Avoid These Recruiting Marketing Mistakes

Does your company start hiring someone only as soon as you have a need? That is, do you whip up a job posting only when a hiring manager requests a replacement or needs to fill a new position?

If so, do you find yourself scrambling to source and recruit great talent? Probably, right? And that’s certainly an unpleasant place to be, always feeling pressure to hire quickly.

Irvine recruiters

But what if your company made a habit of creating a talent pipeline? What if you always looked for people with certain skills for certain positions? And what if you created relationships with these folks so that when you do have a need, they’re eager to apply?

How would that change the caliber of your hire? Pretty darn well, actually.

Hiring “just in time” is just one recruiting mistakes you might be making. Here are three more.

  1. Not following up after a virtual recruiting event.

The COVID-19 pandemic has meant a lot of recruiting’s tasks are performed online, including recruiting events and career fairs. And even though a lot more people are out of work this year than the beginning of March last year, it’s pretty much up to you, the recruiter, to follow up with candidates.

Remembering the talent pipeline warning above, it’s smart to reach out to candidates as soon as the event is over, especially those who appear the most promising. Keeping prospective candidates engaged means you have a much better chance of hiring the best talent when you need them.

What kind of “reaching out” should you/could you perform? Why not use an automated tool to ask candidates what they thought of the event and/or your company? Text or email them to tell them about next steps (if you have immediate hiring needs). Keep in touch with everyone you met with a newsletter. (This is terrific for pipeline building, as mentioned above.) And so on.

  1. Not hiring quickly when there IS an opening.

Too many companies make the hiring process far too long. Weeks, even months long. Hiring a mid-level person should take no more than four-six weeks, tops, from the time the job is posted to when an offer is made.

So no more posting a job when it’s “under consideration.” Post it only when the hiring manager is actually ready to hire. Posting when they’re just “thinking about it,” or you and they want to fill the pipeline in this way isn’t smart: you’ll alienate candidates who wait to even hear from someone about an interview, let alone making them angry if they find out there’s no actual need right now.

Instead, work to shorten the gap between when you start accepting applications and when you make someone an offer.

  1. Not using visual content in your messaging.

As you send emails, don’t be shy about using video. Video is a great eye catcher and one of the most engaging types of content.

As you keep in touch people who have expressed interest in working at your company (whether you meet them via a networking/hiring event or they’re not hired for a job to which they applied, etc.), you should be emailing them regularly with information about your company and careers within it.

What types of videos? Videotape current employees about what they like most about working at the company. Create a “day in the life” video of people who work in certain roles. Put together an interactive quiz filled with “did you know?” facts about the company.

Partner with Helpmates for an always available talent pipeline

Helpmates continuously recruits for our clients’ changing needs. That means we always have a healthy pipeline filled with people looking for work. Contact the branch nearest you for more information for your temporary, temp-to-hire and direct-hire staffing needs.

A Manager’s Guide to Conducting Performance Reviews

A Manager’s Guide to Conducting Performance Reviews

If you’ve been a manager for any amount of time, you realize that conducting a performance review can sometimes be as stressful for you as it is for the employee being reviewed!  The good news is that it can be an extremely rewarding experience on both sides.

Here are a few tips we’ve learned over the years that may help you conduct your next performance review:

Set the Stage

Before even starting the performance review, make sure the employee understands what is involved.  Ideally, they will know exactly what’s been expected of them over the last year.  But, to help ensure everyone is on the same page, consider creating a worksheet that highlights the specific job duties, expectations, goals, and milestones for the position.  Provide this to the employee well before the review.  Ask the employee to evaluate themselves in each area and come prepared to the performance review.

Keep Good Records

Typically, performance reviews take into account an extended period of performance.  As a manager, be sure to keep good records throughout the year for each of your reports.  Highlight specific successes, areas for improvement, and any requests or pieces of feedback you provided throughout the year.  Before evaluating an employee, be sure to consult your records.  This will help ensure you don’t miss any of the positives or areas for improvement.

If evaluating a long-term employee, review their last performance evaluation.  Pay special attention to the goals and requirements laid out in that review to ensure the employee is making progress.

Be Fair

To make sure all employees get a fair, unbiased evaluation, develop an employee performance appraisal that accurately measures similar guidelines that can transfer across all employee job types and levels. When evaluating several employees that share the same job roles, develop a unique form for that position.

Allow the Employee to Share Their Thoughts

The most effective evaluations are oftentimes full of open communication, not simply one-sided.  Encourage the employee to share their self-evaluations.  Ask what areas they feel they excel in, and what areas need improvement.  If your evaluation doesn’t match their own personal assessment, dig deeper to find out why.

Give Clear Comments

When sharing feedback that the employee needs to improve his or her performance, it should be clear, concise and to the point. Don’t give ambiguous comments or try to be nice. Be honest and professional.

Provide Realistic Goals

Goals should be determined by the type of work performed and be realistic, given the abilities of each individual employee. Carefully set at least one realistic work performance goal with a set time for completion, and be prepared to revisit this goal during the next evaluation period.

Get Buy-In
Before ending the performance review, confirm you have buy-in from the employee.  Ensure they understand what is expected of them, agree the goals set are realistic, and fully understand they will be held to the standards outlined during the review.

Don’t Wait to Provide Feedback
Just because you have set times throughout the year for performance reviews doesn’t mean this is the only time to provide feedback.  When you encounter a problem or something extraordinarily good, use this as a teaching moment.  Provide both positive and constructive feedback.

Check in on Goals
Last but not least, check in frequently.  Make sure employees are working towards the goals outlined during their review.  Confirm they have access to all the tools and resources they need to meet these goals and keep them on track!   

Looking to Hire More Top Performers?

At Helpmates, we specialize in recruiting top-performing employees that outpace their peers.  Contact us today!

How to Master Tough Interview Questions Like a Pro

Congratulations! You’ve been asked to interview for the job of your dreams.

Are you excited…or nervous? More importantly, are you prepared?

Interviewing can be really stressful, or quite enjoyable, depending on the preparation you do. Over my many years of hiring, the best interviews I’ve had are always the ones that turn into more of a conversation than a question and answer session. And that happens when the candidate is ready for the interview.

So what do you need to know?

First, you absolutely must do a little homework (and the more senior the position, the more preparation is required). Visit the company website. Get to know their products and services. Understand the company mission. Learn a little about their industry. And most importantly, think about the value you can bring to the organization.

Next, do a little planning to prepare for the following common interview questions you’re likely to be asked.

Common Question 1: Tell me about yourself.

You don’t need to tell your life story. The interviewer wants to hear a few highlights about your background, and the reasons you’d be a good match for the job opening. Don’t be afraid to brag a little. Share specific examples of your successes from prior jobs, talk about relevant classes you’ve taken, and convey your passion for the job.

Common Question 2: Tell me about your greatest success.

With a question like this, be genuine. The interviewer is looking for real examples of your skills, experience and personality traits. Never make up a story. If you don’t have a lot of work experience, talk about school. Was there a group project where you really shined? Tell a story that illustrates your accomplishments and work ethic.

Common Question 3: What is your greatest weakness?

This is the one that seems to get everyone stumped. A lot of people will tell you to take a strength you have and make it into a weakness. An example of this could be, “I just care too much sometimes and I always take my work home with me,” but a good interviewer can spot false modesty. Instead, talk about a weakness you actually have, but when you respond, show you are working to overcome the weakness. For example, maybe you’re a little disorganized, but you started using a planner, and file folders to separate your work, so now you have a better handle on it.

Common Question 4: Give me an example of when you really went above and beyond for a client. 
Or the corollary, give me an example of a time you had a big conflict with a client and how you dealt with it.

This is a tricky question because the interviewer is looking for you to demonstrate behavioral traits from your past. They want to see how you really handle yourself when clients are demanding or conflicts arise. Like the previous questions, the best approach is to be sincere. Have at least a couple of real stories ready to tell. Explain the situation that occurred, how you dealt with the problem, and the results of your efforts. Also, be sure to explain how you followed-up after the event took place to ensure the client was happy.

Common Question 5: What qualities should a successful manager have?

I love this question. It really forces candidates to express how they like to be managed, and it helps me evaluate whether or not the candidate is a good fit for the culture of our organization. To prepare for this question, think of an example of a favorite former boss or professor. What qualities made that person a great leader? When responding, don’t just state what you think works, but tell the interviewer about your examples and why their leadership style worked. For example, you might discuss a supervisor who was great at setting clear expectations, someone who set a great example for the rest of the team, or a person who was very approachable and acted as an effective mentor.

Would you like more help getting ready for your interviews?

As one of the top employment agencies in Southern California, we can help.  Call Helpmates today to schedule an interview to land your next great job.

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