Tony Lee, Chief Alliance Officer & EVP of East Coast Operations, Adicio

It’s normal to be nervous before any interview, but some job seekers are especially affected, and so are many of the recruiters who interview them. In fact, at many small companies where hiring exactly the right person is so important, interviewers fret for days before each meeting with a top candidate. Some people are so fearful and apprehensive before any interview that they become tongue-tied, talk too much or say the wrong things.

To be sure, a manageable level of stress can actually improve interview performance. “It quickens our mind, sharpens our conversation and pumps more adrenaline into our system,” says Arlene Hirsch, a Chicago career adviser. “If you don’t feel any stress, you may not be ready to perform well.”

On the other hand, if your blood pressure rises too much and your palms become too clammy, you need to control your reactions. The key to calmness is learning not to exaggerate an interview’s importance. Lowering the stakes can reduce your stress level considerably.

In contrast, if you believe that you must succeed at all costs, your tension level will soar. You’ll be a self-conscious spectator of your behavior, watching and judging every word you say. Not only does this make you more anxious, it also divides your attention.

Excessive self-consciousness is most common among perfectionists who feel they can’t afford to fail. Any real or imaginary deviation from their self-imposed, often unrealistic, standards triggers more nervousness and self-critical ruminations.

“The self-imposed pressure of trying to ace an interview can make someone focus too much on how he looks and acts,” says Ms. Hirsch. “Research has shown that this self-consciousness not only can prevent you from responding to questions with confidence, it can actually cause you to perform at levels below your demonstrated capabilities.”

Even preparing your responses in advance can hurt if you’re too anxious. You’ll tend to be over-prepared, which chokes your spontaneity and your ability to field unexpected questions.

Nothing to Fear

Remind yourself that whatever happens, you’re sure to survive another day. And the less you worry about making mistakes, the less anxious you’ll be. Worrying about an experience is always more unpleasant than the experience itself.

Also be careful to never confront candidates, regardless of how tense you’re feeling. Instead of making them the butt of your misdirected anxiety, tell yourself that they’re only human and treat them as friends.

Another way to reduce stress is to visualize how you want to come across, then separate yourself from your performance. Develop an image of an ideal executive, then model your behavior after this image. Just as an actor or actress creates the character in a script, you must try to create a character for the task of interviewing others.

To reduce stress, some recruiters practice relaxation exercises before interviews. For instance, try to visualize a serene and beautiful scene, such as a moonlit beach, while becoming aware of your breathing rhythm. As you inhale, think “I am.” When you exhale, think “calm.” Breathe at least 10 times, then recall a successful interview experience.

A more advanced breathing technique would be to relax and exhale completely. Next, close your mouth and place your thumb of your right hand on your right nostril so that it’s completely closed. Then slowly and deeply inhale and exhale through your left nostril at least 25 to 30 times. This allows you to tap into the right hemisphere of your brain, say stress experts, particularly the limbic part that governs emotions. You’ll experience an immediate reduction of your anxiety level and feel more relaxed and controlled during the meeting.

Power of Visualization

Many top athletes use visualization techniques to reduce anxiety, improve concentration and enhance athletic performance. Tennis star Chris Evert, for example, says she tried to visualize opponents’ shots, form and strategy before championship matches. She then pictured how she would counter their maneuvers.

Jack Nicklaus gives the following description of how he programs his internal “bio-computer” before golf tournaments: “I never hit a shot, even in practice, without having a sharp, in-focus picture of it in my head. It’s like a color movie. First, I ‘see’ the ball where I want it to finish…I ‘see’ the ball going there: its path, trajectory and shape…the next scene shows me making the kind of swing that will turn the previous image into reality.”

As in sporting events, when interviewing candidates, a high level of performance is required for a short period. Thus, using visualization techniques can help build confidence and reduce anxiety. The trick is to create a memory of a successful meeting. When interviewing, you’ll feel a sense of déjà vu, as though you had the experience before. Stress counselors say the following steps are helpful when trying to visualize:

• Find a tranquil, quiet place where you’ll be totally undisturbed.
• Purge your mind of ordinary concerns, worries and preoccupations. Eliminate thoughts that aren’t directly pertinent to your visualization and find a quiet mental space.
• Lie down with your legs uncrossed and your arms at your sides. Close your eyes and inhale slowly, expanding your chest and lower abdomen. Pause for a moment. Then exhale slowly and relax your chest and abdomen. Inhale and exhale until you feel deeply relaxed. As you become more tranquil, breathe more slowly and evenly.
• Relax your feet and legs and imagine that they’re becoming heavy. Say to yourself, “My feet and legs are becoming more and more relaxed. They’re now deeply relaxed.” Pause, then repeat this on your ankles, thighs, pelvis, stomach, back and chest. Rest a moment. Then repeat it with your hands, forearms, upper arms and shoulders. Pause, then relax the muscles of your neck and jaw. Allow your jaw to drop. Relax your tongue, cheeks, eyes and forehead. Rest and enjoy a totally relaxed feeling.
• To relax more deeply, imagine that you’re alone in an elevator. Visualize the doors closing, then the numbers showing the floor level. Imagine that you’re on the tenth floor and going to the first. Feel the descending motion as the elevator drops. As the elevator passes each floor, you’ll enter a deeper, calmer mental state. When you reach the first floor, your mind will be open and tranquil. When the elevator doors open, imagine that you’re sitting in a comfortable chair in a dimly lit room. Picture a large screen on a wall. You’re now ready to begin visualizing.

Repeat these steps at least three times before any stressful interview, visualizing for as long as you like. With repeated visualizations you can enrich the scenes with more detail and perfect the outcome. When you want to resume normal consciousness, mentally return to the elevator and ascend to the tenth floor. When the door opens, open your eyes. Chances are you’ll feel rested, strong and determined.

Interviewing skills improve with practice. As your fear subsides, you’ll perform better. You’ll gain confidence in your interviewing skills and, ultimately, you’ll be performing as well as the person you visualized.

Russell Miyaki, Vice President, National Digital Creative Director, TMP Worldwide

We spend an enormous amount of time and money branding ourselves to potential candidates. Yet for a lot of companies there is a syndrome in place that drastically affects the candidate’s experience with the brand. And in a down economy, your candidate engagement strategies don’t necessarily have to change, they just need to be firing on all cylinders.

Let’s think about our audience when they come across your communications. Are they really listening? Or are they just trying to get employed? What defines the new best candidate experience? In this economy, is it defined by actually getting employed? Or is it a combination of the acknowledgment of one’s skills and talents with highly relevant, truthful, and timely up-to-date status of where-they-stand information?

In a down economy like this, does the “black hole” syndrome increase in size? How does that make them feel when they get the black hole notification after they submit their resume; “Thank you for applying to the position below. Your resume has been added to our candidate database. Members of our recruiting team will be reviewing all the resumes we have received and will be in touch should your skills and experience match our open needs.” Usually this is followed by no follow-up.

(“Hey wait a minute. Didn’t I just apply to a specific need that you just spent thousands upon thousands of employer branding dollars on?”)

Chances are the percentage of candidates that experience the black hole with your candidate engagement process may be represented by the amount of resumes and applications to actual interviews. Why worry about the engagement of these candidates if they were not right for the positions, you ask? Two reasons come to mind. One, that percentage is more likely to be very large. And in today’s social power, the masses are strong. Word gets out, and perceptions are their reality about you. Two, their talents may have not been perfect right now but may become hard to find later.

Innovation should not be exclusive to the development of front-end branding and engagement. The level of the innovative engagement the candidates experience learning about you should carry through to the end of the application process. You can have all the social strategies in place, employee stories, compelling message platform and innovative shiny widgets to deliver this platform. But if the part of the engagement that means the most to the applicant is abandoned, you are left with a lot of disengaged people who bought into your machine.

Here are some ideas around closing the black hole:

Social platforms

Leverage social platforms to keep the candidates in the loop. Create specific social groups that invite candidates to have a more personal exclusive follow-up with you. Instead of general walls or forums, you can create groups or membership areas that make the engagement more personalized. Platforms like Ning are very powerful in doing this. But remember, no matter what platform you use, you must provide timely response, and it should be a two-way communication between them and you.

Pipeline resource

Assign members on your recruiting team to the role of pipeline engagement consultants.

Again, no matter what platform you use, candidates are always looking for human interaction and timely response. Think of these roles as talent farmers and scouts. They keep the pipeline happy, engaged and efficient.

CRM systems

Utilize backend CRM systems (like Salesforce as an example) to track status, send timely notifications and alerts, and manage talent pool internally.

As with many companies, to manage all this engagement takes resources. Here is where you can apply more concentrated innovation by leveraging CRM systems to automate a very human interaction without sacrificing too much on the high-touch human element.

Candidate dashboards

Create candidate dashboards on your site that enable candidates to register their information, and manage their application process with you.

Like a good CRM, this is only good if the system responds efficiently with timely status alerts, distributes to as many eyeballs as possible within your organization, and becomes a future doorway between their career endeavors and you. Give them the opportunity to receive timely information like new job alerts that match their profile. The system should make them feel that it is working in their best interest, helping them gain employment, and even feel exclusive to them as if they had a personal agent.

We see a lot of wonderful immersive candidate engagement campaigns out there, from events to mobile social. Take a look at your strategies and ask yourself, have you paid as much attention to the immersive engagement to those that have already applied as you have to those you are marketing to?

Russell Miyaki is Vice President National Digital Creative Director for TMP Worldwide and leads innovation initiatives for clients and development teams while overseeing the development and creation of all interactive media.

Dr. Janice Presser, CEO, The Gabriel Institute

Recently, I answered a question on Quora.com. You may not be familiar with this website, but it occupies a special place in my heart. People ask, and answer, questions there. Sometimes the questions are tough; sometimes they are touching. And sometimes when I am drawn to answer them, it is before I think through exactly how I came to know the answer I’m giving.

So the question was, “What are the top 10 interpersonal skills found in great leaders?”

The word that really got my attention is ‘interpersonal.’ I didn’t even check to see who asked it.

Here is my answer (and if you have heard of TGI Role-Based Assessment*, the first one should come as no surprise):

1. They are team players.
2. They are coherent (neither rigid nor diffuse) in all their interactions with others.
3. Depending on what they are leading, they are either highly inspirational, in which case people are drawn to follow them and their vision, or they are excellent at shepherding people toward the goal. Occasionally you find people who are good at both.
4. They take initiative, especially in innovation companies. They seize the moment, and go for the opportunity.
5. They clearly get that other people have points of view that may not exactly mirror their own. (They might not like it, but they definitely get it.)
6. They aren’t consumed by greed. Their ambition and desire to win extends to their team, organization, stakeholders, and especially their customers.
7. They aren’t know-it-alls, even though they are generally smart.
8. They know how to be able depend on other people: their trust is highly desired and valued.
9. They respect all living things. (That includes silicon-based life forms.)
10. They openly express their faith in the team, that together they can achieve the vision.

After I posted this ‘top 10,’ I asked myself, as I often do: How do I know what I know?

And that’s when I realized that there is no easy path to leadership. That it often comes from surviving great trials and challenges in life. That it is not just a collection of traits, skills, or bits and pieces of one person’s experience because, indeed, a leader does not exist in isolation. A leader is part of a team, and often it is the team – in all its complexity – that challenges, and teaches, leadership.

So consider how you, as a recruiter, can take a more constructive role in sourcing real leaders for leadership positions.

First, think of how the new leader is going to have to interact with other people to be successful. Will there be more ‘inspire people’ or ‘drive people’ in the situation? Is the primary mission to achieve long-range objectives, or short-range ones? Will there be more planning or more doing? More interactive and service-friendly, or less so? The answers to questions like these will describe a person who is driven to contribute to the needs of the organization in definable ways. In the language of Coherent Human Infrastructure (CHI) methodology, the attraction to serving specific organizational needs is called Role, and to the greatest extent possible, the ‘capital R’ Role of the leader (as well as the Roles of team members) should be aligned with the mission of the team.

Second, consider the amount of pressure this person will be under and what that will require. The ability to bear up under heavy pressure can make the difference between a happy team and a dysfunctional one; between success and failure. We’ve all known people who are fine when the sun is shining, but any kind of heavy weather brings out harsh words, blaming, or worse. Also consider the time frame in which the person will have to make a significant impact. Obviously, this is most critical when a company is in trouble, or when the former incumbent exited while under fire. People who are rigid or diffuse do not handle stress well, and may not be up to the demands of the situation, no matter how good they look on paper.

Finally, consider any known derailers for the position. Does this person need to be able to ‘read’ their team exceptionally well? If there is a hint that they will not take kindly to anyone trying to restrain one of their more fanciful ideas (think ‘Enron’), will that be a problem? Remember, what great leaders need most is the ability to be a great team player. Make sure their teaming characteristics don’t make them a leader-that-almost-was.

One last thought: Recruiting is a team sport, too! Make sure you partner with the hiring manager, the board, or whomever you are recruiting for. Treat each other with respect and trust, and you will become better team players – and leaders.

* If you are not familiar with TGI Role-Based Assessment(TM), which measures Role, Coherence, and Teaming Characteristics, Dr. Janice invites you to contact her at DrJanice@thegabrielinstitute.com to learn more. Free training, with four free HRCI credits, is available at http://bit.ly/TGItraining.

Doug Leeby, President, Beeline

No matter the economic climate, the most important—and expensive— investment a company can make is in its people. For many companies that statement is a given, but just like any other money spent, there needs to be a return on that investment. A common misconception is that workforce effectiveness and productivity can only be measured qualitatively, but a more sophisticated—and prescriptive—measurement is possible. The problem is that all too often, evaluating workforce effectiveness can be difficult because productivity numbers are a one-dimensional metric and often assembled after a business process is complete. This provides limited opportunity for observation, refinement, and improvement while a project is still in process.

Quantifying the “human element” in a more multi-dimensional way requires workforce analytics – a comprehensive and continuous assembly and evaluation of data on employees from hiring to retiring and the myriad stops in between. And it’s not just about monitoring behavior, but also motivating it because it gives managers a better view of what their employees are doing. It’s also a way to gain visibility into one of the largest expenses for an organization – the flexible workforce – to efficiently allocate resources globally and staff projects appropriately. These measurements can actually improve productivity because when measurement and management are linked, and work and productivity are transparent and quantifiable, employee behavior is sure to follow. In fact, at its core, successful workforce analytics is about a streamlined, inspired workforce that allows a company to survive and thrive.

Indeed, research shows that solid workforce analytics have the ability to impact the financial success of a company. Aberdeen’s 2011 HR Executive Agenda study found businesses that apply workforce analytics are nearly three times as likely to achieve best-in-class as those that do not. Yet only 35 percent of companies currently use analytics, although 38 percent say they are planning to do so, showing that there are still many businesses that need to be convinced of its importance.

Implementing workforce analytics has perhaps never been more critical than today, as the U.S. continues to recover from the Great Recession. While the competition to retain and attract the best talent heats up, employers are also vigilant not only about who is hired, but for how long, leading them to turn to a contingent workforce (the non full-time employee) as a critical solution to staff up flexibly for time-critical projects. Workforce analytics allows a more precise measurement of a complex workforce woven of both permanent and contingent employees around the world—and that analysis can help companies be better prepared to make the right staffing choices in periods of both economic downturn and recovery—whether it be to recognize, reward, or reassess HR decisions.

The risk in not implementing workforce analytics is that if companies can’t gain a bird’s eye view of their global workforce, they will find the task of managing their 24-hour-a-day, full time and flexible employee base an increasingly daunting task as more businesses expand internationally. Using workforce analytics can also help identify star employees so an organization can effectively incentivize and retain their best and brightest.

The prevailing thought in business is that if you can’t measure it, you can’t manage it. And, unfortunately, too often talent is viewed as something that can’t be measured in a quantitative way. But the good news is that with workforce analytics, you can measure it. And companies that do so—in good times and in bad—will always measure up.

Doug Leeby is president of Beeline. Beeline is the proven leader in flexible workforce solutions, helping companies to build and manage a global, flexible workforce anytime, anywhere – while significantly reducing the costs of doing so.

Vitaly Latush, Founder, BrightMesh

Google+, +1 Button, Sparks, Circles… It is obvious that after a long delay and several unsuccessful attempts Google is very serious about extending its services into the social media space. It is more than likely that this time it will make a significant impact on the way people use social media but will it affect the recruiting strategies? I think it will and here is why.

Why this time it should be taken seriously
Google failed more than once in the social media space – Orkut and Buzz are the good examples so there are reasons to be sceptical. But truth to be told until recently social media was an afterthought for them. Not anymore. The departure of Eric Schmidt from the CEO position is publicly connected with Google’s unsuccessful attempts to succeed in social media.

How Google’s social media strategy is different from competition
While Google+ is the most talked about social media project lately, in fact Google recently started adding social and collaboration features to the line of its hugely successful services like web search, Gmail and others. While never admitted publicly the direction Google is taking is fairly clear – instead of building a walled service and then trying to bring people inside, Google wants to build a social media overlay over the entire Internet. This is a very ambitious plan but if there is one company that can do it that would be Google.

How soon can we see the impact?
It is hard to predict but it could become noticeable very soon. If there is one lesson that can be learned from the age of social media it would be the fact that this space changes incredibly fast. The whole story of MySpace from the launch in 2003 to becoming the biggest social network in 2006, to the recent more or less liquidation-like sale for $35 million took less than 10 years.

What does it mean for recruiting?
The biggest change will result from the fact that as Google’s social strategy gets more successful, capable individuals will have fewer incentives to go with the crowd. If Google’s social overlay covers the entire Internet people may start choosing professional branding tools that better suit their professional/knowledge profile rather than accepting the one-size-fits-all options. Personally I think it’s a good thing – it will help seeing people in a bigger picture and will make it easier to spot the unique differentiators. On the other hand the candidate search strategies will require adjustments to accommodate these changes.

What does it mean for you?
If successful, Google Social will enable you to choose from more options and be more creative when deciding what tools you would like to use to develop your recruiting brand. Another interesting possibility is gaining a competitive advantage through the development of new search and candidate attraction strategies.

Overall I am glad that Google is determined to change the social media status quo. It is more than likely that capable professionals including capable recruiters will benefit from the new opportunities resulting from this new development.

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Vitaly Latush is a founder of BrightMesh – the knowledge network with naturally integrated recruiting tools creating a dynamic, collaborative hiring environment. Feel free to contact Vitaly if you are interested in innovations in this field.

Rich Milgram, Founder and Chief Executive Officer, Beyond.com

With the proliferation of the smartphone, everyone and everything is “going mobile.” From checking email to booking flights or even ordering a pizza, everything can be done on-the-go. This doesn’t stop at job searching. While the national unemployment rate is gradually improving, there are still many people on the job hunt. The ability to search for jobs anytime, from anywhere, can provide job seekers a competitive edge by staying informed, quickly reacting to new job opportunities and getting in front of prospective employers before the competition.

With everything in near real-time these days, it is imperative for mobile recruitment strategies to play a role in the way employers and job seekers connect with one another.

The Employer and Job-Seeker Benefit

Today’s professionals, preferring a discreet and faster way to receive and respond to job postings, are turning to mobile apps for job searching. It’s a convenient way for job seekers to search on a medium that’s fast, discreet and with them at all times – whether it’s while waiting for an appointment, in line at the grocery store or during their lunch break. In turn, this same convenience applies to HR professionals and recruiters, and it only makes sense to reach job seekers through this channel.

Mobile recruitment creates an opportunity for companies to engage with targeted candidates in a more immediate way, delivering content when and where people want to consume it – which is on their mobile devices. By incorporating mobile strategies into an overall recruitment program, employers are casting a wider net to reach a growing, tech-savvy and on-the-go audience. They are therefore able to effectively connect with job seekers the way they want to be reached.

Is Mobile Recruiting Taking Off?

With a growing number of job search application downloads and an increase in mobile traffic coming to job boards, it is evident that mobile recruitment is in full swing. A Morgan Stanley analyst report predicts that by 2014, the Internet will be more frequently searched on a mobile device than on a computer. In September 2010, Pew Internet found that among cell phone users with apps, the average adult has 18 apps on his or her phone. All of these findings point directly at the growing use of mobile and the need for instant and continuous connectivity.

Even more telling, a May 2011 Beyond.com poll of more than 3,400 job seekers found that more than 77 percent use mobile job search apps. Those 77 percent also explained their top reasons for utilizing mobile job search apps.

• 36 percent enjoy the ability to quickly react to new job postings
• 24 percent prefer being able to job search anytime, anywhere
• More than 17 percent like that the apps offer a discreet way to job search

As the mobile industry continues to explode, we can only expect the adoption of smartphones and mobile apps to increasingly grow at an exponential rate, which bestows tremendous implications for the recruitment industry.

Recruitment Strategy

As mobile apps flood the job search scene, it’s crucial for recruiters to effectively strategize their efforts through this channel.  By using mobile solutions to support existing recruitment strategies, organizations will increase their chances of finding more qualified candidates. However, with every job board, social network and company launching a mobile app, it’s tough to keep track of them all or know which to utilize. By posting openings on targeted job search apps – those specific to a particular industry or geographic region – recruiters will be more likely to reach their desired candidates in a quicker and more effective way, helping to achieve the ultimate goal of locating top talent with less time sifting though applications. 

Rich Milgram, the Founder and CEO of Beyond.com, Inc., has developed and grown the company into a highly niche-specific career community that enables job seekers and employers to create targeted connections across thousands of top-tier industry and local web sites. A subject matter expert on the topics of online recruitment, software development and applications, career consulting and entrepreneurship, Rich aims to help business professionals grow within in their careers.

Mark McMillan, Executive Coach & Co-Founder, Talent Function

With unemployment numbers remaining high, you might think it’s easier to find qualified talent. Ironically, the exact opposite is true. Even though the number of people available for work has increased, the mismatch between qualified candidates and job openings remains extraordinary, contributing to a recruiting challenge for most organizations.

A June 2011 report from McKinsey Global Institute indicates that the U.S. workforce will continue to grow until 2020, but under current trends, many workers will not have the right skills for available jobs.[i] For recruiters and hiring managers, this translates to an increased volume of candidates and additional time commitment to review and screen them to identify those with the right hard and soft skills and cultural fit. Deploying interview management best practices can alleviate some of the pain and help recruiters and hiring managers identify and retain top talent. Companies that take advantage of new technologies and implement a sales-focused approach to interview management, starting with the initial interview all the way through extending a job offer, can gain a competitive advantage and attract the “right fit” talent needed to drive business success.

What’s Happening with the Talent Pool?

Major demographic changes including slowing growth, an aging workforce and increasing diversity have contributed to the qualified talent shortage. According to the Bureau of Labor Statistics, the percentage of older workers in the workforce is presently increasing, and at the same time, younger worker percentages are decreasing.[ii] Additionally, as new ways of working such as the use of contract labor and virtual or remote work become the accepted norm, finding qualified applicants will be increasingly difficult for most companies.

Regardless of what’s going on in the market, demand for talent will outpace supply for the foreseeable future. How can organizations overcome the challenges created by a tight labor market and quickly secure the talent they require? One way is shifting from a “screening candidates” mindset to a candidate relationship management approach that puts emphasis on selling the job and future career opportunities. By employing sales techniques for interview management, organizations can deliver an experience that better resonates with candidates and effectively recruit and retain talent.

Exploring Interview Management

Interview management begins with the job description and ends with the extension of an offer. The job description should go beyond required skills and illustrate to candidates the challenges and opportunities that lie ahead. Recruiters and hiring managers need to have a solid understanding of job requirements to not only qualify candidates, but to be able to “sell” candidates on the position and effectively leverage the corporate culture to present a desirable place to work.

As recruiting gets more competitive, companies will need to get better at managing the interview phase for competitive advantage. Current software solutions are a boon to talent management, but during the interview process they fall short on contributing to a compelling candidate experience. Applicant tracking technology and other solutions gather pertinent information, but they don’t support a sales process such as providing candidates with relevant promotional or educational materials to drive decisions. Assessment solutions provide insight about a candidate, but limit the ability to engage the hiring manager to capture or analyze feedback. For example, is there opportunity for a hiring manager to also share first impressions in the system? Did they think the candidate demonstrated the ability or motivation to do the job? Did the candidate understand the role and what is being measured?

Another reason interview management remains a critical challenge is because recruiting solutions don’t solve the biggest recruiting issue: the cost and complexity associated with interview scheduling. Hiring managers already working with frenetic schedules typically need to conduct interviews when they’re short staffed or facing a skill gap. And, because interviewing and hiring candidates is either done infrequently or is outside their core responsibilities, they may not have the recruiting skills required to conduct effective interviews to retain top talent.

In addition to not being expert recruiters, hiring managers may not have selling expertise. During the interview stage there is the opportunity to go beyond the role or position for more targeted employment branding and addressing candidate questions. Employers who take advantage of this during the interview process can deliver an experience that will make the right candidate want the job. They also should be able to gather valuable candidate feedback during the various interview stages which can then be used to motivate a decision.

Prevailing software solutions need to evolve beyond capturing information to keep pace with the talent shortage and deliver an experience that entices candidates about the organization, the job and their role in contributing to current business goals and future successes. They also need to support recruiters and hiring managers in not just collecting information, but helping them collaborate to make the best hiring decisions.

Mastering Interview Management

There are new technologies and things to consider that can be used to enhance the consistency of the hiring process and bring competitive advantage. The first is deconstructing the negative and taking an honest look at current recruiting processes to identify missed opportunities to create a positive candidate experience.

Consider physical elements. What could a candidate encounter that might make them drop out of the interview process or decline an offer? For example, did you choose quality accommodations that provide stellar service or was lodging lackluster? Did you provide directions to the office along the most scenic route or ensure car service was on time? Define your entire process from when interviews are scheduled to quality checking the local car service or ensuring there’s a packet of information waiting for candidates at their hotel. Careful consideration of all the details – not just what happens when an individual arrives at the office for an interview – and designing an experience that best meets a candidate’s needs provides competitive advantage.

Connect on an emotional level. Make sure interviews are coordinated so candidates don’t spend too much time waiting between meetings or don’t have enough time to freshen up, review notes or check their email. Hiring managers should be coached to ask about a candidate’s family so they can understand their needs and how they contribute to a candidate’s decision.

Provide detailed and personalized information. When someone interviews for a job, they typically obtain information about the company or the job through the company website, but very little is put together specifically for the candidate. To get your brand to stand out from competitors, personalize content to recruit effectively and sell candidates on how the company and job will meet their unique needs.

New devices such as the iPad can be used to deploy applications that deliver customized information about the company, culture, job and role – ultimately creating a better candidate experience. Other technologies can be used to collect and analyze data such as when an offer letter was extended, how long it took a candidate to open the offer; the percentage of first offers that are accepted and the percentage increase from first offer to second. Having this information provides valuable insight to ensure initial offers are appealing to candidates and lowers the risk of losing qualified candidates to competitors.

Video interviewing technologies can address the hiring manager engagement issue and deliver a better candidate experience by removing scheduling hassles. Video interviewing technology enables organizations to save, share and compare candidate interviews and capture feedback, enabling companies to conduct a more thorough candidate evaluation and improve internal screening capabilities. With greater insight, hiring managers can make more informed decisions when hiring new employees.

Video interviewing also reduces hiring expenses by eliminating travel costs and lost downtime by the hiring team. Candidates get a better experience because they don’t need to travel or take time away from their current job and hiring managers can review interviews at their convenience, from home or after hours. Video interviewing also delivers consistency to the interview and assessment process and enables hiring managers to collaborate effectively and hone their recruiting practices.

Gathering candidate feedback through Web-based or mobile applications can also be used to help further improve and streamline recruiting processes. Imagine a downloadable iPad application that was distributed to finalist candidates either to return feedback or interact with recruiters and hiring managers. Understanding what was appealing to them or where they wished they could get more details can be used to deepen conversations, inform future offers and better sell candidates on job opportunities.

As recruiting gets more competitive, innovation in the interview management category is necessary to help companies reach their talent acquisition goals. Recruiting is no longer about screening candidates for fit, but understanding what candidates are looking for and then selling them on the experience and career opportunities an organization has to offer once they have been qualified.

Organizations that excel at interview management and maintain consistency in the interview process will be able to attract top talent and convince them that the organization is the right place for them to work. Interview management is a paradigm shift that is needed in recruiting and companies that do it well will gain competitive advantage. 

Mark McMillan is an executive coach and co-founder of Talent Function, a consultancy whose mission is to facilitate the evolution of the corporate staffing function. Combining executive coaching expertise with 10 years of recruitment software industry experience, Mark has direct experience implementing effective sales strategies and leadership development.

Joan Francis, Consultant & Researcher

We understand that nepotism has existed for a very long time born from small family-run establishments with an interest in “keeping it in the family” to smaller independently-run businesses preferring and trusting family and relatives over outsiders. Traditionally, this has been an acceptable practice with an understanding that this is how it is and should be.

The proprietors and business owners are comfortable with the continuity, root value, root talent, and knowledge of “I know and understand what you are about, your capabilities, your history, and your talent because I have experienced this with other members of your family.”

Moving forward, with organizations growing, expanding, extending, and outsourcing in mammoth proportion, does ‘nepotism’ appear a fair process? Could we ask the question, “Is this considered an ‘ethically’ correct way of entry,” especially if we focus on the corporate world and larger establishments?

As the current climate and economy remain static and more and more candidates appear to be applying for fewer positions, does the “leg up” or “it’s not what you know, but who you know” seem a fair way to enter the Golden Archway of Employment?

Does the preferred ‘nepotic’ meet all the desired criteria to fill the available position? Would this newly appointed ‘relative’ need in-house or external support and training whereas a candidate correctly matched to job specifications could immediately fulfill all the required criteria, saving the organization time and money?

Could continual nepotism within larger organizations create smaller, overpowering divisions or networks void of diversity, an almost controlling mini powerhouse with an agenda independent to that of the business (keeping it in the family)? Could nepotism fast track under-qualified individuals into positions of seniority that could be better filled by somebody who had been screened for talent, experience, and qualities rather than “who I know”?

Unfortunately, we do not live in an ideal world and nepotism will remain prevalent in all sizes of organizations, even more so now with a stagnated market, volume candidates, budget constraints, and lack of steady flow. Some may declare this a perfectly fair and balanced way of bringing in and fast tracking through ‘recommended’ talent whilst others may state that the recruitment process which incorporates the discrimination and equality regulations has almost been ‘elbowed’ to one side.

OK, though some may also say ‘nepotism’ could be perceived as a form of sustainability (stay and nurture what you know). But, without change, progression, transparency, fresh eyes, fresh talent, new ideas, and growth, what use is this form of sustainability? Same old, same old?

This is most certainly a debateable topic.

Nepotism [( nep -uh-tiz-uhm)] Nepotism, taken from the Cultural Dictionary, meaning: Favoritism granted to relatives or close friends, without regard to their merit. Nepotism usually takes the form of employing relatives or appointing them to high office.

Joan Francis, MIRP CertRP, has been a member of the Recruitment Employment Confederation UK for the last 9 years supporting the biggest lobbying voice for the recruitment industry within the UK, a recognized and significant body. By trade, Joan is a Consultant /Researcher who enjoys a range of independent projects, independently sourced, which include research, investigation, consultation, and analysis.

Dave Thomas, Writer

As more small and medium-sized businesses (SMBs) look to limit expenses in a still recovering economy, one area that comes up for discussion involving finances is how much money should be spent on human resources management software.

While there is no, one set answer to that question, there are some parameters by which small and medium-sized businesses can go by in order to get the best buy possible for their money.

For SMBs looking for the proper HR management software, the goal is to find the right product to manage the team while still rewarding members when needed.

To find the correct HR software for your office, follow some of these pointers:

· Know and categorize your main business functions and how they match up to the respective employees;
· Single out the most important needs first and go from there;
· Do your research and track down the best available vendor;
· Check your current HR software assets and only purchase what you truly need. Having the latest and most expensive software does not always lead to prosperity. The goal is to have a system in place that will lead to the best possible ROI (return on investment).

When reviewing HR software, remember that no one plan fits all, so review what is best for your organization. In the event your company is planning on adding new bodies, the chosen software needs to be able to grow with the company.

It is also good to remember that vendors offer different software pricing solutions, meaning you need to understand how each quote is broken down and how it will potentially impact the company. Some will bundle unlimited users, installation and training into the cost of the software, while others charge extra for services, along with updating technical support.

Finally, take note that installing HR software can in fact save you money.

When the HR processes end up being automated there will be less wasted time for duplicating and incorrectly performing tasks, along with looking for misplaced articles

Company communication is improved within the various departments, allowing your business to streamline things and cut down on unnecessary expenses.

All companies need some sort of human resources software in place whether they are offices of a few or countless individuals. With the right HR software program in place, those in charge can monitor employee attendance, production, promotions, etc.

At the end of the day, a productive office is generally a successful office, and the right HR software goes a long way in achieving that goal.

Most importantly, employees want an accurate payroll system in place so that they get their checks on time and you get the required work out of them you desire.

Dave Thomas is an expert writer on items like an inbound call center and is based in San Diego, California.  He writes extensively for an online resource that provides expert advice on purchasing and outsourcing decisions for small business owners and entrepreneurs on items like a telephone answering service at Resource Nation.

Dr. Janice Presser, CEO, The Gabriel Institute

Fifteen years ago, my daughter worked for a company that was swallowed up in one of those ‘merger’ deals where the people on the upside of the power curve got to call all the shots. Her group was given the golden opportunity to pull up stakes and move halfway across the continent. At the time, she had only been in the workforce for a few years, and she had a lot more ability than had ever been exercised in that job anyway, so she opted out.

Those of you who are parents know what a thrill it can be when your grown children ask for advice, especially so soon after you have recovered from their adolescence. When she called for an opinion about the kind of job she should look for next, I dropped everything to give it serious consideration.

I contemplated the future of this intense young woman who calls me mom. She’s a five foot dynamo with a head full of wild red curls on the outside, and equally wild and colorful feelings inside. She’s also a loyal friend and has the most caring heart I know. But in seconds, I was caught up in the ramifications of developing markets, industrial shifts, and new technologies that might impact her future. I finally said, “You make such an impact on people, you should be in sales.” First mistake: Never say “you should” to a child who has been getting a regular paycheck. Second mistake: Never underestimate the extent of negative association that many people have for salespeople and ‘selling.’

Let’s just say that the consultation got off to a rocky start.

‘Sales,’ ‘Marketing,’ and ‘Business Development’ are often used interchangeably these days, and to be sure, there can be some overlap. In smaller companies, where people are more likely to have some input into their job title, the word ‘sales’ doesn’t appear on the business card even when 95%+ of the job is exactly that. Really, are you fooled when you get a cold call from the “Director of Marketing” at ABC Office Supply? I didn’t think so…but it makes the point: even some professional salespeople don’t want to own up to what they do for a living.

Had I given it more thought, I would have taken care in responding to my offspring. But it got me to wondering…  By whatever term you call it, what makes a good salesperson?

The answer depends on what’s for sale:

• Is it something that is sold in abstract terms like “What would it mean to you if…?” My iPhone may look like a trendy toy to you, but to me, it transcends time and space and has totally changed the way I do my job.
• Is it something that is purely practical and money- or time-saving? Back when I was the president of a sheet metal manufacturing company, if someone could show me how their press brake could reduce waste by 5% while increasing productivity by 15%+, with an ROI under 12 months, they would be pocketing their commission in no time flat.
• Or is it something that lifts spirits and makes people feel they are doing good things in the world? Think about all the things you ‘buy’ that fall into this category: memberships, sponsorships, lessons, or entertainment.

Attempting to get back on track with my daughter, I pointed out that she had been very effective in selling me on the items in that last group. What could be wrong with that? Her answer was short, and not very sweet. “Mom, that’s not selling. Selling is about getting people to buy things they don’t need.”

‘Oh dear!’ I thought. ‘She’s a very mainstream GenXer. This doesn’t bode well for the sales profession.’ But I was not about to give up. I raised her to be a good listener so I donned my official ‘HR Guru’ chapeau, and gravely intoned my three rules for ethical sales success:

1.    Believe in what you are selling, whether it’s an idea, a technology, or an imprinted pen. If you don’t use it, why should I? When your eyes sparkle as you talk about it, you make me want to buy it, do it, or be part of it. Excitement engenders more excitement, whether or not I have long desired exactly what you are selling.
2.    Express your self confidence, but nicely. No one likes a smarty-pants. If you don’t think you have enough self confidence, then go find it or find a way to develop some. Start small, with something you know reasonably well. Influencing other people is really the most natural form of leadership – even if it doesn’t come naturally.
3.    Take the risk that someone will say “no” to you. What will happen if someone turns you down? Nothing. The world keeps on spinning. If you won’t get into the game, how will you know if you’re a winner?

Okay, I got a little buy-in at this point, but I wasn’t closing the deal. So I resorted to something that occasionally worked during pre-adolescent shopping trips: the ‘try-it-on-you-don’t-have-to-take-it-home’ approach. I got very, very quiet for a few moments and then said, “You know, you are a seller of dreams, of caring, of love and light.” What could she do? She knew I was right and gave a nearly imperceptible little nod that announced itself quite readily to my maternal eye. Coming in for the kill, I smiled and asked, “Can’t you sell just one more thing?”

I had made the point for her, and oddly enough, for myself as well, that when you like and believe in something, you can sell it effectively. So at work, no matter whether you answer the phone, interview vendors, recruit new customers, or drive a delivery truck, you are ‘selling’ yourself, and your company, all day, every day.

Here are a few points that will help you make the most of it:

• Be as nice to yourself as you are to other people. Treat yourself as your own best customer and it will show in everything you do.
• Take your time with people and treat them as if they are your only concern at the moment. Pay special attention to what is important to each one and take an interest in it. Focus on your customer and let your product take care of itself.
• Make each person feel special. Small courtesies will go a long way, so unless you have a perfect memory, make notes after each encounter so you can personalize the next one.
• Listen carefully to current and potential customers. If you can find their ‘pain points,’ you’ll be able find the right antidote for what ails them.
• Encourage your customers to ‘supersize’ their dreams. Let their fantasies soar, then show them how your product or service will help them get there. And remember, you won’t be very good at getting other people to do this if you don’t have some big dreams of your own!

In case are wondering about my daughter, here’s what happened. She went to work as a customer service rep for a medical supplies company, and she enjoys her work! She provides loving care by helping customers make choices that fit their needs and their budgets, and she’s great at this because she knows exactly which products will make the person’s life a little easier. And although she doesn’t really think of it this way, she is constantly ‘upselling’ and ‘cross-selling’ in ways that benefit both her customers and her company. She also services heath care providers, and since they ‘pass on the good word’ in their circles, she develops new commercial business without even thinking about it.

I’m happy because I see her doing what she does well. Her employer is happy because the customers are loyal, and sales are rising. She’s happy because she knows she’s helping people, and our relationship is better than ever because I never, ever, say she is ‘in sales.’

Dr. Janice Presser is CEO of The Gabriel Institute, which has created Role-Based Assessment: the completely new way to predict how someone will work on a team. She offers readers of Recruiting Trends a ‘no cost solution’ for a hiring problem. Contact her via the Contact page at https://www.thegabrielinstitute.com.