However, other nontraditional benefits can be very effective in persuading new hires to jump on board and be a part of your business. Benefits which provide flexibility, reimbursement, life assistance or even fun will go over best with your employees. The goal is to be certain that your employees know how much they are valued and personally appreciated for their contributions to the company’s overall success.
Here are a few suggestions regarding the offering of nontraditional benefits:
For new parents, what if you offered a little extra cash in the form of a gift card to help offset the costs associated with having a newborn in the house?
Freebies like once-a-month meals, special event tickets, company paid lunches, out-of-office freedom on birthdays, or yummy treats for your department tend to go over extremely well with employees.
People love their pets, so perhaps company-provided pet insurance would be a perk.
Recent graduates tend to appreciate employer assistance in paying off student loans, and it's one way to help retain employees.
Employees seeking to further their education could do so more easily with tuition reimbursement options.
Who doesn’t enjoy a fun, company-wide outing or party?
Built-in gyms (or free gym memberships) and on-site daycare are also popular perks.
Food and retail discounts, even 10% off ones, can be very beneficial to the pocketbooks of hourly employees especially. Why not pursue these in the form of a company discount card and share?
Begin offering cancer or critical illness insurance options.
Offer a limited but flexible amount of paid time off (PTO) to complete volunteer work in the local community or in areas devastated by natural disaster.
Offer 4-5 hours of flex time per month for employees to leave early and attend kids’ activities and events OR ½ day of flex time to leave early on Friday once per month to enjoy the afternoon or to manage doctor’s appointments, etc.
Offer the flexibility of telecommuting. This can benefit the person as well as the company.
Have an employee-of-the-month and provide them with free, on-site car detail service.
Allow employees to earn vacation time in incremental measurements rather than requiring them to work an entire year without vacation time.
In summary, what happens when a business or an individual doesn't really have all that is needed to survive? Stress increases for the employee as well as for the company leaders. Yet stress can be relieved.
Discovering and incorporating new ways of meeting your employees' most practical needs can be a powerful tool in increasing both employee engagement and retention. Why not explore these options today?
Contact Brannon Professionals today to learn more about our customized and cutting edge hiring tools.
Do your employees love what they do? Are they fully engaged? If not, as a business owner or manager, have you yet determined the best and most practical ways to build engagement among your staff?
Furthermore, is retention a problem for your company? Do employees come and go way more often than management would prefer? Do you understand why employees are leaving your place of employment after working mere months or a year, maybe two?
These are engagement and retention questions all hiring managers need to be asking themselves and then seeking appropriate solutions - if any level of maintenance is needed.
As you ponder upgrades to your current engagement and retention strategies, consider the following regarding employee satisfaction, salary and benefits:
When is the last time you did any of the following with your employees?
- Conducted an employee satisfaction survey?
- Reviewed employee benefits to see what might be done differently?
- Increased the benefits budget for your employees - to offer more perks rather than simply maintaining the status quo?
- Spoken with each of your employees, whether employed for one year or ten, to review their position, job duties, aspirations, and level of satisfaction within the organization?
Please note the following 2017 statistics regarding both traditional and nontraditional benefits:
According to ICIMS, a software company, 92% of full-time employees believe that companies (which) offer nontraditional benefits are more likely to recruit top-tier talent.
Aflac learned that 96% of employees who are satisfied with their benefits are (also) satisfied with their jobs.
A Barclays survey revealed that 87% of employees from Generation X (born between 1965 and 1980) and Generation Y (millennials born between 1977 and 2000) feel that their current benefits package is not sufficiently flexible to meet their personal and financial needs.
Workforce 2020 conducted a survey to learn which benefits would increase engagement and loyalty among employees, and here are the prioritized results:
- 40% - compensation
- 36% - better benefits
- 34% - career advancement opportunities
- 31% - training/education
- 18% - coworkers they like
- 18% - corporate culture
Moreover, a CareerBuilder study suggested the following as the best ways to boost employee retention:
- 70% - increasing salaries
- 58% - better benefits
Either way, it is obvious that compensation and benefits are of great importance to a majority of employees and potential new hires. That said, what is an employer to do?
Well, there’s a little bit of supply and demand logic that can be applied to this situation. You have employees who desire higher wages and better benefits. Perhaps the company has the money and cash flow to oblige these demands (a.k.a. felt needs) – perhaps not. However . . .
Are you willing to reconsider ways in which you might “supply” the “demands” of your employees? Do the research. Survey your staff for their preferences and most pressing needs and concerns. Then (re)prioritize your company's budget and the effort to increase sales and profits so that you can meet real needs and share “more” with your employees.
Check out Part 2 of this article on Thursday, August 9.
Here's a preview of the introduction . . .
After researching this topic of engagement and retention and reviewing the statistics, three avenues for resolving the issues stand out. They are the initial interview, the stay interview, and the inclusion of nontraditional benefits. When incorporated well into your hiring, benefit and retention methodologies, you should see improvements in both employee engagement and employee retention.
"Job hunting is hard! Take it from me!"
- Katie H.
I thought I did everything right. I completed my B.A. in four years, got a M.A. abroad, did multiple internships, and earned excellent references. Yet it still took me six months post-graduation to find a job.
Fortunately, a friend recommended that I apply with a local recruiting firm to see if they might have anything that I would be a good fit for. I did so, not quite understanding what I was signing up for, and they were able to help me find a job.
If you're having a difficult time catching employers’ attention by searching for a job using traditional methods, read on. Below are four reasons why you might want to give "recruiting firms in my area" a Google.
1. Some recruitment firms will take the time to get to know you.
Many recruiters will take the time to really get acquainted with their job candidates. Unlike applying directly to an employer who will toss out your resume if they have any questions or hesitations about it, recruiters will want to explore your career goals and motivation, your employment history, and what valuable skills you might bring to the table.
Some staffing firms, including Brannon Professionals, may also ask you to take a personality or behavioral assessment. This will help the recruiters understand the kind of work environment in which you'll really thrive.
Remember, this is their business. It's as much to their benefit as yours for them to get to know you. You want them to be armed with as much insight about you as needed so they can effectively promote you to the companies and HR managers they serve.
2. You will have an advocate.
How many times during your job search have you heard from a well-meaning aunt and or a fellow disenchanted job-seeker the words, "Well, it's all in who you know!" when it comes to finding your perfect position? I heard it a million times. And unfortunately, they’re not wrong. Having someone put in a good word for you makes you exponentially more likely to get hired.
With a recruiting firm, you're making free connections with people who can go to bat for you. The recruiters want to place you in a job that's a good fit for both you and the company. So, when you and your skills are a match for an open position, they're going to do all they can to help the company understand why hiring you is the right choice.
3. You might be considered for multiple jobs at once.
The whole point of a recruiting firm is that they're staffing for more than one job at a time, which is a huge benefit to you. If you're looking for a job as an administrative assistant and the firm has three admin positions that they're trying to fill, it's possible that they will promote you to all three companies. This means that your resume will be seen by more hiring managers. You will have more options AND a greater chance of success than if you were going it alone.
4. You'll benefit from free coaching & advice.
The goal for recruiters is to help their clients find the right person for the job. If you are a skilled and professional candidate, the recruiters will want to promote you to the companies for which they're staffing. Moreover, if they think your resume could use some brushing up or that you might benefit from some tips on making a good first impression during the interview process, they'll be more than happy to coach you if you're open to it (just ask). This is especially helpful for recent graduates or for those who don't have a lot of interviewing experience. Even if you don't get hired through the recruiting firm, you can hold onto this advice and use it in the future. Plus, it's completely free to you!
We all know how tough it is for people to find work. With more qualified candidates than ever flooding the job market, you've really got to work to make yourself stand out. If you know you are a great candidate, but you're just having a hard time getting that edge, try working through a recruitment firm. They can help you find your perfect fit!
Contact Brannon Professionals today at 662-349-9194 or check out our available jobs at www.brannonprofessionals.com. You can also email a copy of your resume to email@example.com. We look forward to working with you and wish you the very best in your job search.
The Candidates We Love
I have a friend who has been a part of my life for decades now. She is incredibly smart, innovative, bold, entertaining, supportive, and often extends kindness to some of the most mean-spirited people in her circle of influence. We get along great, but there are several jobs for which I would never hire her, primarily because she likes (even prefers and needs) to color outside the lines.
We like who we like and often want to hire these individuals. However, neither our preferences nor our biases should be the standard for hiring a candidate. Our sincere feelings about a person shouldn’t be the rule of thumb either although many times one's gut instinct is accurate. So, what is our best course of action for choosing a candidate who will be successful not only in the job but also within the ranks of the company itself?
Candidate Values Versus Organizational Values
Yes, employers today must look for the best of humanity, the brightest individuals with the strongest work ethic and highest degree of integrity, while also embracing gender equality and racial diversity. However, in selecting the right person for a job, there remains something else of paramount importance: organizational values. Hiring managers need to be acutely aware of the values which are priorities for the company, its owner(s) and its managers, and they need to know how to screen candidates for these values.
Organizational values may be written down as policy, touted as part of the company’s branding, or merely perceived. Yet these values are directly connected to the organization’s daily action plan and its perspective regarding many issues. Company values are all about defining the culture of the workplace and the core beliefs underpinning its standard systems of operation.
Categories of Company Values
Interestingly, organizational values can take on myriad beliefs, practices, and virtues such as those listed below:
Category 1: Values Related to Virtues & Ideals
Strong Work Ethic - Fairness - Courage Honesty - Integrity - Respect - Dignity Unselfishness - Listening - Caring - Serving Doing the Right Thing - Diligence - Trust Generosity - Excellence - Believing in People - Humility - Goodwill
Category 2: Values Requiring Relationship
Partnerships - Open Communication - Healthy Competition - Dedication to Others - Teamwork - Authenticity - Connections - Collaboration - Diversity - Customer / Client / Coworker Relationships - Community
Category 3: Values Regarding Personal Effort
Accountability - Self-Discipline - Self-Improvement - Engagement - Responsibility - Empathy - Follow Through - Restoration - Flexibility - Balance - Giving - Learning - Empowerment - Passion - Optimism - Leadership - Creating Opportunity - Discovery of Truth - Bold Approach
Category 4: Goals & Values Reflecting Achievement
Innovation - Results - The Bottom Line - Excellence - Continuous Improvement - Optimization - Impact - Product Quality & Reliability - Safety & Compliance - Job Satisfaction - Impact - Exceeding Expectations - Creating Lasting Value - Being the Change - Growing with Purpose - Dreaming Big
I love making lists, and this one fascinates me. Did you find yourself immediately labeling your own goals, virtues and values as well as the company’s as you read through the various descriptors? If so, that’s because we know ourselves and the companies we work for rather well. In our minds we know and understand core values, whether the organizational values have been voiced aloud and promoted or not.
However, companies are made up of employees with diverse backgrounds and opinions, and not everyone is looking out for the company’s best interests. Hopefully, as a hiring manager, you are an exception to that unfortunate reality.
Hiring for the SPECIFIC Values Which Enhance YOUR Company Culture
If you want to build a stronger company culture, one that respects organizational values, start making wiser hiring decisions. Using assessments, we recommend that you evaluate your top job candidates' personal values to determine which individual would be the best fit with the organization's own values. Then, based on the results and all other important screening factors, try to hire those candidates who will fit naturally with the core values and principles of the company. Many times, certain managers may want to hire their own people, their own way, but as a matter of policy, insist that all future candidates be assessed and their values weighed carefully before moving forward with a job offer.
Consider these words from the FastCompany.com article, "How To Find A Job That Aligns With Your Values". It is from the candidate's perspective but insightful nonetheless.
" . . . one of the keys to feeling engaged at work is aligning your own idiosyncratic values with those of your organization, your team, and your direct manager – when you’re all working together towards something you believe in. That makes for a virtuous circle: When people pick jobs that fulfill basic psychological needs, motives, and values, they immerse themselves more in their work, experience higher levels of job satisfaction, and their productivity rises."
Suggested Method for Evaluation of Candidates’ Values
At Brannon Professionals, we utilize the TTI Success Insights® assessments, one of which is the Personal Interests, Attitudes and Values assessment. It is effective in measuring the WHY behind an individual’s actions. The assessment will rank an individual’s interests, attitudes and values into 6 categories of motivation:
Theoretically-motivated – refers to those who thrive on gaining knowledge and information
Utilitarian-motivated – these individuals strive to maximize both their time and resources
Aesthetically-motivated – people focused on seeking balance, harmony and personal development
Socially-motivated – people who love to help others and their causes
Individualistic – motivated by a desire to obtain authority and power
Traditional – individuals with this mindset are seeking a system for living
The Value & Insight Assessments Provide
We do business with a client who prefers to hire primarily those individuals whose traditional values rank first, second or third. Why? In part, it is because they have learned from experience that employees with traditional values tend to work well in an environment where tried and true approaches are commonly practiced and highly valued. This is directly related to a person respecting and valuing an established system versus someone who is flexible and inconsistent in their approach to decision making.
Another client works in the tourism industry. When they hire administrative and customer-service staff, the preferred candidates will typically be socially-motivated. Because these jobs / trips can be so exhausting, those who are naturally inclined to help meet the needs of others and find their satisfaction in doing so are the best types of people to hire - as long as they also meet the other qualifications which the job itself requires.
If you would like our assistance in gaining access to these assessments and subsequent reports, please visit our website or contact us directly at 662-349-9194 or 901-759-9622.
Trying to decide what to wear for a job interview can be one of the most stressful parts of the interview process. You stand in front of your closet wondering whether that neckline is really too low or if those shoes are inappropriate for a work interview. If you've been struggling with the outfit choice for your next interview, you may want to consider these four tips.
1. Sit down in your outfit.
Whether you're purchasing a new outfit or selecting one that's already in your closet, make sure that you don't just stand in front of the mirror to stare at it. Take the time to sit down in it!
- Does that skirt ride up uncomfortably high when you're trying to sit, making it impossible for you to cross your legs in your preferred position?
- When you lean forward, do you display more cleavage than you intended?
- What about the buttons on your shirt: do they gape in just the wrong place once you're no longer standing?
- Are your pants or skirt too tight and no longer reasonably comfortable?
- Are the pants too short?
- Do your socks fit well or fall to your ankles? Do they match?
- Is the suit jacket too snug, or can you move about easily?
Since the odds are great that you'll spend the majority of your interview sitting down, make sure that your outfit still fits well in that position. You want to appear neat, professional, and completely at ease in your chosen attire.
2. Wear your outfit for a little while.
If you have the luxury of a little spare time before your interview, put on your outfit and wear it out. Consider the way it wears when you've had it on for a few hours. A neckline that looked just fine in the dressing room may dip uncomfortably low after a few hours while pants that look great when you first put them on may lose all of the creases and look wrinkled and unkempt by the time you manage the car ride to the interview.
If you know the potential problems with your outfit, you can either avoid them or change the outfit. On the other hand, if you're wearing the outfit for the first time on the day of the interview, you could end up blindsided.
3. Don't go with the uncomfortable shoes.
Yes, you want to wear professional shoes that are appropriate with your outfit. However, you don't want to wear professional-looking shoes which are so uncomfortable that you can barely walk in them. Uncomfortable shoes will increase your discomfort, especially if you need to be escorted through a large office building or if you're invited to meet other members of the team following the interview. Instead, invest in a pair of shoes that are both comfortable and professional. Then, even if you end up on your feet, you'll still be ready to meet any challenge that comes your way.
4. Choose some color.
You don't need to come in dressed in the brightest outfit in your closet, but the color you add to your interview outfit can have a substantial impact on how your future employer views you. Add a pop of color in the form of a tie (for men) or choose a colored dress shirt (either gender). Colorful shoes or a lovely piece of jewelry can add the color a woman needs to increase her confidence and improve the vision employers have of her. Keep in mind, however, that you should keep all of your accessories understated and appropriate to an office environment.
You want to walk into your job interview confident and ready to nail it. While your list of qualifications, work experience, and an optimistic attitude will go a long way toward determining whether you'll get the job, the outfit you choose for your interview has a huge impact on the first impression you'll make with your future employer. By following these tips, you can dress for success and improve your odds of landing the job of your dreams. Ready to put your name in for more of those jobs? Contact BRANNON PROFESSIONALS today to learn how we can help.
You read the title of this article correctly. Employee retention is, the experts say, no longer a priority goal for HR Managers. While no one wants to lose a recently-hired employee to another company after mere months, ensuring the long-term retention of employees isn’t necessarily an imperative anymore.
It has to do with the still-recent recession and the restructuring of companies. The advancements being made in artificial intelligence (AI) even play a role. It has to do with Gen Y (the Millennials), Gen Z (the Centennials), and their outlook on life. Lastly, to ensure the growth and success of the company, a strategic move for a good employee with potential is sometimes simply necessary.
Allow me to address these four points individually . . .
What Downsizing Means to the Job Market
Companies are decreasing in size and looking to accomplish their goals with a much smaller staff. When the need arises for a specific skill-set, the company hires the person for a job on a “permanent” or contractual basis. And the competition for these jobs is fierce. However, many of the positions are not truly permanent. They are short-term permanent jobs intended to fulfill an exact set of goals ushered forth by management. Once the goals are met, the position is terminated.
More and more companies are embracing the gig economy in which employees are hired as needed to fulfill the needs of the business. Therefore, hiring managers are seeing and will continue to see resumes that reveal many short-term jobs, rather than simply a few long-held positions. The reasons for all the jobs may vary, but know this without a doubt -- seasonal layoffs, downsizing and outright termination of positions are all part of the employee experience (and resume) now.
The Future of the Workforce Alongside the Advances in Artificial Intelligence
As we move towards 2020 and the AI possibilities rapidly increase, even more jobs will be eliminated as robots perform jobs which humans once performed. Employees may be hired or kept on the payroll for a transitional period, but after that, the individual will need to find a new job, perhaps even a new occupation in a different industry.
That’s where the younger generations come in. Millennials and Centennials have been working with technology since they were youngsters. They multi-task better than any generation before them. Because of technology, their world is smaller. They think globally, travel internationally and are passionate about work being done (or not) all over this world. They dream of doing the work and plan for it, with or without a so-called permanent job. Side jobs, volunteer work and the entrepreneurial spirit are alive and well in Generations Y and Z.
What Today’s Workers Want
According to Dave Clark, who is a staff writer for TTI Success Insights, today’s employees are seeking job satisfaction and opportunities to utilize their strengths and capabilities. They want to experience the thrill of success more quickly than our parents and grandparents ever anticipated experiencing it in the workplace. Yes, money matters, but for our newest generations of employees, it is not the primary motivation.
Even if it means working one to three years with a company and moving on, then so be it. Millennials and Z-ers want to seize every good opportunity which will keep them engaged, and they’ve got the skills, energy and passion to make it happen.
Here’s a prime example:
We have a young couple with two children living in our small, growing Mississippi town. They moved there driving an old station wagon with plans to renovate a needy downtown store front piece of property. They did it a little at a time. The store they eventually opened was a success. So was the café that was added shortly thereafter. When they hired a top-notch chef, it did even better. They invested in the space next door and expanded the size of the store and café. A few years ago, the wife and chef wrote a wonderful cookbook together which continues to sell well around town and beyond.
In the meantime, more renovations were completed down the street where the husband established a school. He teaches high-school students valuable technical skills and then sees that they find good jobs / internships upon completion of the program.
Our little town was recently featured in the Wall Street Journal - thanks, in part, to the hard work and success of these two millennials. And I believe the old station wagon is still running its course.
Strategic Moves by Your Employees (and YOU)
What does a hiring manager do when an employee wants to grow and develop their skills, but there simply isn't a good opportunity to do that - for whatever reason? Do you make promises to the employee that you know you probably won't be able to follow up on - just to keep them on the payroll? Provide insufficient, small opportunities to grow? Offer an increase in salary?
Do you ever dare to tell them it may be time to leave the company - knowing that you will have to refill the position and retrain someone else? What if leaving is what would benefit the employee and the company the most? Dissatisfied employees, especially those voicing their disappointments to other employees, can affect company culture in negative ways. And how "engaged" do you think a disgruntled employee really is? Their mind may be more "engaged" in finding a better opportunity rather than on the daily tasks presenting themselves.
If the employee is exceptional but your hands are tied, why not encourage a healthy and strategic move wherein they might gain more "managerial" or "technical" expertise? Then let them know that they are more than welcome to reapply at a later time if they would like to do so. Give them your blessing. Don't boot them out the door. Don't burn your bridges. Assure them of your support and future recommendation - if they honestly have it. You are simply widening the company's talent acquisition pipeline. They might even be able to refer strong candidates your way. Ask!
When an employee leaves on good terms and with a good attitude, it may be possible for them to train the person taking their place. Communication is key, but it can save a manager much time and stress - especially if the departing employee sees it as an opportunity to improve their reference from the company and add a new skill to his or her resume - that of training coach or mentor.
How do we as hiring managers process this information? Moreover, how should HR managers, as employees, process and adapt to these new facts of life in 2018 and beyond?
These relatively short-term “permanent” positions are being termed micro-careers. Rather than working fewer than five jobs during your entire career, you may find yourself working double or triple that. Job hunters who have held multiple short-term positions may begin promoting themselves as experts with a vast array of experience across diverse industries, and it will be both true and impressive.
Preferred Experience & Skills
Which customer service agent do you want to hire? The one who has 20 years of experience with a distribution company or the one with 10 years of experience with a distribution company, a service provider and a retail store? The 20-year employee received training a few times over the course of her career; she perfected her customer service skills over time, and her performance was excellent. The employee with the micro-career types of positions has received training in modern day customer service techniques, has experience adapting those techniques as needed, excelled at all 3 jobs, and has both the certificates and the references to prove it. The latter was never dismissed from a job, simply laid off as the company saw fit.
Job Hopper or Better Candidate?
Both of the workers mentioned above would probably make great candidates. But today, in your current way of thinking about candidates, would you ever actually call the 2nd candidate whose resume is a little “messy” and can leave a hiring manager wondering, “Why does she do so much job-hopping?” Based on the micro-career insight, the better response may be, “I bet there’s a good reason why companies keep hiring her!” Then do the footwork to discover why.
Furthermore, let me pose this question, “How many HR managers do you know who have been replaced or terminated – not because of wrongdoing – but because the company downsized? I know a few HR professionals who prefer to work more as HR consultants than as HR managers. Perhaps that has something to do with companies needing HR advice but not wanting to invest in long-term/20-year salary commitments for that advice. Wrap your mind around it. One day, you may be the so-called “job-hopper”.
So, who’s left to retain exactly? Is employee retention really a non-consideration?
Ignore Retention Strategies?
I don’t believe retention can be dismissed entirely, but candidates today are (or should be) interviewing you as much as you are interviewing them. They don’t want a dead-end job. They want to embrace their newly acquired skills, utilize the latest technology, seek out opportunities to learn, grow and succeed, and then move on when they’ve topped out or met the company’s goals and objectives regarding their position. They want to be appreciated and respected for their achievements, regardless of age.
The Work of a Hiring Manager
Many of your long-term employees may be content, but some are bound to get caught up in the dreams and aspirations of Generations Y and Z. So know your employees and the level of satisfaction they experience with their jobs. Seek out their input regarding job, salary, benefit and growth priorities. Interview them again. Reevaluate the status quo as you may need to adapt to these new generations of employees. According to the Governance Studies at Brookings report, “How Millennials Could Upend Wall Street and Corporate America,” Millennials will represent 75% of the workforce by 2025.
As a hiring manager, you should be seeking the feedback of both your current staff as well as that of the candidates you are interviewing. You need to know and understand their new priorities and adjust your hiring (and retention) strategies accordingly. You want to be creating opportunities for your employees to explore new skills, excel in leadership roles, and feel excited about contributing to and achieving company goals. Every company and individual will vary in needs, but I believe a new pattern is being established in our workplaces – one that we would be wise to pay attention to.
For additional hiring and management assistance, contact a Brannon Professionals’ recruiter or business consultant today.
What is your Senior and Mid-Management recruitment strategy?
Does it involve poaching managers from your competition?
Do you recruit from within?
Perhaps you screen resumes for overall professional success?
Do you recruit college graduates with impressive intellects and cutting edge technical skills?
Do you go after candidates with the highest IQs or highest Wonderlic scores?
Maybe you simply hire by instinct the person you like the most and believe will perform best in the leadership role.
Does an individual’s emotional quotient ever influence your hiring decisions?
Emotional Intelligence Defined
In this article, we will explore the important role in which a person's emotional intelligence can and should play in the workplace.
Emotional intelligence basically pertains to one’s personal and social competence – how successfully a person manages themselves and others through self and social awareness. According to Daniel Goleman, an American psychologist, author and science journalist who helped to popularize emotional intelligence, the five key elements to it are self-awareness, self-regulation, motivation, empathy and social skills.
Robert K. Cooper defines emotional intelligence as “the ability to sense, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, connection, and influence.”
For just a moment, consider your top employees. Who is the best? The most trusted and respected? The one with the most overall success? It will more than likely be the one who has a high emotional quotient, and it may be a woman rather than a man. Ladies tend to be extremely aware of their shortcomings and often try to control and correct them. Many women also convey empathy quite well, and these are just a few reasons why management teams need not only men but also women as leaders inside their companies.
Do you measure your candidates’ emotional intelligence? If you are not currently in the habit of doing this, you may be out of the loop regarding what experts have to say about the potential regarding individuals with a high emotional quotient.
What are the potential advantages of hiring managers with a high emotional quotient?
Leaders will have greater control over their emotions.
Employer/Employee relations will improve as managerial skills such as effective communication and empathy work their magic.
Leadership will see positive changes in both engagement and production among staff.
Employees will experience an emotionally healthier and more satisfying work experience.
The work culture will become more inspirational as employees work together successfully towards common goals.
According to Laura Wilcox, the director of management programs at Harvard, emotional intelligence is much more than a “soft” skill. Having a high emotional quotient is kind of like a booster shot for an individual who already possesses the strong intellectual and impressive technical skills for which hiring managers are competing.
High EI enables men and women to become better managers. Daniel Goleman believes that 90% of the differences which exist between star and average candidates are related to the emotional quotient of the person.
Emotionally intelligent leaders practice self-awareness and self-management. Furthermore, they practice social awareness and excel in relationship management. While emotional intelligence may be somewhat of a natural skill, it is also a skill which can be learned, honed and perfected.
Managers such as these can help build the important foundation of trust, respect and positive attitudes among their staff. Employees want to be valued and respected, yet research conducted by TalentSmart revealed that 85% of business people do not “feel” that they are valued and respected by management. And according to an article from Harvard Business Review, this could be because most senior executives lack empathy.
However, because of their social awareness, emotionally intelligent managers can pave the way for smoother, more comfortable and friendlier conversation with their team members. They will be successful in helping those employees “feel” that they are valued and respected. When an employee feels valued, they automatically become more engaged with the company’s goals and objectives.
When true concern and respect are involved, the work employees do for the company and its managers becomes more personal. Both the relationships and the work matter – a lot – because the way in which the manager engaged with the worker was genuine.
“Authenticity requires a certain measure of vulnerability, transparency, and integrity.” – Janet Louise Stephenson
According to Aubrey Daniels International, discretionary effort is the level of effort people could give if they wanted to, but above and beyond the minimum required. Do your current executives and managers inspire “discretionary effort”? If they do not, your business may possess as-yet untapped potential increases in engagement, production and company morale.
As stated above, emotional intelligence is not a mere soft skill, it’s a game-changing skill for which you should be screening both your employees and best job candidates.
Consider these quotes and statistics from Inc.com regarding emotional intelligence:
75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust. - Center for Creative Leadership
If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far. - Daniel Goleman
In my 35 years in business, I have always trusted my emotions. I have always believed that by touching emotion you get the best people to work with you, the best clients to inspire you, the best partners and most devoted customers. - Kevin Roberts
Emotional intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80 percent of the "success" in our lives. - J. Freedman
What steps should a hiring manager take next?
Find a way to assess your employees’ and your job candidates’ emotional quotient. We use TTI Success Insights for all our behavioral assessments. Brannon Professionals also has its own Value-Added Associate on staff who is available to consult with hiring managers on the EQ assessments and follow-up reports.
Once you have a solid understanding of emotional intelligence and its effects in the workplace, begin training with your managers. Our consultant, Mark Brannon, may be available to provide this training.
Employees would also benefit from different aspects of EI training.
Incorporate EI practices into the company’s routines and strategies.
Measure increases and changes in engagement, productivity and morale.
Enjoy the success that EI will begin to usher into your business.
If you have additional questions about emotional intelligence or TTI Success Insights’ EQ assessment, please contact Brannon Professionals at your convenience.