Recruitment & Retention- Smart Interviewing

Graphology is widely used by large corporations in Europe during interviews to detect personality traits as varied as ego drive and risk aversion. Within the United States, risk-taking entrepreneurs use handwriting analysis to identify the best candidates for sales jobs. Tom Payette, for one, hires a graphologist to help him ferret out winners for his $30-million Jaguar and Suzuki dealership in Louisville. He claims that technique has significantly reduced his annual sales-force turnover rate, which at 36% is nearly half the industry average.

A successful interview should determine if there is a match between a candidate and the job. Furthermore, a good interview process allows HR to understand the job seeker's behaviour, values, motivations, and qualifications. Time and time again HR has seen candidates hired for sales jobs that don't like calling people or customer service employees who can't look into the customer's eyes and say, "Hello." Then there are good employees promoted into management positions having no clue of how to lead and manage others.

Why interviewing techniques fail:

Lack of preparation - First impressions last long! Before conducting an interview HR should make sure that they understand the key elements of the job. They should develop a simple outline that covers general job duties. Working with the incumbent to get a better idea of what the job is about is essential

Lack of purpose - Not only should HR determine the best applicant, but they also convince the applicant that this is the best place to work in.

Lack of clearly defined job competencies - Each job can have anywhere from 6-14 job competencies. Identify the behaviours; knowledge, motivations and qualities incumbents need to be successful in the job.

Lack of structure - The best interview follows a structured process. This doesn't mean that the entire process is inflexible without spontaneity. It means that each applicant is asked the same questions and is scored with a consistent rating process. A structured approach helps avoid bias and gives all applicants a fair chance. This can be accomplished by using behaviour-based questions, role-plays and situational questions.

Sample role-plays are effective ways to learn and practice new skills. They can also be used during the interview process to determine the skills and personal charisma of people during stress.

Traditional interviews are never completely reliable. Yes, a structured approach will improve the HR's chances, but it is essential to go a step further. Pre-employment screening is an important aspect of the hiring process for most employers. By using various assessments and profiles, organisations have been able to help clients reduce turnover and improve the quality of their workforce.

Ref: TheManageMentor

Recruitment & Retention- Get the Right guy on board

The tight labour market prevailing in the economy today compels companies to optimise attempts to retain their best employees. Efficient and structured interviewing is essential to keep turnover rates low. Unstructured interview techniques result in high attrition.

Take a closer look at any interview process. Sometimes, time constraints prompt the interviewer to cut short the interview process. It pays to know a few techniques that would maximise the effectiveness of interviews.

At the beginning of the interview, the interviewer needs to be relaxed. Prior to a face-to-face interview, e-mails and telephone interviews helps the employer find a good cultural fit.

A detailed report should be made based on the telephone interview and the face- to- face interview that follows. At this stage, the interviewer cracks down on skills and potential weaknesses of the candidate.

The next step is to conduct an on the spot skill test. Besides checking for basic skills and performance under pressure, the tests measure the ability to respond quickly to new instructions.

It is also very important to base your decision on the candidate’s past records. An interesting technique to pick the right candidate is to analyse the candidate’s handwriting. Many character traits are revealed by the way a person writes. It will be a help to the HR manager to be able to isolate the character traits suitable for the job he is recruiting for so that he can ensure exact fitment.

An interview should always be conducted in a place where there are no distractions from other employees. It is a difficult task to make a decision about the candidate, when people interrupt the interview. The interviewer needs to focus entirely on the applicant and his responses.

The success of interviews is dependent on the way HR managers process or conduct the interview to get the right candidate on board.

Ref: TheManageMentor

Recruitment & Retention- Get the Right guy on board

The tight labour market prevailing in the economy today compels companies to optimise attempts to retain their best employees. Efficient and structured interviewing is essential to keep turnover rates low. Unstructured interview techniques result in high attrition.

Take a closer look at any interview process. Sometimes, time constraints prompt the interviewer to cut short the interview process. It pays to know a few techniques that would maximise the effectiveness of interviews.

At the beginning of the interview, the interviewer needs to be relaxed. Prior to a face-to-face interview, e-mails and telephone interviews helps the employer find a good cultural fit.

A detailed report should be made based on the telephone interview and the face- to- face interview that follows. At this stage, the interviewer cracks down on skills and potential weaknesses of the candidate.

The next step is to conduct an on the spot skill test. Besides checking for basic skills and performance under pressure, the tests measure the ability to respond quickly to new instructions.

It is also very important to base your decision on the candidate’s past records. An interesting technique to pick the right candidate is to analyse the candidate’s handwriting. Many character traits are revealed by the way a person writes. It will be a help to the HR manager to be able to isolate the character traits suitable for the job he is recruiting for so that he can ensure exact fitment.

An interview should always be conducted in a place where there are no distractions from other employees. It is a difficult task to make a decision about the candidate, when people interrupt the interview. The interviewer needs to focus entirely on the applicant and his responses.

The success of interviews is dependent on the way HR managers process or conduct the interview to get the right candidate on board.

Recruitment marketing- Sell to Recruit

Recruitment is in effect selling. Here's how recruitment managers can strike a good bargain...

Key learnings:

The marketing streak in the human resources function will help managers position their recruitment strategy better

Recruitment managers can improve their chances of finding talent in an economic downturn by marketing their offers aggressively

"All recruiters are salesmen, while all salesmen may not be recruiters!"

The statement sums up the essence of recruitment recas a sales activity where a recruiter is either selling an employer to a potential employee candidate or a potential employee candidate to an employer. Either Both ways there ing happening. This facet of recruitment has long been debated and those who like to give recruitment it a more ahave often denied the '"selling'" aspect of th functio.

However, the debate over the selling mentality of the recruitment function vs. the process-oriented nature of the human resources function has never been conclusive in favour of either; and a majority of recruiters agree that at some point in time they have indulged in hard-selling. The truth is both hard selling and process-oriented recruiting have their own specific applications. While hard selling works well in situations where recruiters have deadlines to meet, the milder process-driven recruiting helps in filling positions when there is no leash on time. Selling is also resorted to when recruiters are looking to fill senior-level posts. On the other hand, the process-driven approach is suited for positions that are not very strategic, and therefore do not need an aggressive suitor. This kind of recruiting strategy rarely manages to get a good catch, especially for top slots, and the effort often ends up in a compromise. Such uncertain means cannot be applied during uncertain times, like the current global economic downturn. Then what options do organisations have in such situations?

Recruiters' woes
In times of economic gloom, the recruitment function will be in the line of firing first. Organisations freeze recruitment, resort to job cuts and lay-offs, and axe staff benefits and training budgets. However, one needs to understand that while a downturn is difficult to handle, there are ways to weather the storm. In the context of recruiting, experts believe that managers should look at alternative means to fill job positions. Leveraging the potential of social networking, employee referrals and other social media can help recruiters meet their needs even during tough economic times. Like recruiters, potential recruits too use these media for job search.

While it may seem self-contradictory for organisations to seek talent even as they cut their staff numbers, experts say such contradictions in the functioning of an organisation are but natural and recruiters must go all out to meet the need for talent.

Information explosion
The selling streak in the recruitment function has got accentuated with the information explosion. Today, job seekers are aware of the employers' requirements, interview patterns, loopholes in the recruitment process and other such 'classified' information. Unlike before, when the equation was in favour of the recruiter owing to the access he had to employee details, today the equation seems to have evened out with both the parties equipped with information equally. This has made employment negotiation both simple and tough. It simplified the process because candidates are as aware of things as the recruiter, and therefore do not base their demands on unfounded expectations; and tough because awareness has made it easier for people to draw comparisons.

In an economic downturn too much information is known to create further chaos. When the mood is desperate, employees tend to respond to every single job opportunity that comes their way, irrespective of the job requirements. This clogs the recruitment pipeline and compels managers to either take what comes their way or suspend their search for sometime. It is therefore recommended that in such desperate times, recruitment managers need to frame a specific and aggressive recruitment marketing strategy.

Recruitment marketing
The change in the economic scene has also led to an overhaul in the concept of recruitment marketing. Unlike in the past, where recruitment marketing was limited to advertising job positions in the print media, today more innovative channels are used to 'sell' jobs. Use of blogging sites, social networking platforms and other social media, and web analytics is becoming increasingly common for filling job positions. Recruiters are able to filter resumes faster and the quality of response too has improved significantly. A good recruitment marketing strategy is one that is very specific and makes it clear through its job announcement the kind of talent it is seeking.

Organisations that are focused on recruiting the best have to resort to aggressive recruitment marketing. While those that prefer to recruit 'average talent' may do well by taking the traditional process-oriented approach.

Ref: TheManageMentor