IntegraBlog

Building Partnerships is Key to Right "Fit"

by: Wendy Floyd | Senior Recruiter
Recruiters are great matchmakers! We spend the majority of our time finding, attracting, and keeping viable candidates warm with the intentions of filling open positions. Although recruiters don’t necessarily have difficulty playing matchmaker, we can’t do it alone. As recruiters we must establish ourselves as business partners and not order fillers. Given this, recruiters should build and nourish business partnerships with line of business managers. How? Periodically request relationship building get-togethers with the managers/clients you support.

I’m sure you will agree that it is easier said then done, but really it’s worth the effort. I have found relationship building get-togethers to be an extremely advantageous approach to finding the right candidate fit. The get-togethers provide an opportunity to learn about the client. In doing so, you assess the client’s personality, interviewing style and techniques, and his or her likes and dislikes about the “flow” of the life cycle of recruiting. This information will help you adjust to the client’s functional needs.

More often then not, recruiters will need to look beyond the job description for the perfect candidate fit. Therefore, having prior knowledge about what skill set and candidate attributes your client is looking for will greatly improve the odds of identifying a candidate who fits the mold. Last but not least, recruiters will need to utilize the job description along with the information obtained during the get-together to determine what the client needs versus what he or she wants!

Remember…getting the cooperation you need from your clients will depend on your performance, so hit the nail on the head the first time around

Watch Generation Y Thrive in Collaborative Work Environments

by: Joanna Gammon | Client Relationship Manager
World get ready! The so called Generation Y, who hasn’t yet hit 30, is different than any who have come before! As a follow up to my first post, “How to Attract and Retain the New Twenty-Something Professional,” I would like to elaborate on the second recommendation which was “offering collaborative opportunities.”

Communication is key to any relationship, whether that be professional or personal. Without communication, there is no strength or bond to hold the relationship together. And in today’s world, with all the technology we have, it’s impossible to not have such a connection. Generation Y’ers own every gadget imaginable and can talk, walk, text, and listen all at once! IPods, BlackBerrys, laptops - they're almost like extra limbs!

Generation Y needs a team, not to mention cheerleaders, to do anything. We grew up playing on teams, so of course it is natural for us to seek these same collaborative opportunities within the workplace. When given team opportunities, leaders are formed and new CEO’s are found. Today’s 20-somethings crave recognition and working in a team is a great way to achieve it.

So how do employers create these collaborative opportunities? I suggest holding weekly team meetings where everyone can connect on a regular basis. Have a complex project to tackle? Try assigning it to a group and you’ll be amazed at the increased productivity; not to mention the innovative ideas that will arise from the group. In the end, answers will be found, leaders will be grown, and most importantly, the twenty somethings will thrive!

Why Best Place to Work in Charlotte?

by: Robert Fish | COO
Integra Staffing & Search was fortunate enough to be nominated for the Top 25 Places to Work in the Charlotte, NC region in the small business (10-49 employees) category. This was a program assembled and produced by the Charlotte Business Journal and turned out to be one of their best attended events of the year. The award ceremony was held at the Charlotte Convention Center in a room with over 400 of Charlotte’s business leaders and their top employees.

The MC announced the winners starting at #25 and worked his way up to #1. Rather that just announcing the company name, he would share a short description of why that company was awarded one of the great places to work. Over and over I kept hearing the same things; Mimosa Mondays, ice cream socials, half day Fridays, flexible work hours, etc. Everything was activity based as if activities alone build a great place to work. Integra’s description was completely different and really caught my attention. Integra’s description sounded like this; “Fun is their core value, humor is a requirement for employment, they live by Kindergarten rules, creating opportunities for growth is a focus point, they leverage each others unique abilities,” etc. Yes, we do have great training, after hour get-togethers, and other activities. However, according to the independent market research company that scored the employee feedback forms, basic core values make a company a great place to work; not the “activities.” Core values has been Integra’s focus from day one, not to win an award, but to create a destination for the region’s top recruiters to do what they do best…create opportunities for growth; both for themselves and their clients…and having fun along the way!!!

Recruit A-Level Employees

by: Michelle Fish | CEO

Several clients have recently expressed concern over the growing challenges they face in finding and attracting top employees.  With the demand for high caliber candidates currently outweighing the supply, companies need to put their best foot forward in order to attract these top players.  Remember, your competition has their eye on the same people you do, so it is critical that your recruitment process stands above the rest.  Below I have outlined a few simple ways you can impress A-level candidates during the recruitment process:

1) Set Proper Expectations:

Let A-level candidates know how many interviews will be conducted and who they will be interviewing with.  Clearly outline your company’s process regarding testing, assessment, reference and background checks.  Most importantly, let candidates know when you hope to have a final decision made.  An added advantage to this approach is that, by getting stakeholders to commit to a timetable, you expedite the decision-making process, which is needed with highly sought-after candidates.

2) Be Candidate-Centric:

The interview process is often a one-way flow of information that requires the candidate to offer up a lot of details without receiving much in return.  Treat A-level talent like a customer and remember that customers have the option of going with one of your competitors.  Spend time understanding candidates’ needs and addressing any concerns that he or she might have.  Take this opportunity to get a better understanding of the competitive situation, how the job-search is going and how your company’s opportunity compares to others.

3) Be Flexible:

While many companies promote flexibility and work-life balance to attract talent, these values are not always reflected in their selection process.  Make an effort to meet A-level candidates when their schedule can accommodate it.  Don’t put them in the situation where they have to lie to their current employers in order to meet you during business hours.  There are only so many doctor’s and dentist appointments that a person can have.  Always thank A-level talent for taking time out of their busy day to meet you.

4) Employ a User-Friendly Testing Process:

Many companies incorporate some form of assessment or testing into the selection process.  If done properly, this can reflect well on your organization and be leveraged to position your company as progressive and objective.  If this is done poorly, the opposite is true.  Here are some general guidelines when administering tests to A-level talent:

• The candidate should not be ambushed by the assessment – they should know in advance why they are being assessed.
• The time spent being assessed should reflect the job – senior-level candidates may be expecting a two-hour assessment process – entry-level candidates are not.
• Review assessment results with the candidate and discuss how your company can accommodate his/her motivational needs and leadership style. 

*Source: The McQuaig Institute, www.mcquaig.com

Hire for Skill AND Culture Fit

by: Renee Boatwright | VP of Recruiting
Once an organization identifies their culture then it is important to “live” by those agreed upon standards. Identifying culture is a huge step for any organization especially since culture affects work environment, dress code, training, development, employee interaction, benefits, and the list goes on. By "live" I mean to use those standards or guidelines in every activity to ensure that the culture is protected. Sticking to what is important to the organization is particularly important in the hiring process. Culture-based questions should be integrated into the interview process for all positions from receptionist to executive.

Below are some questions that I like to use to help determine if a candidate will be a good fit within a company’s culture:

• Do you prefer working independently or in a team environment?
• Do you enjoy being involved in decision making processes within the office?
• What skills and values are important to you?
• Are you a supporter of daily, weekly or monthly staff meetings?
• Do you prefer to dress casually or professionally at work?
• What are your goals for the future? Short term and long term?
• How do you like to interact with management?

Most organizations today hire for skill and fire for fit. Although you may find that hiring for fit on the front end may lengthen your hiring process, you should see a significant reduction in turnover in the long run. It is almost impossible to be certain if an individual will succeed within your organization; however, by integrating appropriate culture questions into your interview process it should put you one step closer to reducing turnover and preserving your company’s culture.

Use the Phone as an Effective Pre-Interview Tool

by: Yin Lo | Client Relationship Manager

As a recruiter, I spend a lot of time on the phone with candidates before ever meeting them face to face.  The phone can be a valuable time saving tool for recruiters and hiring managers if used effectively.  In this post, I will share some ways I have found to effectively use the phone as a pre-interview tool.

During your first phone call with a candidate, clearly define the hiring process and set realistic expectations upfront.  What are the steps the candidate will go through in order to be considered for the position?  How many people will the candidate interview with?  Approximately how long will the process take?  The more you can set expectations up front for the process that lies ahead, the smoother the hiring process will go for both you and the candidate.

Next, identify “fit.”  Look beyond just the skill set and ask some probing questions to determine whether the candidate will be a good fit culturally within your organization. Ask questions such as, “Describe your preferred work environment,” “To what type of managerial style do you respond to best?” “Where do you see yourself in 5 years?”  These types of questions can tell you a lot about a candidate’s character; more so than questions related strictly to background and experience.  It is important to ask these types of questions early on so that you don’t waste your time or the candidate’s time.

Finally, follow up with your candidates.  Oftentimes, candidates may get flustered at the lack of immediate progress.  We’ve all had the candidates that leave several voicemails a day and email us relentlessly.  Follow up with candidates and let them know what the next step is and when they should expect to hear from you next.  If the candidate is clearly out of the running, let them know immediately so that they can re-focus their job search elsewhere.