IntegraBlog

Should you Hire Back Former Employees?

by: Yin Lo | Client Relationship Manager
Employers are always looking to add fresh talent to their company.  But what about former employees who may already have the skills and are looking to come back?  Should employers hire back former employees?  Companies typically give employees a rehire eligibility status based on how they leave the company—on good or bad terms, or per manager’s request.  However, there are several more factors to take into consideration before deciding whether or not to rehire a former employee.

First you’ll want to evaluate the ex-employee’s reason for leaving.  Was there a reasonable explanation for the departure such as relocation, personal reason, or a layoff?  Or was it because the employee jumped on the first new opportunity available elsewhere?  If the latter is the case, consider the chances of the employee doing it again.

Second, consider the employee’s tenure.  Take into consideration not only the employee’s time with your company but length of employment with other companies as well.  If there is habitual “job hopping,” be aware that this may not be the individual’s last stop for employment.

Past performance is a strong indicator of future performance.  How did the employee perform while on the job previously and will the same work ethics still apply?  Don’t forget that attendance and tardiness directly affects performance too! 

Does the new position and functions correlate with what the employee is seeking?  Or is the employee taking the position during the interim of his/her job search?  Candidates who come across as overly ambitious can often lose an opportunity if they come across too confident or overqualified in an interview, but other times they really are just looking for a second chance.  On the other hand, make sure there is enough of a fit to keep the employee there long enough to carry out the responsibilities or else you’ll find yourself refilling an empty seat again soon.

One of my clients said it best when he said “everyone is a hard worker in the interview.” As the employer, your role is to pull out as much information as you can (without breaking any employee rights’ laws of course) during the interview so you can select the best candidate.  This is not accomplished by reviewing answers alone but also verifiable components.  Putting in the extra time to ask the right questions and do homework will prove beneficial in the long run.

The Economy's Effect on Staffing

by: Mia Andrews | Recruiter
Stocks are tumbling…prices of consumer goods are rising…can it get any worse?  Apparently it can: Over 60,000 jobs were eliminated in February, marking it the second month in a row of job losses. According to the Associated Press, the last time the economy suffered two consecutive months of job losses was in May and June 2003, when the labor market was struggling from the 2001 recession.

The staffing industry is not immune to changes in the economy and fluctuates per the regulations of supply and demand.  In a strong economy, candidate numbers tend to be lower due to low unemployment rates, but many business clients do need help identifying high quality employees in a tight job market.  Conversely, in times of an economic slump, the number of people looking for work naturally increases.  With so many available workers fighting for a small number of new jobs, there is the potential for employment agencies to have few job orders and too large of a candidate pool.  On the plus side, a large candidate pool gives recruiters the opportunity to filter through to the very best!

Common sense would indicate the staffing industry would be the first to suffer at the onset of difficult economic times; however, the industry may also be the first to feel the benefits of a growing economy. When businesses regain strength and can see the light at the end of the economic tunnel, they may turn to staffing agencies as an outsourced equivalent of an HR department to fill the gaps in their workforce caused by previous layoffs and downsizing.  Along that line of thought, an upturn in staffing may point to renewed health in the overall economy!

Hiring Trends for 2008

by: Michelle Fish | CEO
Although job creation levels dipped a bit in 2007, it was overall a steady year for the job market.  What should we expect in 2008?  CareerBuilder.Com recently released the results of their annual Job Forecast Survey which reports that steady job creation in the Professional and Business Services as well as Information Technology is expected to continue into the New Year.   

The report also lists the 8 major hiring trends for 2008.  I've summarized the trends below, or you may download the entire report here.

1. Bigger Paychecks

About 64% of employers plan to give raises of 3 percent or more to their existing staff, while more than half expect to raise their starting salary offers for new hires.

2.  Flexible Work Arrangements

60% of employers report that they currently offer flexible work arrangements, such as alternate schedules, compressed work weeks, and telecommuting.  Another 39% expect to offer these perks in 2008.

3.  Screening Candidates via the Internet

Nearly one-half of employers use search engines and social networking sites to research candidates.

4.  Rehiring Retirees

About 21 percent of employers plan to rehire retirees from another company in 2008, with another 14% expecting to offer incentives to employees approaching retirement to stay on board longer.

5. Diversity Recruitment

85% of employers report that they will be placing the same or greater emphasis on recruiting bilingual candidates in 2008, with Spanish being the most important bilingual language.

6. Freelance or Contract Hiring

31% of employers anticipate working with freelance or contractors in 2008 to help support business initiatives.

7.  More Comprehensive Healthcare Benefits and Special Perks

One-in-five employers expect to offer more comprehensive or better health benefits to employees in the New Year.  One-in-ten plan to offer special perks such as company car, stock options, free childcare, and educational reimbursement.

8.  Career Advancement

In response to more than 50% of workers stating that upward mobility is more important than salary, one-in-four employers are likely to provide more promotions and career advancement opportunities in 2008.

Benefits of a Recruiting Open House

by: Mia Andrews | Recruiter
Holding an open house can be a great way to reach a substantial pool of potential candidates in a short period of time.  Open houses allow you to meet a lot of candidates face-to-face in a more relaxed environment rather than in a traditional interview setting.  This method of recruiting is also very effective in filling high volume orders in a short amount of time, allowing recruiters to focus on other aspects of their busy days.

To maximize the quality of potential applicants, be as specific as possible with the language used in newspaper or online advertisements.  If an ad is very explicit in describing the skill set and requirements for the position, it nearly guarantees a better turn out of qualified applicants.  You don’t want an applicant to come to an open house and be surprised at the specific requirements of the position; this only wastes your time and theirs.

Open houses also help standardize the information given to a large number of applicants, everyone will get the same information in the same way.  To ensure delivery of accurate information, make sure that the recruiters who are running the open house are on the same page regarding the requirements and hiring process.

Open houses are being utilized more and more as a recruiting technique for all types of industries and can be a great success if time and effort are put into communicating what is expected of both applicants and recruiters!   

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

Engage Contract Employees to Complete 4th Quarter Projects

by: Michelle Fish | CEO
With fourth quarter upon us, many people are scrambling to accomplish goals and projects that may have fallen through the cracks this year.  One effective way to tackle these projects is by engaging contract employees.  Most people do not realize this, but contract or ‘temporary’ labor (as it is commonly referred to) is a 90 billion dollar a year industry in the United States alone! 

So what are all these contractors doing and who is using them?  Over 95% of the Fortune 2000 and mid-market level companies use contract labor to even out the workload throughout the year in some capacity.  These well established companies have learned how to leverage contract employees to control their payroll costs and ensure their core business functions are running smoothly.

I think one of the most powerful tools a business owner or manager has is the ability to engage a sharp individual on a contract or ‘temporary’ basis.  Savvy companies are using contractors to also help them develop new capabilities or handle more complex projects that existing staff would typically struggle with.  Rather than hire a resource on a full time basis, they will use a contractor with very specific skill sets to complete projects at a lower cost, within a reasonably short period of time, and without the burden of additional payroll expenses and benefit administration.

How to Make Open Houses Work for You

by: Yin Lo | Client Relationship Manager
It’s cliché and true to say a resume doesn’t always reflect a person’s ability. I’ve seen top notch resumes with little more than mediocre personality behind a nice linen sheet of paper; while other times, an almost sloppy resume proves to be a hard and driven money maker. I often spend several hours in one day laboring through resumes. There has to be a more effective way of sourcing candidates, right?

During my first week at a recruiting firm we had an open house to pool entry-level applicants for one of our clients. I was amazed – we had a flood of people show up, coming from all different professional backgrounds. Within three hours, over 50 people had completed an application! I thought - what a great way to knock out so many people in so little time! However, one flaw I noticed was that we targeted a specific applicant profile and were unable to utilize the remaining applicants; many of whom may have been a great fit elsewhere. Because so many people were in and out in such a short time, the recruiter was unable to create a personal bond with each individual and resulted in a loss of what could have potentially been great talent!

One major benefit of an open house is that you can target a specific skill set to fit your needs. Also, if you have high volume fills an open house is a perfect recruiting method. Unfortunately, for every five applicants, you may only find one qualified candidate. Some candidates come to an open house just to get their foot-in-the door but it proves to be ineffective due to the lack of personal connection between the recruiter and the candidate.

I’ve been holding open houses recently to target high volume fills. With one open house, I target anything from specialized warehouse and manufacturing workers to customer service and sales professionals. I try to reconfigure and adapt my approach for optimal efficiency and effectiveness. Here are my top three tips to conduct a successful open house:

1. Target a specific applicant pool with specific skills. High volume fills that require minimal skills or experience is a great reason to have an open house. However, keep in mind that there will always be applicants that don’t fall within the skill set range.

2. Conduct a quick 3-5 minute interview (if time permits) on each candidate. I’ve tried large group, small group, and individual interviews. Pending your position(s), one or the other may prove to be more effective. I’ve found that by conducting a quick 3-5 minute individual interview with each candidate I get to see the personality behind the resume. Someone with little or no experience may have outstanding drive and ambition, proving to be a great fit for the client.

3. Call a candidate back for a more formal interview. It’s difficult to remember all applicants but there will always be the few who will stick out in your mind. Even if a more formal interview is required at a later date, at least you know this candidate already has potential for a client. Now, it’s just a matter of figuring out if they’re a good fit!

It’s a learning process and each time I have open house, the outcome is different. The candidate pool always varies but by preparing yourself to handle a diverse crowd, the advantages are really on your side!

Hiring from the Competition

by: Michelle Fish | CEO
Recently I was asked by a client if they should consider hiring employees away from the competition as they were concerned about the negative impact this may have on their company. This type of concern is usually based on the perception that hiring an employee away from a competitor is an unethical business practice. The reality is savvy business professionals expect just as much competition for clients as they do for top performing employees.

Recruiting great talent is always a constant effort and some even feel it’s a war! Well-trained and talented individuals are already working for someone else and are doing a great job for their employers. Excluding these individuals from your candidate pool leaves you recruiting from the bottom 10-20%.

Almost all large firms target employees of smaller firms by luring them with the potential of a bigger future. Large firms did not get large by limiting their recruiting efforts by sourcing from the bottom of the candidate pool. By targeting the top 10-20% of the talent pool, the risk of a miss-hire drops dramatically. Each additional hour spent sourcing top candidates always translates into massive time and money savings on the back-end.

Don’t assume you don’t have the ability to recruit directly from the competition. Leveraging industry relationships and employee referrals can get you many warm leads to great candidates. This is essentially how staffing and recruiting firms work. They call employed individuals, develop a relationship and make the connection to a new employer when the time is right.