Tag Archives: recruitment
Because business don’t care if you went to Harvard!
Seriously! So stop thinking your life would be so much better if you only got into (and graduated from) Brown. What does business want, if not self-important stuffed shirts from the Ivy League?
It’s your skills, stupid. Do you have knowledge in the field and applied skills? That’s what business wants.
Is that what you’re looking at – and encouraging your managers to look for – when you’re hiring? You should be. Getting a candidate in who can deliver what you need, as opposed to someone who just looks good on paper, can be a huge benefit to your organization. Take the blinders off and stop thinking, “Oh, if they went to That School, they must be Awesome!” Sit down and I’ll tell you a little story….
Once upon a time, I worked at a company and they hired a new guy to head up a new product division. He had an MBA from Harvard, so they should have been raking in the green, right?
Wrong. See, he had all this classroom experience – and no real business experience. So he spent money like he could photocopy hundred dollar bills, always knew better than everyone else what to do, and every project he started up ran way long. (Maybe he should have gone into construction…) Now, the company was so dazzled by his alma mater, they let this crapola run on for over a year! And in that year, not one new product came out of his division.
So remember, in the immortal words of the Beastie Boys, you want someone with the Skills to Pay the Bills!
Seriously? This is a thing? Millennials are bringing their parents to corporate sponsored events, and involving them in their job search, even to the point of interviews.
In the early 2000s, when Milliennials started entering the workforce, companies balked at the parental involvement. But now, some firms are embracing the parents.
Giant Google hosts a “Take Your Parent to Work Day”, which I guess is probably less disruptive than having a 14 year old shoot rubber bands in your cubicle all day long. And Northwestern Mutual sends emails to parents letting them know how their children are doing on their sales goals.
And it’s a worldwide phenomenon. Parental involvement in the U.S. doesn’t begin to match countries in Asia and South America, according to a 2013 study from the global accountancy firm PricewaterhouseCoopers LLP.
But not every millennial is going to be wheeled to their interview in an oversize stroller by their parents.
Lauren Bailey, a 22-year-old graduate of the State University of New York at Albany, says that if a company gave her a letter to take home to her parents, “I would almost feel like I was back in high school.” Nor can she imagine taking her parents to an interview or a company recruiting event. “I’d be worried that they’d be speaking for me,” she says. “I know I’m young, but at some point I have to make my own decisions.”
It also opens up some sticky situations for HR. If a parent calls up asking why didn’t Jenny get her raise, you can’t share this information due to privacy policies.
There has been a lot of talk about 2013 being the year that employees make the jump and seek new employment. That being said, how can you make higher turnover work for your firm?
Change your exit interview. Instead of going with the usual, “Why are you leaving?” – which most employees won’t give an honest answer to, being as they’re already out the door – try switching to the more revealing, “What made you start looking?” instead.
This question can yield informative responses, such as poor team management or other organizational dysfunction, that may not have been mentioned in the standard exit interview. And once you have this information, HR, you can use it to start making changes to minimize future turnover.
If you’re not planning on doing that, don’t bother having an exit interview anyway. Its will just be a waste of everyone’s time. The only reason to have an exit interview is to gain information that can help you improve the organization. You can’t fix it for this employee who’s leaving, but you can use their experience to improve it for others.
In his book Acing The Interview, recruitment specialist Tony Beshera describes the job interview as where “the rubber meets the road” in the job search process. This is the face to face interaction that helps determine who fills the position. Applicants try to interview well to make a good impression. Employers explain what is involved with the job and what is expected of new hires.
In many cases companies are inundated with applicants for available positions. Some interviewers have used questions that are seemingly odd to applicants. Part of the reason for this is to gauge the response of the applicant to see how well they respond, what they say, and their reaction. There are other methods that can be used to find quality employees
Topgrading is a method that uses the method of trying to find long term behavior patterns with applicants from precious employers. It involves asking candidates questions about achievements, failures, decisions, and key relationships in every full time job they’ve held in chronological order. It looks at why candidates did certain things in their career rather than what they did.
Teach For America is a program that recruits new teachers for positions in urban and rural lower income school districts for two or more years. The program traditionally has more applicants than openings. As part of the hiring process, program recruiters take the role of difficult students to measure the response of applicants. They are looking at how potential teachers will react with these kinds of students.
Peer To Peer
This type of interviewing has candidates meet employees one on one. The candidate is asks the employee questions about the company and job. The employee can evaluate the applicant and express their opinion to management. This is helpful for hiring in team based positions where new hires will be working closely to employees to evaluate working relationships.
There are other methods that employers can use to suit their needs. Whatever methods are used, it is important to refrain from questions that violate anti-discrimination and privacy laws.