According to AARP the Baby Boomers are retiring at a rate of one every six seconds. Most companies are not prepared for this wealth of knowledge to walk out the door. Think for a moment of the characteristics of this generation:
Baby Boomers are extremely hardworking, dependable and define themselves by their professional accomplishments. They sacrificed a great deal for their career achievements, have an incredible work ethic and commitment to the workplace.
Baby Boomers are independent, confident and self-reliant. This generation grew up in a time of reform and believes they can change the world. They thrive on a good challenge.
Baby Boomers equate work and position with self-worth which translates into them being quite competitive. They are clever, resourceful and strive to win.
Baby Boomers experienced increased educational and financial opportunities than the generation that preceded them. As a result they are achievement-oriented, dedicated and focused. They welcome exciting, challenging projects and most strive to make a difference.
As a company leader don't you want the people in your company to possess these same characteristics? Imagine someone who always showed up for work, did an excellent job and brought a wealth of experience, talents and skills to the table.
The job market is improving and many companies realize that many of the necessary skills are lacking. Boomers may have left the job, but they haven't quit working!
Bringing back Baby Boomers as contractors is the fastest way to close the skills gap!
Baby Boomers are often referred to as the bungee retirees. They retire, get bored and go back to work. They have this need to share their knowledge and expertise while re-establishing their self-worth later in their career.
They are ready to come back and contribute on short term and long term projects. Companies only need to find and tap into this incredibly talented pool!
Do you have a need that could be filled by a qualified contractor? CLICK HERE and we'll get you a free quote.
Last year I read a book, Predictable Revenue, by Aaron Ross. If you're not familiar with Aaron, he took over the sales team of a small company, struggling for acceptance in the marketplace, and in a few short years, built it to $100 million in sales. The company was Salesforce.com and you know the rest of the story.
After reading the book I contacted Aaron and, because of our expertise in recruiting sales talent, we partnered in a Strategic Alliance. I asked him if I could share a small excerpt from his book about building sales teams. He graciously allowed me to present it here. Having built and managed sales teams for healthcare, insurance, and RCM organizations I can say his recommendations are solid.
Here's what Aaron writes....
If you want to build a solution-selling, high-value sales force, commit the team and company to invest in their success just as much as you expect them to invest in the company!
Internal Training Builds A Better Sales Force
Ongoing training can be the cheapest and easiest (yes, easiest) way to improve your team's performance. It takes commitment and focus, but is always a great investment of your time.
The Best and Cheapest Investment In Your People…
...is consistent, regular training and coaching (especially new hires). I see again and again what a difference regular training makes in improving sales skills and results, reducing ramp time and increasing “promotability” (yeah, I just made that word up, but what a concept!).
Simple monitored practice exercises, with feedback, can make a dramatic, noticeable difference in performance, whether in public speaking, objection handling, phone skills, demos or personal/career development.
A program with an ongoing, regular format.
Includes exercises/role-playing and useful feedback.
Is designed effectively, to make it worth your reps' time.
Follow through on everything: maintain the schedule, check progress, keep it fresh and don't let things slip.
Finally, the most important thing to making this work is commitment from the CEO or VP Sales to follow through and stick to it. You will have kinks to work out over weeks, months or quarters. Internal training will only get the attention and time it deserves if the management team believes in it, and is willing to invest in it.
Applicant traffic does not equal qualified candidates!
It is getting more difficult to find the right person to fill a position. Sure, you can get a lot of 'applicants' thanks to the innovations that technology has introduced. People are now adept with job searches. Both the job seekers and employers have more choices when it comes to finding jobs, whether online or offline research.
In fact, the United States Bureau of Labor Statistics asserted that there is a probable increase of 21.3 million jobs in the coming years. Job seekers are finding more ways to search for the right jobs. So it is likely a job postings response will generate traffic. Traffic, however, doesn't mean qualified candidates.
Most employers still rely too much on posting a job as their primary sourcing tool. Surveys show that 47% of people actively looking for jobs rely on job postings as a means of getting more information about job openings.
Employers who are looking beyond just filling an open slot know that the best candidate probably isn't looking for a job. So it is important for employers to know how to get the most out of posting a job to attract the right people.
Posting a Job | The Essentials
1. Concentrate on rewards that employees get rather than what the company’s mission and vision are. Active job seekers are more interested in what they can get from the position that the history of the company itself. Emphasize more in the posting about the career benefits that people can get once they are hired.
2. Make your postings simple and easy to understand. Try to avoid as much technical jargon as possible. It is best to focus on what their company can do and how the employees can impact the company's clients or customers.
3. Get to the the point when describing job positions. Don't be so detailed in the description that the candidate can't quickly grasp the scope of responsibility.
4. Remember, the job posting's primary goal is to attract the right person, not explain the job.
If your job posting is not attracting the right candidates, contact us today for a complimentary evaluation of your posting. We'll show you how to increase responses from the people you want to hire!
This is a resposted article by Dr. John Sullivan . The original article appeared on the ERE site.
There are few things that are more shocking to a manager then to have one of their top-performing employees suddenly quit on them. Some managers have described it as the equivalent to a “kick in the gut.” It is a shock not only because losing a key employee will damage your business results, but also because managers hate surprises, and as a result, they frequently wonder how they missed the signals that this person was going to leave.
Employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year. And because I am predicting that they will go up at least 50 percent this year, individual managers should be aware of the precursors or warning signs that can indicate that an employee is considering looking for a job, so they can act before it’s too late.
After 20+ years of research on predicting turnover, I have found that if you approach the problem systematically, you can successfully identify which individual employees are likely to quit with an accuracy rate of over 80 percent. Firms like Google, Xerox, and Sprint, as well as several vendors, have developed processes for identifying who might quit. But for most managers, you must realize that you will simply have to develop your own identification process. So if you know of a manager who is worried about turnover, pass this list of turnover predictors to them so they won’t be surprised when their next employee announces that they are quitting.
The Top 10 Ways a Manager Can Determine if an Employee Is Considering a Search for a New Job
Even though every employee is different, most individuals who have or that are about to enter job search mode can be identified using one of these proven actionable approaches. They are listed with the most impactful approaches appearing first for the majority of managers.
Conduct individual “stay interviews” — many firms use exit interviews to find out why an individual employee is leaving their job. Unfortunately, asking on their last day “why are you leaving?” doesn’t provide useful information in time to prevent this turnover. A superior approach is to be proactive and to use what is known as “a stay interview.” A stay interview helps you understand why an individual employee stays in their job by simply asking them in an informal one-on-one meeting to identify the principal reasons why they stay, so that these important factors can be reinforced. As part of the interview, managers can also ask the employee to identify any major “frustrators” that have in the past made them, even for a moment consider leaving. As part of the interview process you can also ask your key employees to have the courtesy to provide you with a heads-up whenever they find themselves returning a recruiter’s call. Holding a stay interview with an employee has the highest predictive value because it is customized to the employee and it occurs before a decision to leave has been made.
Proactively search the Internet for indications — the best way to find out if an employee is searching or is about to search for a job begins with looking at their LinkedIn profile to see if it has been significantly updated recently. You can also search niche and large job boards to look to see if they have posted their resume or you can do a simple Google search on this employee in order to find if they have recently updated their resume. You can even ask an Internet-savvy person to create a “spider” that will continually search the Internet for LinkedIn profile and resume updates that are made by your key employees.
Previous job tenure can predict — one of the most accurate predictors of when someone will leave a job is their average tenure in the last few jobs. If an employee has a pattern of leaving a job after a certain number of months or years, it only makes sense to examine their resume to get a good indication of when they are likely to leave again. Obviously it’s better to underestimate their departure date, so that the worst that will happen will be that you will begin “too early” to try to retain them.
Identifying past reasons for quitting can predict — most employees are consistent in the factors which caused them to leave previous jobs with the cause to consider leaving their current job. That is why it is a good idea to ask new hires during interviews or as part of onboarding specifically “which specific factors caused you to leave your last jobs?” Managers need to be vigilant in order to spot whether those past reasons for quitting may be reoccurring in their current job.
Identify those in high-turnover jobs — frequently, employees get the idea to leave simply because other employees in their same job family are leaving to what they consider to be better jobs. Managers should work with HR in order to develop what is known as a “heat map”, which simply indicates which jobs, teams, and business units are currently experiencing a high rate of turnover. Managers should then obviously target their own most desirable employees (i.e. innovators and top-performing employees) who are in those high turnover jobs for retention efforts. Because research has shown that 50 percent of new hires are unhappy with their job decision and 46 percent of new hires fail within 18 months, it makes sense for managers to particularly target all recent hires in any job as high probability turnover risks.
Someone close to them leaves the team — having a manager, a close colleague, or even a close friend leave the team can provide a powerful impetus for an employee to leave. In many cases the exiting employee may actively encourage them to follow as a referral (as many as three to five employees will follow an influential employee). But the thought of not being able to work alongside a great friend, having to work under a new manager, or having to train a new hire may be enough to drive them into considering a new job.
A career-damaging event occurs — for most employees, simply having a weak manager or an uninteresting job isn’t by itself enough to cause them to look for a new job. Instead, an additional catalyst or negative event (a.k.a. career trauma) is needed that the employee considers serious enough so that it actually damages their future career. These negative events might include having a major project canceled, a project proposal rejected, major layoffs or a re-organization, being rejected for a promotion, being assigned a new manager, or a major resource reduction or staff cut in their job area.
Recognize when an employee’s career stage is ending — most individuals go through predictable stages or steps as they progress through their career. Many employees change jobs when they reach the end of a stage or phase of their career. Those career stages often include entry-level, becoming a journeyman/ professional, becoming a team lead, promotion to a higher level and eventually complacency and preparing for retirement. So if their manager pays attention to and plots those career stages, they can in most cases predict approximately when an employee is likely to enter job search mode. Important outside-of-work life events can also cause an employee to move into their next career stage. The life events that can trigger job search include marriages and divorces, new births, children reaching school age, the last child finishing school, deaths, health issues, a large amount of their company stock vesting, an extremely negative performance review, and certain landmark ages (turning 30, 40, 50, or 60). There is no precise formula here but if a manager pays close attention to where an employee is in their career cycle and to their major life events, they can get an indication of when an employee is likely to begin looking.
Identify employees who are “overdue” for important things — one of the key frustrations for employees are when they perceive that they are unjustly overdue for something important. It’s partially an equity issue, in which they see others unfairly getting things before them. But it is also an internal desire to keep moving, growing, and learning, as well getting new tools, opportunities, and challenges. When they feel “overdue,” they become frustrated and begin looking for a new opportunity. Common overdue factors include too long a period since their last pay raise, promotion, training opportunity, a chance to lead, but also (especially among techies) upgrades in their tools, equipment, computers, and mobile phones.
Recognize when a top performer feels underused — top performers and innovative employees are unique in that they will begin considering a new job simply if they feel “underused.” Almost all top performers want to be continually challenged, as well as to make a major contribution. As a result, managers need to be aware that once a top employee feels that their skills are either eroding or that their talents are being underused, they will likely begin considering leaving (Google research indicates that the feeling of being underused is their No. 1 reason). You can find out if an employee feels underused by simply asking them or by talking to their close coworkers. Of all turnover issues, this is the easiest one to solve because the employee simply wants to do more challenging work.
Some Additional Lower Impact Identification Approaches
Although they didn’t make it in the top 10 list, here are some other effective approaches to consider.
Identify the office “gossip” (a.k.a. super-knower) who seems to know everything going on in the office and ask them to informally let you know when they suspect that a key employee is looking.
Their best friend at work and your own firm’s recruiters are also likely to know who is actively looking.
Managers should also realize that there is a high probability that employees who have recently increased their visibility by writing blogs, doing YouTube instructional videos, or by suddenly speaking at conferences are doing it to attract recruiters.
Frequent absences and especially those that are for only half of a day and on Fridays should be noted as possible indicators that someone is interview. And finally be aware that the No. 1 cause for employee turnover is often a bad manager, so be aware that you may be the most impactful reason why your employees leave.
I’ve never seen a manager’s job description where it specifically outlined their responsibility for identifying key employees who are likely to quit. As a result, I have found that nearly 95 percent of managers simply make no formal attempt to periodically sit down and systematically identify key team members that are likely to leave.
As turnover rates increase and as the economy continues to improve, managers need to realize that top employees not only have the choice of going to a competitive firm but they now have expanded opportunities to create a startup (known as the garage factor). Failing to be proactive has high costs because once an employee announces that they are leaving, it’s extremely difficult and expensive to get them to change their mind. I’ve tried to outline the simplest and easiest to implement approaches in this list, so that all that is required is for an individual manager to set aside the needed time.
A lot is written about the power of LinkedIn brand positioning. But few organizations have effectively harnessed this power. There is no other social media platform that can propel your business and attract new clients and customers like LinkedIn.
Join MMS Group CEO Richard Yadon and Mike O'Neil of Integrated Alliances for an interactive, 30 minute discussion about creating a consistent online marketing message.
The ability to make good "people" decisions is today's most critical competitive advantage. What separates the best from the rest is the quality of talent inside the company. Top leadership talent has always been hard to attain. This continues to be aggravated by globalization, growing worldwide competition, aggressive headhunting practices etc. With growing demand and limited supply top-level employees are so much in demand that companies are paying increased salaries, bonuses, perks and essentially whatever it takes to attract the best brains from across the world. Newly developing economies such as India and China are becoming fierce competition for business leaders who can now earn top dollar working in these countries.
To maintain a competitive edge for top talent, companies must adopt an ongoing talent attraction strategy. This is more than just good job board postings and beefing up your employment brand. A talent attraction strategy is driven by the Boardroom. It is part of every manager’s objectives. The hunt for the best is too fierce to only be an HR task. It must be part of the company culture. Otherwise the company is going to be left behind by its competitors.
If you don't have a talent acquisition strategy our 10 Step Recruiting Plan might be a good place to start. Download it today!
6 Tips to Make Your Recruiting Effort More Effective
Your HR Team is charged with finding the most qualified and productive employees to join your firm. Despite the fact that there are innumerable people seeking positions of employment, it often seems that qualified men and women are few and far between.
Here are six easy tips that recruiting teams should keep in mind when on the hunt for outstanding potential job candidates in the 21st century.
1. Post an Ad on an Industry-specific Job Board. Oftentimes, a recruiter will take a scattershot approach to finding qualified candidates. They broadcast far and wide the fact that a certain position is open and available, in big city newspapers and on major Internet job boards.
If a recruiting team were more strategic about its recruitment efforts, it would realize the benefits of positing on an industry-specific Internet job board. By posting in a selective and admittedly limited manner, recruiters would be reaching out precisely to the pool of people most likely to be qualified for an open position.
One excellent tool for finding industry-specific job boards can be accessed at the Online Recruiters Job Board Directory.
2. Use Recruiters that Specialize in a Given Field. As with advertising, choosing an effective Search Firm might be just a matter of targeting, particularly for a managerial or executive position. These positions can be very hard for in-house recruiters and human resource managers. While these people do have responsibility for hiring, the search for a new employee with skills beyond the norm for their company can best be targeted by a professional executive head hunter.
The same can be said for specialized fields, such as care management or information systems. In-house human resources staff might know all about pharmaceutical skill-sets required for a multitude of research and administration positions, but they might rarely have to deal with hiring staff to track money or to keep the computers functioning. That's when recruiting agency services specializing in niche fields can come in handy.
3. Develop an In-House Referral Program. In many instances, exiting staff members can help speed up the search for quality job candidates. Employees often have contacts elsewhere within the industry, some of which may be looking for a change of employment.
By cultivating this internal resource, a recruiter can develop a wealth of ready information about prospective employees who might well serve the organization as valued employees.
4. Search Resumes Posted on Niche Job Boards. In addition to advertising on an industry specific job board, a diligent recruiter will want to take the time to search and consider resumes that have been posted on niche job boards.
5 .Use Recommendations of Recruiters. Because there are so many different type of recruiters in business in the 21st century it can often be difficult for in-house human resources staff to pinpoint the recruiter that will be best able to meet the needs of a given employee recruitment campaign. But there are resources available, such as recommendations of recruiters. One great place is to search on LinkedIn.
By using a professional directory, in-house human resources staff will be able to identify the most appropriate resources for their company and for the recruiting task at hand. Even staffing firms can benefit from such a recruiters directory to seek help in a specialized field they don't often work with.
6. Don’t Rush the Process. Finally, while it is an overused saying, “Rome wasn’t built in a day.” In the same vein, 99 times out of 100 there is no need to rush the process of seeking, identifying and hiring a new employee, particularly an executive level employee.
A Human Resources manager should take his or her time to identify, screen, interview and hire the best candidate. Throughout this process, a human resources manager or specialist will rely on the services and support tools identified in this article.
By using these tips, in the long run the best possible candidate for a given position will end up being hired, and the company will benefit from the best possible employees.
"... there is more competition between companies for the talent that is available!"
Companies all sizes, in all areas of business, want the best candidates. However, the employee-candidate paradigm has been reversed. Because of the shortage of talented candidates, there is more competition between companies for the talent that is available. Today its not the candidate having to sell themselves to the company, it is the Hiring Manager's responsibility is to "sell" the quality, financial stability, and advancement opportunities of the company to the candidate.
It is essential that firms revise their recruiting procedures and do not let the best candidates get away. Some simple adjustments should be enough for your company to stop those high quality candidates from going elsewhere.
Once you decide to fill a position, be committed to that decision and make hiring decisions quickly. View the hiring process like a project and ensure you meet your goal of hiring the "best candidate" in the shortest amount of time. Indecisiveness, time delays, budget reviews, etc., send a message to the candidate about the company's lack of focus. If you wait two weeks following an interview to make an offer, your ideal candidate may have already accepted a job offer from elsewhere - even from one of your competitors.
Streamline the Hiring Process
Do you really need second and third interviews ? What about using Digital Interviews or live video interviewing? If you ensure that all the participants in the hiring process are available for the first interview, then decisions can be made quickly and effectively, ensuring that your firm has a better chance of recruiting the top talent.
If You Want The Best...
If you want the best...then you will need to pay the best. It may not be what most companies want to hear but it happens to be true. Don't misjudge the pay rate, benefits, perks, etc., necessary for the best quality candidate to accept the position; don't play games with lower than market rate offers.
Keep abreast of changing salary scales, and price your jobs competitively. If you don't know what the current market rate is, hire a recruiter who does and who can advise on all aspects of the recruiting process.
Get The Right Help
Bringing a professional recruiter in at an early stage will help prepare your company for the hiring process. A top-notch recruiter will ask the right questions to help you identify your company's needs and will also help you identify human attributes (personality, communication skills, corporate culture, etc.) that the "right" candidate should possess, including "must-have" attributes and "preferred" attributes.
Choose a recruiter to work long term and they will soon be attuned to the exact needs and requirements of your company. Include the recruiter on your company's hiring team. A preferred recruiter is very helpful in structuring job descriptions so they stand out and attractcandidates. In addition to recruiting top talent, good recruiters possess skills to help candidates evaluate and accept good offers. This “third-party-input” to the candidate during the decision is critical to avoiding turn down and defusing counter offers.
With a streamlined recruiting procedure and the right approach to the top candidates, your firm will be one of those getting the best talent while your competitors are still wondering how that perfect candidate managed to get away.
Since 2006, MMS has been involved in building their clients’ senior management teams as well as their sales, medical management, and HIM staff.
When you need top talent, you want the best and you want it quickly. That can only happen when your search partner understands your business and your needs. The MMS Perfect Match search process delivers the comprehensive search results you need.
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