Exit Interviews: Are They Worth the Time, Money, and Resources? (Part III)

speed interviewing

Over the past few days, we’ve been discussing the practice of exit interviews.

As we mentioned, the world of HR is pretty divided when it comes to implementing exit interviews, which is why we’ve decided to outline the pros and cons in order to give you a better idea of what you should look for when deciding if exit interviews are right for you.

Now that we’ve gone through the pros and cons, it only makes sense for us to go a little more in depth with a few tips on how to run a successful exit interview, as well as several alternatives should you decide to go a different route. Take a look below:

Exit interview tips 

  • Mandatory but not pushy. If you want to conduct exit interviews, then it is best to not make them optional. More often than not, your employees probably won’t want to go through the trouble of an exit interview.

    That being said, don’t be pushy when it comes to administering the exit interview. Not only will it leave a bad impression on some employees, but it’s most likely not worth it if they come into the interview with a bitter mindset (especially those who already quit on the spot).

  • Who’s conducting? It’s best to leave the exit interview to HR or a third party. While it might sound like a great idea to have their supervisor conduct the interview, if the supervisor had something to do with a person leaving, a third party will help lead to a more productive and honest exit interview.
  • A “no repercussions” policy. Make it clear from the beginning that there will be no repercussions for what they say in the exit interview. This will give them the peace of mind that they won’t miss out on their next job due to a bad recommendation, as well as hopefully give you the honest feedback you want.

Alternatives to the exit interview 

  • The exit “conversation”. If you like the idea of exit interviews but find the formalities a little too much or disingenuous, then you might want to consider the exit conversation. This casual approach helps to ease the tension because of its informality, allowing you to gain valuable, honest insights, and prevent your employee from thinking they’re just part of the “big data” now. 
  • The follow-up. This one comes from Humetrics CEO and TLNT contributor, Mel Kleiman. Mel suggests waiting until your employee is settled into their new job before you contact them. If they find that their new job is less than satisfactory, simply checking in and letting them know they’re missed may persuade them to come back.
  • Re-recruiting. If you don’t like the idea of dealing with employees after they’ve left, you should try convincing them to stay while they’re still an employee. Re-recruiting is a great way to prevent turnover because it tells your employees that you are looking out for their best interest even before they consider leaving.

Are exit interviews worth it or would you rather choose one of the alternatives above? Let us know by connecting with us on Facebook or Twitter!

photo credit: Samuel Mann via photopin cc

Exit Interviews: Are They Worth the Time, Money, and Resources? (Part II)

entrance to old employer

Yesterday, we started our series on exit interviews.

As we mentioned, take a survey among the HR world, and you’ll find that opinions over the merits and disadvantages of exit interviews run all over the board. As such, it can be hard for those outside of the debate to really make an educated decision on whether or not exit interviews are right for them.

That’s why we thought we’d give you a brief guide on the matter. We already talked a little bit about the pros, so to balance things out, we thought it would only make sense to give you the cons as well. Take a look below:

The Cons of Exit Interviews 

  • Misleading feedback. In a perfect world, all the feedback we would get during an exit interview would actually be useful. Unfortunately, though, that isn’t always the case. 

    Even though your employee is leaving, it doesn’t mean that they’ll be honest and straightforward with you on the time they spent working in the company. In some instances, this can be because they’re afraid of how it will affect your future recommendation, or perhaps because they’re just too jaded/burnt out and don’t feel the need to go through the exit interview process. 

    As a result, you’ll most likely get answers along the lines of “everything was great, it just didn’t work out” to “I hate this place and would never consider working here again,” both of which provide little to no concrete feedback that you can actually use to improve your company.

  • Shows lack of foresight. Another issue that is raised when it comes to exit interviews is that it shows a lack of foresight on the part of the company. It’s obviously much too late to actually do anything to keep your employee from leaving, and taking the time to prevent future hires from going down the same road seems like a disingenuous effort to tie up loose ends on the part of the former employee. 

    As a result, you end up actually putting your employer brand at risk in some cases. Those who are strongly against exit interviews believe that a proper strategy should’ve been put in place way before the employee ever thought of leaving, which in turn would’ve most likely prevented the turnover from ever happening, saving you the trouble of dealing with any exit interviews.

On Tuesday, we’ll go a little deeper into exit interviews and give you some tips on how to conduct them, as well as alternatives you can take. In the meantime, what do you think about these cons? Are they valid? Let us know by connecting with us on Facebook or Twitter!

photo credit: kevin dooley via photopin cc

Exit Interviews: Are They Worth the Time, Money, and Resources? (Part I)

highway signs on a grey background

When we think about what goes on in the world of HR, we tend to focus on the hiring, recruiting, and managing aspects of the department.

But there is a fourth element to HR that we tend to neglect. We are, of course, talking about the importance of how a company and their HR department handles when an employee leaves or wants to leave.

One way to handle employee turnovers is by conducting an exit interview. However, take a look around the web, and you’ll find dozens of opinions on exit interviews that sway from calling them a super valuable tool to something that isn’t even worth mentioning.

To help you navigate the conversation, we thought we would go ahead and outline some of the pros and cons associated with exit interviews. For today, we’ll focus on the pros of exit interviews. Take a look below:

The Pros of Exit Interviews 

Check back tomorrow when we give you our cons list on exit interviews. In the mean time, what do you think are the advantages of exit interviews? Let us know by connecting with us on Facebook or Twitter!

photo credit: kevin dooley via photopin cc

Facebook Recruiting: Valuable Tool, or Waste of Time?

Recently, Forbes reported on a soon to be published study by researchers at Florida State University, Old Dominion University, Clemson University, and Accenture, that took a look into how well information found on social media profiles predicted a potential candidates’ job performance.

According to the article, 416 college students who were applying for full-time jobs agreed to have 86 recruiters rate their personality, employability, and job performance based solely on the information pulled from their Facebook profiles. Researchers then followed up with 142 supervisors (34% of the original sample) of the now-hired candidates in order to see how well of a predictor Facebook was.

Here’s what they found:

  • Researches noted, “Recruiter ratings of Facebook profiles correlate essentially zero with job performance”
  • The hypothetical employment pool was 63.2% female, 78.1% white, 10.8% Hispanic and 7% African-American, while the recruiters were mostly white and split as to gender.
    • Recruiters rated the women’s Facebook higher than men’s, and white individuals higher than African-American and Hispanic candidates, despite showing almost no correlation to job performance.
    • And, researcher Philip Roth of Clemson found that the “results suggest that Blacks and Hispanics might be adversely impacted by use of Facebook ratings,”
    • Researchers concluded that HR should advise managers to not use Facebook as a means of reviewing candidates.

Not much of a surprise.

This shouldn’t come as a surprise to our readers who remember our blog post about the study conducted by Ph.D student William Stoughton, and co-author Dr. Lisa Thompson, professor of psychology at NC University. In their study, they concluded that screening job applicants based on what found they found on their personal social media pages (i.e. Facebook, Twitter, etc.) proved ineffective in regards to how it reflected on a prospective employee’s work ethic.

As a refresher, here is what they found (you can read the rest of our post, here):

“Companies are eliminating some conscientious job applicants based on erroneous assumptions regarding what social media behavior tells us about the applicants.”

So, what’s the final takeaway?

It always seems like we’re picking on Facebook (especially Facebook recruiting), but what we’re really trying to do is highlight the importance of having a well-rounded and well-balanced recruiting toolkit. As we’ve said in the past, there is no one tool that is the “be-all and end-all” of recruiting, whether that’s Facebook, Twitter, mobile recruiting, etc.

To recruit successfully, you need to use your tools for their intended purpose, instead of trying to jam every problem or situation into one tool. As the research shows with Facebook, one tool is just not sufficient enough to go on alone.

4 New Years Resolution Ideas for HR

With a new year comes new goals and new standards to set for ourselves.

And since 2014 is only two days away, you might want to get your New Years resolution list in order before the clock strikes 12. To give you a little push in the right direction, here are a few ideas we have for you:

Polish your recruiting tools. 

At AIM Careerlink, we’ve got some great tools for finding the best talent around, but that doesn’t mean you can’t do a little customizing. Throughout this year, we’ve talked about a lot of different tools, like social media platforms and mobile apps, to help give you a well-rounded recruiting toolkit. But as with any arsenal, you need to make sure that everything you have is in tip top shape. Make an effort to keep your recruiting tools as polished as possible as we go into the new year.

Treat your employees right.

Employees are the backbone of any organization, and if you treat them well, then they will do well. Make it a goal to show that you genuinely care about them. Keeping your employees happy is a great way to generate camaraderie and creativity, and boost productivity. Do what you can to make your employees feel like they make a difference (because they really do).

Be nice to your candidates.

If you plan on treating your employees right, then why not go ahead and start well before they even become employees? A great candidate experience is a surefire way to hook in candidates, as well as create a great employer brand. This gives you a much better chance at reaching out to those potential candidates who you might not have reached using traditional recruiting methods.

Work on your cultural fit. 

We’re big proponents of cultural fit here at AIM. Having a team who works well together is an important aspect of a great company. Having a team who can see eye-to-eye allows the team to bounce ideas off of each other, and sets up the support system needed to get things done. It’s no surprise that a solid corporate culture can really do a company a lot of good.

We really could go on, but we think that this list of New Years resolutions is good start. If you can get yourself on the right track by taking these simple cues, then we think you’ll be headed for a great 2014!

Do you have any other New Year’s Resolutions you’d like to add to this list? Let us know by connecting with us on Facebook or Twitter. We’d love to hear your thoughts!

3 HR Trends from 2013 That You Should Take With You Into 2014

2013 saw its fair share of passing trends, but along with those trends came plenty of useful tools and tips, many of which we covered throughout this blog.

Not all trends come and go, though. To help you differentiate between what’s useful and what isn’t, we thought we’d spend some time today talking about 3 things that first appeared as passing trends, but will continue being useful into next year and beyond.

Have a look below:

The great candidate experience

With the way we’ve been talking about the great candidate experience, you could almost say that 2013 was the year of the candidate. In reality though, the candidate experience should play an integral role in your recruiting efforts, in 2014 and beyond.

Treating your candidates with respect will not only enhance your employer brand–it also ensures that any employees coming through your doors will feel welcomed and ready to take on the responsibilities that will shape your company’s future.

Social media

Time to face the music: if you aren’t using social media as a part of your recruiting arsenal, then it’s definitely time to start. Social media is now a big part of HR, from enhancing your employer brand to spreading your job postings. If you aren’t using it, then you are seriously missing out on reaching passive candidates (among other things), so be sure to get involved with social media in 2014 if you aren’t already.

Mobile recruiting

Mobile recruiting certainly seems like it could be a passing trend, especially considering how popular it has become in only a few months. But mobile recruiting is still going strong–and we don’t expect that to change any time soon.

As we’ve mentioned in the past, phones are getting better, meaning that candidates are using them more and more for job searching instead of their computers. If you’ve already made a jump into social media, company videos, and other tech savvy recruiting tools, then mobile recruiting wouldn’t be a bad option to consider as well.

We’re not fortune tellers at AIM, and we don’t have crystal balls to help us tell the future–but we are experts at helping find the top talent you need. Just remember, these trends are not a crutch, so make sure you have a nice balance. The tools we offer at AIM Careerlink can help you do that and find the best talent around.

What do you think about these HR trends? Are there any others from 2013 that you think we should bring into the new year? Let us know by connecting with us on Facebook or Twitter. We’d love to hear from you!

A Better HR: Part II

The relationship between hiring managers and recruiters can get a little strained at times, often resulting in finger pointing when it comes to bad hires, or fighting for the spotlight with the good hires.

But recruiters and hiring managers need to put their differences aside and communicate if they really want to have a successful hire.

Last Friday, we opened part I of our brief “Better HR” series with a few guidelines on what hiring managers should expect from recruiters. To finish up that series, today, we’re going to talk about a recruiter’s expectations for their hiring managers.

What a recruiter wants from a hiring manager:

The hiring manager should be more detailed about their expectations.

To make the hiring process as efficient as possible, hiring managers should outline exactly what it is that they are looking for in a candidate. This means their qualifications, the goals they have for the position, attributes (e.g. personality), cultural fit, etc.

Hiring managers should tell the recruiter both what they want in a candidate, and what they don’t want.

The hiring manager should have realistic expectations.

While we’d all love to have the perfect candidate, sometimes, you have to compromise here and there.

Don’t expect your recruiter to find a superhuman candidate, because more often than not, they’ll come back empty handed. Along with being detailed, rank your expectations. What is absolutely necessary, and what would be a plus?

Another thing to consider is being realistic when it comes to the number of candidates you expect your recruiter find. Having a detailed list of expectations doesn’t mean you will end up with less potential candidates, but having a list of extremely high expectations will. If your recruiter sees any potential roadblocks due to too high of expectations, just take a moment to listen–then you can figure it out from there.

The hiring manager should be involved from start to finish.

This one sounds like a no-brainer, but it doesn’t happen as often as you’d think. Staying on top of the recruiting process not only guarantees that things will go more smoothly, but it also lessens the chances of you being surprised. We’re not saying you should micro-manage, but having a second pair of eyes always helps to make things more thorough.

The process of building a better HR involves a lot of things, but the most basic element is a great relationship between the hiring manager and the recruiter. Without proper communication, you’re always going to fall short of success–so why take the chance?

 

A Better HR: Part I

Hiring managers and recruiters can often be seen locked in a “he said, she said” battle–blaming one another for the mistakes that resulted in a bad hire, or trying to take all the credit for a good one.

But rather than accepting this as the way things go around HR, hiring managers and recruiters should really start to think about the wants and desires (within reason) of their respective counterparts.

In this two-part post, we’ll give you some guidelines that will help you figure out what your partner needs in order to have a successful recruiting strategy and more.

What a hiring manager wants from a recruiter:

The recruiter should understand the position, and that position’s qualifications. 

Before the recruiting even starts, the recruiter should have a good grasp on the hiring manager’s expectations for the position, which includes:

  • Qualifications
  • Cultural fit
  • Successful attributes

There are a lot of ways to make this relationship work. One of the best ways to start is by asking a lot of questions:

  • Ask for elaboration: If you’re unsure about a certain detail, then ask the hiring manager to elaborate. This might seem irritating, but it’s certainly less irritating than if you were to ask after you’ve been searching for a while.
  • Ask your manager to rank their expectations: What are the most important things your hiring manager looks for in a candidate? What qualifications are absolutely necessary, and what would be a bonus to have? These should be outlined before the recruiting process begins.
  • Be candid: If you find some of the expectations to be too high or unrealistic, let the hiring manager know. We’re not saying that you should shoot down your hiring manager’s goals–your job is to make sure you can find the closest fit to what your hiring manager needs. But if you know that you can’t meet those goals, then you are guaranteed to fail.

Understanding more about the position is the first step to starting a better HR.

The recruiter should really know the candidate.

As a recruiter, your job is to understand the ins and outs of each candidate before you send them to the hiring manager.

The last thing anyone wants is a curve-ball being thrown at them, especially late in the interviewing process. This ends up being a waste of not only your company’s time and your hiring managers time, but also the time and effort you put into finding the best candidate possible.

If you know as much as possible about the candidate, you can do a much better job of passing off the information necessary for making a good hire.

On Monday, we’ll close out with part II, going over some of the wants and desires of recruiters. And in the meantime, let us know if you have any questions or thoughts by connecting with us on Facebook or Twitter.

Re-Recruiting: A 6-Step Process

Yesterday, we outlined why it’s a good idea to consider re-recruiting your top talent, according to Dr. Sullivan, an HR expert.

And to continue that theme today, we’re going to show you how to set up your re-recruiting efforts. As noted by Dr. Sullivan, re-recruiting can be broken down into 6 steps:

Make re-recruiting a goal

It’s nice to think that your employees have loyalty to your company, but that kind of thinking won’t necessarily keep them around. Go with the mindset that even the best can leave at any time and that it’s your job to make sure that they don’t.

Dr. Sullivan even suggests making it a part of a manager’s bonus criteria–managers can be rewarded for successfully re-recruiting a percentage of top-performing employees each year.

Develop a re-recruiting toolkit 

Like your regular recruiting efforts, you need to figure out an effective way to approach your employees. Look at your external recruiting efforts and adapt those techniques and methods for re-recruiting. Put together a list of possible re-recruiting options that you can offer to your employees–Dr. Sullivan suggests “flexibility, pick your own project, 20 percent time, [or] pick your own leader” as options.

Identify and prioritize re-recruiting targets

This one is pretty straightforward. Consider the employees who you think would be a big loss to the company, and put them at the top of your list for re-recruiting.

Identify which top performers are at risk of leaving 

Take cues from the point above, but instead focus on those individuals who have a high risk of leaving in the near future. This requires a little detective work, but it’s not as hard as you think. Consider the following:

  • Figure out what positions other recruiters are looking to fill in their company
  • Look inside your company and consider who you would try to recruit if you were an outside recruiter
  • Pay close attention to your employees. Some of the at-risk indicators that Dr. Sullivan notes include:
    • Average length of time in previous jobs
    • The number of frustration and excitement factors (i.e. how often your employee seems frustrated versus how often they seem excited about the job)
    • Whether an individual is overdue for a raise or promotion
    • Whether an employee feels underused

Put together a list of re-recruitment excitement factors

Figure out what re-recruiting offers worked well in the past, and stick with them. Routinely update the list with a variety offers to keep things fresh, and allow for creativity when crafting the offers specific to an individual’s needs.

Put together personalized retention plans 

That brings us to our next (and final) point. Your re-recruiting efforts are meant to keep the best, so take care to make sure that each individual’s needs are being met.

Consider what specifically frustrates them, and try to cater to those frustrations. According to Dr. Sullivan, “the retention plan should also include goals, intermediate success measures, and who will be accountable for each step of the plan.”

Tomorrow, we we’ll wrap this brief series series by showing you how to put your re-recruiting efforts into action, as well as some final thoughts by Dr. Sullivan. In the mean time, connect with us on Facebook or Twitter–we’d love to hear your thoughts on re-recruiting.

Is Automated HR In Our Near Future? (Part II)

Yesterday, we discussed Laurie Ruettimann’s wake up call to HR professionals as we begin to see human resources make its way towards a completely automated and streamlined process.

As a refresher, Ruettiman argues that people in HR will be replaced by technology because 99 percent of HR professionals are underperforming. And, according to her, “Nobody needs the BS that comes with human resources.”

But before you start tearing up your HR resume and throw your credentials out the window, there is a bit of good news: While it looks like technology is making it easier for companies to do away with the people in HR, candidates themselves aren’t quite ready to make the jump.

Candidates hold back on the technology jump

According to an article in the Financial Times, “The chances of social media job applications replacing traditional CVs look some way off.”

Hyphen, a recruitment process outsourcing agency, recently published research that showed a surprising fact about candidates’ social media use when it comes to job seeking.

While candidates are using social media and mobile apps for job searching and network building, candidates–nearly a quarter of those surveyed–still prefer to use traditional methods of applying. The reason, according to Zain Wadee, Hyphen’s managing director, is “for fear of not presenting themselves as a serious candidate.”

And this only one facet of the recruiting technology out there.

Beyond social media applications, companies are using recruitment software such as Bullhorn, Jobscience and Hirevue in order to enhance the recruiting process. But, the systems put in place still remain reliant on people.

In fact, a majority of companies still have systems that prefer applications to be made via Word documents. If other formats are used, chances are, parts of the candidate’s application may be lost in translation (or the application could be outright rejected).

HR Professionals are here to stay

It looks as if HR people may not need to be so worried about losing their jobs to a bunch of robots and software programs–so really, maybe automated HR isn’t in our near future.

According to Stuart Jones of Omni, another recruitment outsource, “The Utopian recruitment technology just isn’t out there yet that can replace the human resource.”

But, as Jones suspects, in the next decade there will be change. With the newer generation of tech/social media savvy HR people, there is no doubt that technology will play a bigger role than it already does in talent acquisition–meaning that you still need to consider how to take advantage of the technology out there (and not let it shut you out of your job).

That brings us back to the original focus of these posts: making sure you’re still the key to the whole recruiting process.

According to Jones, “recruitment remains a fundamentally human process that can never entirely be replaced by social media systems.” Sure, that means that you can rest easy knowing that you won’t lose your job to a robot, but as we’ve mentioned before, technology is not a crutch or scapegoat.

At the end of it all, you are the one who has the final say on who you hire or pass up, and you’re responsible for all hires–both good and bad. And even with a fear of automated HR looming over many of us, we don’t see that changing any time soon.