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Tag: Performance


Managing Client and Candidate Relationships

Managing Client and Candidate Relationships

Respectable recruiters are successful in managing the two relationships – client and candidate – during the recruitment process. Both relationships are equally important, requiring trust and communication.

Technology has evolved and streamlined the recruitment process, primarily through Client Relationship Management (CRM) software and Applicant Tracking Systems (ATS). These systems are beneficial to recruiters; however, the rapport between the recruiter and their contacts gets lost in translation.

Personal connections are unequivocally the foundation for recruiters, clients, and candidates alike. Simple callbacks and touching base with clients and candidates on both sides of the recruitment process on a frequent basis is essential, making sure both your clients and candidates feel involved in the process.

Getting back to the basics is vital for successful recruiters, especially during the current climate, where we may not be getting human interaction as much as we used to. People want to feel like they aren’t just another number, and reassuring them they are as important as the next client or candidate can foster a reputable reputation.

What defines Cultural Transformation within an organization?

What defines Cultural Transformation within an organization?

Facilitating cultural transformation in the workplace is a necessary commitment to ensure employee satisfaction and inclusion. The development of changing the organization’s culture should transform the outlook, policies, behaviors, and practices. Change has to start from executive leaders to assure the rooted, existing culture shifts from the outdated practices to the newly improved values and beliefs.

To get to the root cause of the existing culture, the company should conduct a cultural assessment to evaluate what changes need to be made. The cultural review should consider internal beliefs, such as honesty and integrity, while also examining outward actions like collaboration and information sharing. This valuation should help the business understand and indicate any dysfunction at any level within the organization.

Once executive leaders pinpoint the source, they can then cultivate change and transformation by using mindful behaviors to other leaders and managers to accomplish employee engagement in all departments. For cultural transformation to be effective, every individual must want to change any negative beliefs and values within themselves to the chosen cultural shift.

Retention Strategies for Executive Hires!

Securing quality talent within your organization should include an internal strategic plan. Retention plans for top credit union Executives comprise of competitive salaries, targeted performance incentive goals and retention bonuses, stock options, paid time off, and ancillary allowances and benefits.

Robust, targeted performance incentive plans are successful when implemented at the offer stage/onboarding process, and even more lucrative when these plans align with industry standard. Specifically, quarterly, semi-annual, and annual performance incentives are beneficial at the Executive level and should be established to incorporate non-financial metrics and financial metrics. Non-financial metrics might include engaged members, member survey results, staff turnover ratios. Financial metrics may encompass loan growth and earnings, return on assets, capital ratio, membership growth, net income, and board evaluations (if applicable).

Once you establish the targeted goals, each metric should be broken out to a percentage of the final goal. Non-financial metrics could be 10% of the total bonus, while financial metrics are 90%, it depends on the organization’s focus to meet the needs of its employees and business strategy. Evaluating your Executive Compensation plans should be assessed annually to ensure they are in-line with the industry standard to achieve employee engagement and retention.

Chasing the Money or the Opportunity

Should you chase the money or the opportunity? Well first, ask yourself, ‘Is it the right fit?’ Organizations may pay well, but if they have a high turnover rate and don’t fulfill your career goals, it may be in your best interest to really think it through.

This is an internal dilemma that many people go through. Of course, you shouldn’t undervalue yourself monetarily should a job prospect check all your career boxes, but don’t let an opportunity slip away that could benefit your long-term career development. Success can be subjective, and how it is measured and valued differs from person to person.

Some companies do entice candidates with short-term monetary goals, which can burn out employees quickly, causing high turnover within an organization. It may not be in your best interest to weigh opportunities based on compensation alone; career advancement, skill development, and passion should be considered. Chasing short-term benefits could prove unfruitful in the long-run, and you may not want to look back and wish you would’ve done things differently.

Creating a Recruitment Talent Campaign

 

When trying to attract top talent, the vacant position must stand out amongst the clutter of other eligible opportunities. Establishing a talent recruitment campaign allows both employers and employees to actively align goals and interests in a cultivating way.

Setting clear and measurable goals can be a great start when creating any recruitment campaign. Asking questions like “How many people do we want this to reach?” or “By what margin do we want to increase our overall audience?” allows for quantifiable marks to be set and evaluated throughout the process. When objectives and the end goal is understood, it determines the success built before and achieved after recruitment.

Determining the audience should be the second part of the campaign. It is important to develop a unique communicative platform through company culture videos, social media promotions, evaluating and reviewing glass door reviews and provide community-related blog posts. This will allow prospective candidates to evaluate the value proposition of the company and be the center of any talent recruitment practice.

While those platforms should exhibit the culture, they should also integrate a call to action. A call to action clearly separates the recruiting pool from those that are curious and those that are serious. It should be visible on all facets of communication with potential employees and should be direct and explanatory – providing further insight or action to those that interact.

Talent campaigns are meant to be unique to the position or organization. While every business may be using the same platform to get their message across, influencing those platforms to align with the goals that were initially established will provide recruits with an understanding of what the company has to offer and how they will be part of the success, and significant contributions to the future of the organization.

How to approach counteroffers

Negotiating pay is a difficult situation when offered the job of your dreams. While the job description may check all of the boxes, compensation is also a major determinant in whether you should accept the position or not.

There is a certain threshold that employers will withstand when in the counteroffer stage of hiring. By doing your research and recognizing the market compensation wage bands, you will set yourself up for far better success than by countering the future of your career blindly. Trust the process as you think about negotiating an offer once it has been presented.  Seek counsel from a professional to guide and lead you through each phase of the negotiation.

When countering the offer, focus on why you want to join the organization and what is important to you at this stage of your career.   There are other benefits can be included as part of the compensation package which can include, commute time, work-hour flexibility, job responsibilities, family support, and ability to contribute in the strategic success of the company. Focus on how your dream job can transform more than just your bank account.

Countering what you feel is deserved can be effective when done properly. If conducted correctly, counteroffers can provide better benefits, incentives, job security, and ultimately pay for a job that was already a dream to begin with.

What defines a high-performing organization?

The ability for an organization to perform adequately doesn’t begin with goals and end with results. High performance is paired with strategic organizational structure and goal output.

Company leadership paves the way towards effectiveness. Through strong leaders, comes engaged and passionate employees focused on the organization’s goals and values. Leadership must have the understanding of the importance of acknowledging strengths of employees and building through weaknesses. This cultural design will, in turn, result in employees understanding their role within the company.

Effective organizational processes and procedures also allows for businesses to see high-performing results. From HR practices to marketing tactics, organizations must have established processes to yield wanted results. Granted, not every position allows for a clean step-by-step process. Solidifying a clear path towards company goals will provide employees and management the proper tools to focus on success should a situation arise that may initially detract from that.

The ability to react appropriately to change and complications sets strong organizations apart from the rest. While laying out an ideal plan of action provides the proper support for success, when things don’t fall according to plan, it is important to have a system that adapts. Growing a staff and culture that is able to manage a shift in plans, shows the strength and longevity of a company’s future.

Hiring Quality Talent

Believe it or not, identifying a quality hire goes beyond a stacked resume or great recommendations. In fact, there are actually measurable calculations associated with quality hires based off of the goals of the company filling the position.

Quality hires can be attributed to the use of performance-based objectives established during the hiring process. Rather than identifying surface level qualities that must be met in the recruitment stage, such as education level or experience, direct objectives for identified success should be highlighted with goals and expectations being the prime focus.

Rather than a bulleted list of duties, make the job compelling to begin the employee “buy-in” process. Turn the description into an impactful story allowing for any potential candidate to begin to see the impact they can make. This will help garner strong candidates, fully interested in what the position has to offer and how they can be of service.

Focus on the past rather than the present. If a new hire is able to equate their past experiences with one comparable to those listed in the performance-based job description, they will have increased motivation to continue that trend of success as they already possess the skills and accomplishments to do so.

It is important to evaluate the quality of the candidate, pre-hire and post-hire. Before the candidate is offered the position, focus on past accomplishments and understand how they can support overall goals and objectives. This same process should be used post-hire as well. Once the candidate is on the job, circle back to the interview process and the agreements that were reached and experiences that were mentioned – this will help categorize employees as quality hires or can pinpoint weaknesses that need to be addressed.

Growing Leaders

If you ask people around you to define leadership, chances are there will be a large variety of answers. Words like coach, power and respect are often riddles in the responses but the same general tone to describe leadership is someone with influence.

Oftentimes though, people mistake leaders for some in high ranking positions when leaders can be found even in the most entry-level positions. The key is fostering those early leadership skills to support a possible rise in position status within the company.

The most fundamental foundation to any strong leader is trust. When times get tough, it is important that employees have trust in their leader to be the calm in the storm. Establishing an environment that allows for vulnerability fosters the ability for employees to think independently with the notion that failure is okay and encourages bridging the gap between the executives and the team they manage.

Communication goes hand-in-hand with trust. Employees need to trust that they can communicate with their leader. Setting forth a pragmatic point of view will challenge employees to think about how they can improve on mistakes made and enable them to creatively work to find solutions in the future. Disclosing noncritical company information, both successes and failures, provides employees with a sense of belonging as they begin to understand their role through both a micro and macro view of the company.

Turning Over a New Leaf on Employee Turnover

The connotations associated with “employee turnover” are often negative. From lost costs to disruption in an organization, employee turnover does have significant risks that test the strength of a company and its structure.

What is often overlooked is the benefit that employee turnover may bring to the organization.

Zappos, an online shoe and clothing store, has been widely praised for its mindset surrounding employee satisfaction. In 2015, the company began offering its employees exit payments, an incentive given to those who were interested in the company but decided it was not a right fit for them. This incentive lead to approximately 14% of employees accepting the offer.

While some turnover is encouraged, the importance of organizational agility is two-fold. The ability for employees to manage their employment satisfaction translates into greater success, for those who stay with the company have a mindset committed to the company’s growth and future.  Wiith the possibility of sporadic, unplanned position vacancies, positioning the business model to react and absorb any negative repercussions takes time, commitment and understanding.

It is crucial to create a culture that recognizes employee turnover is not always negative but rather something that can offer a positive shift in skills, mindsets, and motivations for the workforce, ultimately lending to the success of an agile and proactive company.