Best Texting Practices for Recruiting

Texting is becoming ever more critical in the recruitment process. It’s a great way to contact job candidates quickly to deliver short messages. This post will take a look at how texting is being used and offer some advice on recruitment texting best practices.

Brea recruiters

Because texting is a more informal, casual way of communicating, it’s all too easy to wander off course, and the message you want to convey gets lost in the banter. And, while the easy back and forth of texting can help to establish a rapport with a candidate, it may also wander into territory that is a little too familiar and personal or contain language that is suggestive. And this in turn opens the door to possible misunderstandings and animosity.

To avoid this, it is important to establish guidelines for texting with candidates. Take a look below for some to consider. (Additional recruiting texting tips can be found here.)

  • Maintain Your Professionalism

This is important to protect your own reputation and gain the respect and attention of the job candidate. Doing this means being a little more formal in your texting than you ordinarily would. For example, use complete sentence, and make sure your grammar and punctuation are correct. Watch your spelling. Avoid using emojis.

Stick to the business at hand – recruiting – and avoid any messages of a personal nature, even if the candidate decides to share some personal information.

  • Keep It Short

Texting is not the best medium to use for longer messages. It is best used for messages such as setting up or confirming appointments. If you need to have a longer conversation with a candidate, send the person a text asking them  to call you or tell the person in the text that you will correspond through email.

  • Include Identification with Every Text

Again, this is just another way of maintaining professionalism. It also lets the candidate know clearly who sent the text because the candidate may be dealing with more than one recruiter. Each text you send should include your name, title and company.

  • Send Texts Only at Certain Times of the Day

First of all, you should only send texts during business hours. However, if the candidate sends a text that requires a response after business hours, it is certainly acceptable to respond.

The best time to send a text is in the morning, between 9 am and noon.

  • What Not to Text

There are two things you should never do by text: one is offering a person a job and the other is telling them they didn’t get the job. These transactions are too important to leave to texting and demand more formal lines of communication.

If you text a job candidate and get no response, stop doing it and communicate through other means. It’s important to remember in this context that many people do not find texting an appropriate way to communicate job-related information. In a recent survey, about one-third of those responding believed texting to be unprofessional, while only one-third thought it appropriate. The survey included all age groups.

  • Using Texting with Applicant Tracking Systems (ATS)

Some recruiting experts recommend using ATS that have a built-in texting function. It helps recruiters follow the best texting practices mentioned above, as well as storing a history of all conversations recruiters have with candidates, either by text, phone or email. An ATS also enables recruiters to text on any type of device.

If you’re looking for workers for your temporary, temp-to-hire and direct-hire opportunities, contact the Helpmates branch office nearest you. We look forward to hearing from you!

Negating the Parent Trap: Helping Working Parents Move Up the Career Ladder

Career ambition isn’t just for the childless: parents have career dreams, too. But too many unwritten rules in the workplace keep parents trapped in lower-level positions.

Anaheim  recruiters

We’ll first delineate some of these “rules,” and then we’ll offers some suggestions companies could use to help working parents move high up the career ladder.

Take a look below.

  • Presentism

The number of people working from home has risen greatly in the last few years, up 44 percent over the past five years and increasing by a whopping 91 percent over the last 10 years. People doing all kinds of work and of all ages embrace the concept. Parents especially like the idea due to the work-life balance telecommuting offers.

Yet telecommuters lose out when it comes to job promotions and while many workplaces today say they want their employees – parents or not – to have a good work-life-balance, who tends to get the job promotions? Those workers who work full-time in the office: telecommuters and other remote workers are 50 percent less likely to receive a performance-based promotion than in-house employees.

In other words, if a manager doesn’t see someone doing their job, no matter how great their output and quality of work, it’s much harder for them to receive a promotion than someone who works in the office (and who is regularly seen by a manager).

  • You must not be serious about your career if you ask to take time off to see your child’s basketball game.

This harkens back to presentism and really hits parents where it hurts – in both their hearts (family) and their professional ambitions (many employers expect “that employees devote themselves fully to work.”)

Employers Lose, Too

It’s not just employees that lose when they don’t get a promotion: many workers have left a company – and take their skills, education and corporate knowledge with them – if an employer balks at offering flexible schedules.

Helping Your Company by Helping Working Parents Move Up

How can you help employees who are parents with their career goals? We have some ideas, below:

  • Focus on employees’ output/quality of work rather than how often they’re in the office.

Does it really matter when and where an employee works as much as the fact that the work gets done on time and is of high quality. Does it really?

  • If you don’t do so yet, start offering a telecommuting program and/or flexible schedules.

A telecommuting program is a big perk to many candidates, and can help you attract the best-of-the-best. Just don’t “punish” those of your workers who take advantage of it and doubt their value to you as well as their dedication. Conduct a gut check on whether you – and other managers – have a presentism mindset. If you see it’s there, fight it. HARD.

  • Provide online training opportunities for telecommuters.

Your remote workers want to learn new skills, just as your in-house workers do. But if you offer only on-site workshops and benefits/perks for in-class education, you could be hindering your remote workers’ chance to learn new skills and certifications. Because working parents often opt to telecommute, this can be detrimental when a promotion opportunity requires some type of certification or education level.

  • Have regular “How are you doing?” and “How can I help you with your goals?” conversations.

Ask your working parent employees what they need to help them perform at their best. See if their suggestions are something you could implement.

  • If you’re a working parent yourself, remember the challenges you faced if you wanted a promotion when your children were young(er).

Remember how hard it was to prove yourself as a working parent? The obstacles and challenges that came your way your non-parent colleagues didn’t face. Don’t forget your own beginnings and have compassion and understanding for ambitious employees who just happen to also be parents. You were just like them once; remember that.

When you need high-caliber workers for your temporary, temp-to-hire and direct-hire job opportunities, call upon the experienced recruiters at Helpmates for help. Reach out to the branch office nearest you and learn more.

Boosting Employee Productivity and Morale

Employers need happy and productive workers. Yet if employees don’t have autonomy, the freedom to make mistakes, learning and growth opportunities, a sense of mission, etc., morale and productivity often plummets.

Two Sides of the Improved Productivity Coin

Cypress staffing

This post offers productivity tips. Yet, in addition to tips on what to do, we’re also going to offer tips on what not to do because positive morale and high  productivity often are results of the “don’t” as much as it is of the “do.”

What Not to Do

  • Stop skipping breaks.

We know how it is: your workers are on a roll, they have “just” an hour or two left on this project and even though they’ve been working on it for two hours already, they’re loathe to take a break because they worried they’ll “lose momentum.”

Make sure they take the break! It’s not true that momentum trumps rest. Instead, even just “stand up and walk around” breaks help our brains relax and rejuvenate and “improve focus.” Try it yourself. You’ll be amazed at how new ideas pop into your head when you resume the task and how much energy you’ve regained.

  • Stop with the meetings! (So MANY meetings!)

Researchers at UNC Charlotte found that executives (in this research) spend up to as much as 23 hours a week in meetings. How much deliverable work or “output” actually gets DONE in meetings? We believe pretty much none. Instead, encourage walk-and-talk meetings. Not only will meeting-goers get a bit of a break from sitting, but meetings will be much shorter and ideas may flow as a result of the short exercise session.

  • One word: stop!

Many of us believe we do well – if not very well – on tasks we do at the same time. This is a myth. In fact, multitasking, according to Stanford University professor Clifford Nass (a multitasking expert), instead produces people with low attention spans.

  • Stop aiming for the perfect.

Good enough is…good enough! Perfectionists tend to have lower productivity. Instead, help your employees embrace the “good enough.” Note that we’re not talking “Ok” or “so-so.” We mean “good,” just not “perfect.”

  • Email can wait; stop checking it constantly.

Checking email more than three times a day makes us less productive. It can wait. If necessary, encourage your workers to let people know that they check email at set times each day and only then. (Doing so lets people emailing them know why replies aren’t instant.)

What to Do

  • Help your employees learn to relax…after work.

People who constantly think about work after work never really are away from work. Which makes it pretty much impossible to relax after work hours.

You can help your workers relax after hours by helping them create a “closing down” process every time they get ready to leave the office. Do so and don’t be surprised if productivity at work increases because they’ve been able to truly decompress once they leave for home.

  • Encourage employees to take short “exercise” breaks.

And what we mean by exercise is a walk around the block (or three), some stretching for a few minutes, perhaps some deep knee bends at their desk or even some pushups. Short exercise bursts are proven to rejuvenate people and help them focus. In fact, you might consider allowing employees to exercise on the clock for at least 30 minutes a day for terrific results.

  • Help your employees work in chunks of no more than 90-minutes at a time.

Florida State University researchers found that those who do so tend to be more productive than those who work in intervals of 90 minutes or more.

  • Encourage employees to minimize interruptions.

Concentrated work takes….concentration, and having a friendly colleague pop by for a quick chat can ruin that focus. So make it Ok for employees to shut an office door, make offices available for cube-farm workers who need some quiet time, etc.

Are your employees overwhelmed with work and therefore finding it hard to get all that needs to get done done well? If so, you may need to bring on more people.

Helpmates can provide you workers for short-term assignments, long-term needs. Contact the branch office nearest you and speak to one of our recruiters.

 

 

 

Helping Employees Embrace Negative Feedback

None of us succeeds in our careers without receiving negative feedback at least once.

Many of us understandably melt into a puddle of despair and never recover believing that if feedback is true (and when done correctly, it is) then we are losers of the first order and so…what’s the point? And we then settle for a career of mediocrity, never reaching our full potential.

Irvine staffing

Since constructive criticism is essential to employee growth and improved performance, we’ve put together a short list of things you can do to help your employees embrace – or at least welcome – negative feedback.

  • Feedback is a tool, not a weapon.

Remember that your purpose is not to shame an employee but to help them improve. When done well, employees receiving less-than-gushing feedback will understand that you’re not trying to hurt them, but trying to help them improve. Truly caring about your subordinates comes across when feedback is given in the spirit of “you’re pretty good; here’s how to get even better.”

(Note: if you learn that someone is using feedback in a vindictive manner to colleagues and/or subordinates, it’s time to have a sit-down to discuss and reiterate that such behavior is not acceptable. Yes, the irony here is not lost on us: there’s the chance you’d be providing strongly worded negative feedback to a negative feedback bully.)

  • The “feedback sandwich.” Is it time to retire it?

Some people think the old “sandwich” technique of delivering feedback with a “compliment/critique/compliment” process can give a worker a “false sense of how they’re doing” (hearing two positives to just one negative can appear to mean that they’re doing well).

  • Try the “critique and solution” method instead.

For example, say someone regularly provides reports past deadline. Tell the employee why this is a problem: “Joshua needs to edit and proof the report and Tenisha then needs to lay it out graphically and if it’s late, you put them both behind in their schedule.”

Then together come up with a solution.  Ask the worker to think about why they’re regularly late with the report and then the two of you can figure out how the report can be done on time.

Understand that you may have to do something yourself to help the employee fix the problem. Perhaps the employee feels the deadline is too rushed and so you then offer to provide a longer lead-time/extended deadline.

  • Follow up is key.

And by follow up we don’t mean micromanage. Check in with worker regularly (let them know you will do so) and offer feedback. Once you feel the employee has improved as much as possible and/or you think is necessary, back off.

  • Failing to provide feedback means you’re failing your employee.

Many managers have a hard time offering criticism to subordinates, but you’re doing no one any favors if you don’t:

  • You’re allowing an employee to continue a sub-par performance, possibly hurting productivity and/or profits.
  • You’re showing other employees that a sub-par performance is okay.
  • You’re not helping your subordinate grow and reach their full potential.

None of us improves without making mistakes and then having someone see that we’ve made a them, professionally pointing it out then offering direction and suggestions for improvement.

Criticism therefore is important for all of us: it helps us improve and better ourselves. Failing to provide negative feedback/critiquing employees when warranted means they will continue performing poorly. And, because it’s part of a manager’s job to help employees improve, by letting a poor status quo continue, you’re letting your subordinates down.

While we encourage you to work with employees to help them improve, if one or more can’t – or won’t – accept your feedback and strive to improve and you decide to terminate, Helpmates can provide you with top-notch workers for your temporary, temp-to-hire or direct-hire needs. We hope you contact the branch nearest you to learn more.

Workplace Change: Constant and Disruptive

If there’s one thing employers and their workers can count on is that….they can’t count on much. What was there yesterday is gone today. Co-workers, clients/customers, technology: they all change.

Santa Fe Springs staffing

Change always has been with us, of course, but the rate of change today is unheard of (some are calling it “exponential”) and when it happens in the workplace it’s extremely stressful, resulting in fatigue, depression, illness, low morale, and….decreased productivity.

How often does change occur in the workplace? Gartner, a business research company, said in 2018 that the pace of change in business has accelerated considerably over the past 10 years, with the average organization undergoing five major changes in as few as just three years.

Helping Workers Deal with Change

The first – and critical step – to helping your employees cope with workplace change is to let them know that changes are coming. This sounds like a no-brainer first step, of course, but not all businesses tell workers of impending change, or they don’t give them time to process the fact.

Additional steps:

  • Before making the change, acknowledge the old way of doing things. “Formally” make note of the work done the old way, celebrate successes and help your team members feel appreciated for their previous work. Celebrating helps workers feel encouraged about taking on the change.
  • Be sure to explain the why behind the change and make it clear why the change will be happening now and not later.
  • Let employees know the outcomes you expect with the change.
  • Be sure your management teams understand how the change will be implemented, when, the tasks necessary to make the change, its timeline, and any challenges you anticipate.

There Will be Push Back

Your employees will complain. They will balk. They will be stressed.

It’s not true that people don’t like change, it’s that we don’t like change that we think isn’t to our benefit! To counter this, you need to understand the change from your employees’ perspective.

What could people be fearful of? They could be worried about loss of status or job security, fear of the unknown, fear of failure, politics within your company, etc.

Bottom line: you will need to carefully and over time (a few weeks) help your employees understand how the change will actually benefit them, both as a company and – especially – as individuals.

For example, if the scuttlebutt you hear is that members of your team are worried they may lose their jobs, emphasize that they’ll be learning new skills.

Keep Communication Open

Let your employees know they can go to managers and executives with questions and concerns. Reward the behaviors you want instead of punishing those you don’t. Make sure managers have the training and resources to help their team members make the transition.

Finally, provide coping strategies to employees: encourage them to exercise, eat well, get enough sleep. Make it a part of your company culture to take regular breaks that include stretching, walking around the block or even within building, maybe even meditating. (Could you provide quite places for this?)

Workplace Change: a Force for Good?

Done well – and that entails creating a plan well in advance of any large organizational alterations – change in your workplace can empower your employees as it (re)engages them with the work you do/services you provide. It can, basically: reenergize your workplace!

Do you need some help – whether temporary or long-term – during a time of workplace change at your company? Helpmates can provide you hard-working temporary personnel for a day, a week or months. Contact the branch nearest you for more information.

The Upside of Employee Turnover

Companies try to avoid employee turnover as much as they can, and that is as it should be. Generally, If you are hemorrhaging people, it is usually an indication that something is wrong.

Plus, there is the time, money and effort involved in hiring people to replace those who have left.

La Mirada staffing

But it’s not all bad when it comes to turnover. And that is precisely because of what it can tell you about how things are going at your company. Turnover can be a useful bellwether of your business’ health when you look under the hood to determine what is driving that turnover.

High Turnover

If turnover has been going up, there are naturally two questions to ask – who is leaving, and why are they leaving?

If your top performers are jumping ship it’s obviously a cause for concern. But if the ones leaving are poor or mediocre performers, that’s less of a problem.

You may find that more people are leaving at about the same time that you are instituting changes at the company in its culture or operations. It could be that the people heading for the exits are unwilling or unable to adapt to the changes being made. In this case, their departure may not be that distressing. It gives you the opportunity to bring on board people who are a better fit for the culture you are trying to create at the company.

On the other hand, if people are leaving because of outdated skill sets, it is often better to try and keep them and retrain rather than simply hire new people.

But here is where the why of leaving becomes important: employees could be leaving because they are uncomfortable with the changes being made or because they are not getting enough support during the transition. In that case, you risk losing the good performers with those who are discontented. It’s not always easy determining the reasons for turnover, but exit interviews and employee surveys can help get at the root cause.

Low Turnover

At the opposite end of the spectrum is very low turnover. At first glance, this might be reason for celebration. But again, you need to go beyond the simple metric to look at what is going on behind the numbers.

For example, you may have people who have simply fallen victim to inertia. They show up each day and do just enough to get by and collect their paycheck. They may have no intention of leaving because they are comfortable in their jobs – possibly too comfortable – with no impetus for change or improvement.

To find out if this is the case, you need to survey employees anonymously to find out their level of engagement and their intent to stay with the company. If you find that levels of employee engagement are not all that high, but people have no plans to leave, you know that they are pretty much just marking time.

Your next step is to drill a little deeper and find out which departments are affected the most. Then you can take steps to work with these employees and raise their performance levels. Managers should meet with these employees to assess their interests, strengths and training, conducting performance reviews and looking at ways to improve.

Low turnover or a constant churn of employees leaving: if you’re looking for great workers, call the Helpmates branch nearest you. We can supply skilled associates for your temporary, temp-to-hire and direct-hire opportunities. We look forward to hearing from you.

Managing the Unseen Worker

More employees are working remotely than ever before. Some estimates claim as many as 70 percent of all workers around the world work remotely at least once a week.

This has become a trend in large part because of advances in technology, making it easier to communicate and share information.

Fullerton Staffing

There are several advantages to having employees work remotely. One is that it helps companies recruit the best talent, no matter where they are located. Studies have also shown that people who work remotely are more productive than those who do not.

But managing remote teams presents unique challenges as well as opportunities. Here are a few tips on how to handle the challenges.

  1. Be clear about what is expected.

Managers need to set clear guidelines for remote workers. This should cover areas such as when the person should be accessible, working hours, when the employee needs to check in and in what type of communication.

Performance expectations should be set, as well as productivity goals and deadlines. The focus should be on the goals.

Remote workers also need to participate in the same meetings as other workers. For example, if a department has a daily planning session, remote workers should be expected to participate.

Having remote workers participate in the same routines as those who work in the office ensures that everyone is working together. It also helps create stronger bonds between the remote workers and their managers.

  1. Communicate frequently.

Managers should make it a point to have regular conversations with their remote workers individually. Communication with remote employees is especially important, whether it be casual conversation or planned meetings for feedback.

Contacting remote workers informally every day, in addition to scheduled meetings, also is wise. Some companies use video technology to stay in touch.

  1. Use the right technology.

You need to provide your telecommuters with the technology capable of allowing them to work together, to communicate easily and share information among all team members. There are many different software platforms available for this kind of service, ones that offer frameworks for team collaboration and the resources to solve complex problems.

The software should let teams organize their work and synchronize their goals. The tech tools used should be able to show clearly what individual responsibilities are and help managers see what each person is working on. The technology should also help employees to see how their work fits into the overall project and allow the team to respond nimbly to internal and external changes.

  1. Provide professional development opportunities.

Telecommuters should have the chance to train for new skills and grow in their careers, both in structured environments as well as informal settings. Managers should work with remote workers to set individual professional development goals.

  1. Resist micromanaging.

Bringing many different teams together in various locations demands a high degree of organization and coordination. But managers should resist the temptation to orchestrate this collaboration from above, but rather allow teams to work out processes and procedures on their own and to take responsibility for their work.

Give team members the autonomy to exercise their professional judgment and decision making, but hold them accountable. Allowing them to put together their own organizational frameworks also increases employee engagement.

Looking for remote workers for your Southern California company? Contact Helpmates. We can source, vet and even provide preliminary interviews for skilled and talented candidates. Call the Helpmates branch nearest you for more information.

Employee Retention Strategies that Work During Boom or Bust

You know that employee retention in the Los Angeles and Orange County areas is a major issue today because you no doubt are struggling with this at your own company. You also understand that most employees leave because they are unhappy in some way (and it often is because you disappointed them in some way of something you haven’t done for them).

Finally, you realize that your – perhaps – previous notion that a possible looming recession doesn’t mean your retention woes will abate.

Torrance staffing

We aren’t telling you anything you don’t already know: retention is a problem. A big one. To help, we’ve put together a short list of retention strategies that work whether it’s a candidate’s market like it is now….or not.

Take a look below.

  • Begin with the end in mind.

That is, hire only the best and aim with laser focus on job candidates’ character.

Yes, this won’t help you now if you’re already experienced a good deal of employee churn. But with every employee who leaves, work to hire only the best of the best from there on out.

Because top workers love to work with other top workers, the idea is to build an employee roster of the best-of-the-best. Which results in everyone being more motivated, productive and loyal because your company’s culture is one that provides the best and most engaging place to work…for everyone.

This tactic worked for Netflix, as it now enjoys an above-average employee retention rate.

  • Focus on developing great managers.

Ensuring that your managers are terrific makes great sense. They are, after all, the direct link between your executive suite and everyone else. Great managers help members of their team execute your company’s goals and vision; poor managers can allow everyone to become mired in personality conflicts and minutiae. Focus is lost.  Sturm und drang builds. Goals are unmet.

But if you tell your managers that their main job is to build great teams while providing them the leadership training and tools to do so, you’ll find that they – and the members of their team – stick around.

After all, they will have become a “great boss,” and people love to work for great people. As for “bad bosses”? Employees leave.

  • Empower employees in the decision-making process and create a culture of ownership

If you have an angry customer in front of you or on the phone and you decide then and there what you’ll do about it without asking your boss first, how do you think you’ll feel? Empowered? You bet! But don’t you also have a feeling of ownership: this is your job, your decision and your positive outcome? Going to feel pretty darn good about working for your employer? Yes, indeed! Plan to leave anytime soon? Probably not.

  • Build a values-driven culture/company.

What does your company believe in, stand for? What is its purpose? These concepts may appear woo-woo, but think about it: having a purpose (raising a family well, being of service to others, becoming wealthy so that you can give a considerable amount of money to a favorite cause) helps get you up in the morning.

Establishing some core values at your company around behind which your employees can rally can transform your business and fire up employees.

Examples of core values:

  • “We Support Employees’ Growth”
  • “We Work to Provide the Best Service to all Our Customers”
  • “We Aim to Delight Our Customers”

 

  • Commit to investing in employees’ personal development.

This includes not only professional development but also personal growth. That is, provide employee growth opportunities that help not only the company but also employees’ individual goals.

  • As much as possible, encourage autonomy.

Not every position at a company can be unsupervised, of course, but most can. Giving workers autonomy means they’ll have to take on more responsibility, allowing them to push themselves to “figure it out.” Most will blossom under such a scenario. Another benefit? Don’t be surprised if your workers become more engaged and passionate about their work. And who wants to leave a job about which they feel passionate?

  • Just because it’s work doesn’t meant it can’t be fun.

Encourage your workers to actually see and interact with each other. In person. (We know; what a concept.) Encourage employees to move away from phone and text conversations to face-to-face meetings. What kind of team rituals could you create that encourage people to get together regularly: monthly lunch potlucks, bowling nights, birthday parties, lunch and learn meetings, yoga class after work?

And let’s not forget employee rewards/perks, which can be both exciting and easy to think of in Southern California. For example, let employees know that after one year of employment, their name will be placed in a raffle for tickets to ComicCon (or Disney’s D23 convention for those so minded). Depending on how robust your turnover is, sweeten the pot and provide a large-ish gift for those who stay with you five years: guaranteed tix to ComicCon/D23, etc.

Housing is beyond expensive in Southern California. Could you provide low-interest loans or help with a down payment on a home for employees who stay at least 5 years? Or tuition help for employees and/or their children? Get creative. Ask employees what they would appreciate. Celebrate the awards when given. Let a four-year employee know that they have just one more year to go before they’re eligible for the benefits you’ve set aside. Anticipation in in this case can work wonders.

If an employee suddenly quits and you need a replacement quickly, contact the Helpmates branch nearest you. We can get someone in to replace the departing worker for a day, a week …or even “forever” (we can source, recruit and perform preliminary screening and interviewing for you). We look forward to hearing from you.

Got Ghosts? Here’s How to Bust Them

A turbocharged economy has drastically reduced unemployment and created a buyer’s market for jobs. This state of affairs has given rise to a new phenomenon in recruiting, and a new word has entered the recruiting lexicon to describe it: ghosting.

It happens when a job candidate – or even someone who’s accepted your job offer – simply drops from sight. They’ve become a ghost.

Cypress Staffing

It can happen at any stage of the recruiting process.

  • The recruiter may try to get in touch with the person without any response. No return call. Nothing.
  • Or the person may be scheduled for a job interview and not show up. No notice, no explanation. Again, simply dropping from sight.
  • Or the person may actually be hired but fail to show up for their first day of work. Here again, there is no warning, no communication. The person just disappears.

It’s happening more often because there is such a labor crunch. Employers are struggling more than ever to find qualified people. As a result, top people are often receiving more than one offer. They have options. And, although it may not be the most professional approach, some have a cavalier attitude toward employers, dropping them without a second thought if something better comes along.

If you are an employer, what can you do so that you don’t fall victim to ghosting? Simply put, you need to take care of your job candidates. They need to feel that the company values them and their time. They need to be treated well, just like a customer.

Communication is important. The company needs to stay in contact with candidates and keep them up to date on status status – where they stand in relation to other applicants, what comes next in the process and when, how long the whole thing is expected to take.

Companies can no longer afford to keep candidates in the dark or impose on their time by dragging out the hiring process. If a firm does this, top prospects will simply go elsewhere. It’s all about giving job candidates a good experience.

To begin with, you need to reexamine every step of the hiring process, from the time a job candidate makes first contact, through the interviewing process and onboarding.

  1. Recruiting

To prevent ghosting, you need to attract candidates who are a good fit for the job. So you need to make sure your job descriptions are current and accurately describe the kinds of skills and experience needed to be successful. Skip the boilerplate and describe what is really involved in the job.

  1. Interviewing

Hiring managers need to prepare for the interview just like candidates. First of all, hiring managers need to be clear exactly what skills, knowledge and experience they’re looking for and interview questions should reflect that so that they produce the information needed. All of the candidates should answer the same questions to provide a basis for comparison.

Hiring managers also need to ask questions about company culture and soft skills, the person’s ability to communicate, collaborate, their work ethic, and resilience.

Doing all of this will help ensure that you find candidates who are a good fit for the job and the culture, which will make it less likely that they’ll ghost you.

  1. Onboarding

The onboarding process should give new hires the orientation they need to make a good start at the company. That means welcoming them, introducing them to people in their department, reviewing the duties and expectations of the job, preparing their workspace with everything they will need, and being available to answer questions or concerns they may have.

  1. Employee engagement

Ghosting also occurs after an employee has been working with you for awhile. If you have employees who are engaged and excited about their work, there is little chance they will leave without notice (ghost). To cultivate engaged employees, you need to show you value them and their work. Younger workers, especially millennials, want frequent feedback on how they are doing and what they need to work on.

To improve employee engagement, you need to recognize employees for their work and reward it, provide opportunities for growth in their careers and offer training opportunities, such as mentoring.

All of these things will make for employees who enjoy their work, thus helping you retain them.

Have you just been ghosted? Need to “bust” that departure quickly? Then call Helpmates! We can have one of our associates with the skills you need at your location quickly….and ready to get to work! Contact the Helpmates branch nearest you for more information.

Retention in a Recession: Not Much of a Problem?

More and more economists say the U.S. is getting closer to a recession: as of about mid-August, most were predicting its start in early 2021, possibly even some time in 2020.

Santa Fe Springs Temp Agency

No matter when it comes, a recession is coming: they always do, same as the sun rises in the east and sets in the west. It’s a modern natural economic cycle.

Therefore, because it appears that one will be wending its way to us in a few months, what could it mean about employee retention?

Many people believe retention won’t be a problem. After all, recessions always mean more firing and less hiring, so employees “would be foolish” to leave a company when “every” company appears to be letting people go and not hiring new ones.

And this may be true, especially in the beginning and middle of a recession, when layoffs are rampant and the unemployment rate creeps up.

Recessions Always Come…And They Always Go

When the recovery occurs – and it definitely will – many overworked, tired, and stressed workers may start looking elsewhere: this is exactly what happened in the economic recover after the Great Recession (December 2007-June 2009).

In addition, if you weren’t a manager, hiring manager, CEO, or recruiter during the last recession, you may not have experienced how hard it was to find great employees, even though (as the link above states) companies (during the recession) were “reporting receiving as many as 1500 or more resumes in response to an ad on the national job boards. ….[Yet] we continue to hear the same message ‘where are all the good candidates?’”

What’s more, your top employees – the ones you kept during one or more layoffs – especially may decide to look elsewhere once the worst of the recession is over.

(Note: this also could benefit you, as you could end up hiring dissatisfied employees looking to leave their employer, what this post-Great Recession/2009 article dubbed a “turnover surge.”)

Bottom Line? Looming Recession or Not, Pay Attention to Retention!

Filling needed vacant positions is costly no matter how well the economy is performing. After all, recession or no recession, the current serious talent shortage will remain. Which means if you keep your top employees during a recession but let your second- and third- workers go in a reduction in force, you may wish you’d kept at least your second tier folks. Why? Because it could be quite difficult to find even good “B” players (see “where are all the good candidates?” above).

Helpmates can work with your managers and members of your HR team and create a workforce management plan that keeps productivity humming at your company no matter if the economy expands or contract.

Give a shout out to the Helpmates branch nearest you for more information.

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