Six Reasons NOT to Hire Someone – Even If They’re the Most Qualified Applicant

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Excellent technical skills.  All the right qualifications.  Relevant experience.  All great reasons to hire someone, but we’re here to tell you that there are a few good reasons not to hire that fully qualified, excellent-on-paper candidate.

How a job applicant performs during their interview and after can reveal signs of a misfit even if they match all the requirements of the job ad.  

A clear understanding of what you’re looking for, a curated shortlist of candidates to interview and being mindful of these six points will help you avoid hiring the wrong person with the right credentials.

  • They’re elusive

If you don’t hear from them for long stretches through the interview process, can’t lock them in for an interview time, they cancel multiple times, are excessively late (without a decent excuse) for the interview or are MIA post-interview, it could be a sign of their disinterest and commitment to the opportunity long term.

  • They don’t ask questions

You should place emphasis on determining intellectual curiosity in the interview process.  A candidate that asks questions throughout the interview demonstrates two key traits of a good prospect.  One, they take the interview, you and themselves seriously by preparing thoughtful questions and two, demonstrate their intellectual curiosity by coming up with questions while you are talking.  Paying attention to this trait will help you select a smart, engaged employee.

  • They have bad manners

Rudeness in any form should be considered a warning sign.  They could be the most qualified for the job, but haughtiness, hostility or harsh words in an interview can be a preview to their behaviour in the workplace.  Don’t fall into the trap of thinking you can change them like a love-struck teen trying to reform a bad boy.

  • They have no direction

It isn’t a good sign when interviewees stumble on questions like ‘where do you see yourself in five years?’ or ‘what do you want from your next role?’.  These questions help establish a candidate’s expectations so you can ensure they align with yours and what the role and company can provide.  Not having an adequate response to these questions is a big red flag as to their motivation and drive.  

  • They’re unenthusiastic

Maybe they think the position is beneath them, they have no interest in the industry, can’t see the opportunities the company provides or are just going through the motions.  Whatever the reason, an unenthusiastic interviewee could turn out to be disengaged, unmotivated or passive in their position and hold you back in the long run.

  • They’re desperate

Even if they have the best technical skills, if they’re only applying because they need a job – and not because they have a genuine interest in the role, industry and company – it may be a short lived tenure.  With applicants who really need a job, you run the risk of them jumping ship as soon as something ‘better’ comes along, or not caring enough to perform well while they’re with you.

Want help with shortlisting to ensure you make the right hire? Speak with our shortlisting specialists today – contact Employment Office today on 1300 366 573.

The effectiveness of job boards in modern recruitment advertising

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As technology evolves, so does an organisation’s approach to recruitment. The landscape has naturally changed from humble beginnings of print ads in local papers, to a more advanced process of posting to online platforms like social media, apps and professional networking sites.

However the era of the modest job board isn’t yet over, as Tudor Marsden-Huggins, Managing Director of Employment Office explains.

“If organisations want to recruit top talent they need to use a wide range of recruitment advertising mediums to source the right candidate. While this means embracing new and emerging social platforms, it certainly doesn’t mean abandoning job boards just yet.

“When used correctly, job boards can act as great anchors in a recruitment campaign. Each time a candidate views your ad or your brand they’re on another step of the recruitment journey. Posting on your website isn’t enough, nor is just a shout-out on social media. Job boards used in conjunction with a diverse range of platforms will ensure your job opportunity is viewed by the right candidates at the right time,” he says.

So what is the right way to use job boards in today’s recruiting landscape?

Marsden-Huggins says it’s not just about what you post, but when and where you post, which impacts the effectiveness of your job board advertisement.

“HR Managers and business owners alike can no longer ‘post and hope’ anymore. Businesses simply can’t afford to keep posting on job boards without a strategy. Look into the statistics for your industry, what niche job boards are used, what keywords people are popular, what categories they’re posted in and when your target audience is online.

“In addition, managers need to be jumping in the back end of the ad stats regularly, checking the views and tweaking the wording every week to get a good result. This is when you can start incorporating other content streams, share the job ad link on your social pages, send it around internally for staff to share, and add the link to your website. Only a holistic approach to recruitment advertising will ensure an effective result.”

While the way we use and interact with job boards will constantly change, in 2016 they remain a valuable tool in the recruitment process and enhance an organisation’s advertising campaign when used correctly.

Nurturing talent for the next opportunity

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Nurturing Talent ConceptYou want to take your recruitment process from reactive to proactive but you don’t know where to begin. Sound familiar? Many organisations struggle to evolve their recruitment process enough to get to the ever-elusive point where applicants are coming to an organisation before there is even a vacancy to fill.

While it may seem like a pipe-dream we’re here to tell you the fantasy can be a reality, and is for many organisations across Australia.

The answer? Good quality talent pooling and candidate nurturing.

Tudor Marsden-Huggins, Managing Director of Employment Office, says employers need to treat candidates who don’t get the job- as well as the one’s who do.

“Employers need to consider that when a role is filled, it’s usually only filled with one person. This means if you’ve been lucky enough to have 100 applicants, 99 people won’t get the job. While some may be unsuitable, the top five candidates (or more) might all be great employees with a lot of potential, and best of all – they’re already engaged with your brand because they’ve applied for a role with you.

“But what happens to most unsuccessful candidates who apply with organisations without a talent pooling process in place? They’re left without any communication, any explanation as to why they didn’t get the job, and directed to a generic email that says their details will be kept on file.”

So what can employers do to engage these candidates even after they’ve been told they haven’t got the job?

Marsden-Huggins says it’s all about communicating relevant and engaging information to them until they’re ready to apply again.

“Hiring managers need to collect data on the candidates they’re turning away. How many are unsuccessful because they don’t have a certain qualification or because they were too nervous at an interview to answer the right questions? Maybe the didn’t know enough about the organisation or maybe they hadn’t had enough work experience.

“The point is, all these candidates will grow and develop and may turn into just the right person for one of your roles. If you communicate information like top tips on how to have a successful interview , or how to upskill in our industry – maybe even the top five facts to know about our organisation, then you’re educating and informing your unsuccessful candidates and as they grow and develop you’ll still be front of mind,” he says.

Ultimately the only way to nurture your candidates is to communicate with them over a period of time with great quality information even once they’ve been deemed unsuccessful. You never know when they might be right for your next role.

Consider implementing recruitment technology and software that can help you build and nurture a talent pool – contact Employment Office today on 1300 366 573.

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Had a negative employer review posted online? Here’s how to respond.

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Employers aren’t the only ones dishing out performance reviews these days.  Thanks to websites like Glassdoor, employers are under more scrutiny than ever, with thousands of users logging on and posting critiques of current and past employers every day.  

Reviews from past or present employees, or even from candidates,  paint a picture of what your organisation is like – providing a summary of the good, the bad and the ugly of the employment experience.  These sites aim to give candidates an insight into the virtues and hardships of various workplaces before a candidate even sets foot in the door.  

Like any online review tool, it can be hugely beneficial or terribly damaging depending on what’s said about your organisation and how it gets handled.

Employee review sites are here to stay, and ignoring them isn’t going to help your cause.  At last count Glassdoor has over 8 million company reviews and even more registered users.  Australian job board Seek is also getting in on the action.  They recently debuted their employer review site and have established a growing base of over 90,000 reviews in just a couple of months.

So you’ve noticed your organisation has received a review and it’s less than glowing.  What do you need to keep in mind when crafting your response?  Here are our top tips for turning a negative review around.

Be professional.

When responding to negative reviews it is crucial to always take the high road.  No matter how personal or unwarranted you believe a complaint may be, don’t fall into the trap of arguing the point with a disgruntled reviewer.  Reviews are left anonymously, however your response will be attributed to your business.  So if it gets into tit for tat, there’s only going to be one loser – you.  Keep the tone courteous and polite, and stick to the facts.  Acknowledge the comment and provide an accurate account of how the situation occurred and what you are doing to take action.

Say thank you.

Don’t underestimate the power of a thank you.  It’s important for people who’ve left a review to know you’ve seen it, read it, and appreciated their input – good or bad.

Be authentic.

It’s 2016.  Candidates are quite savvy these days and can pick when they are being spun a line.  When responding to a negative review, make sure you are honest about the steps your organisation is taking to overcome the challenges employees may have experienced in the past.  

It’s worth noting that candidates aren’t looking for the perfect employer – there really isn’t any such thing, but if you can show that you listen to feedback, even if it’s negative, and work with your people to make meaningful improvements, you are demonstrating employer of choice behaviour.

Take action.

Employer review sites aren’t only for potential employees to scope you out.  It’s also an opportunity for employers to hear about what is and isn’t working for your team.  For a whole host of reasons, sometimes complaints aren’t captured in employee engagement surveys and exit interviews.  Employer review sites are another way you can learn about what some of the red flags are when it comes to your EVP, workplace culture and employer brand.  

Tackling organisational change is hard, but if you want to have engaged, happy employees who will be happy to leave you glowing reviews, you need to put the work in.  If you want to talk the talk, you’ve got to walk the walk.  So take these insights and use them to create change!

Testing your candidates?  The fundamental ingredient you’ve been missing

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Most employers recognise the value of digging a little deeper into the psyche of a potential employee with some form of screening test.  But which type of testing yields the best results in revealing your next great hire?

For years, behavioural testing has dominated the screening test market, with employers focused on finding the right personality fit for not only the role, but the organisation.  But there’s a new method that’s changing the way we think about candidate screening – cognitive testing.

Cognitive tests assess a candidate’s competence and role suitability and predict future job performance. In a psychometric assessment context, this usually means numerical reasoning, verbal reasoning, abstract reasoning and mechanical reasoning tests.

Paired with a behavioural or personality test, employers are able to determine the best role fit for a candidate before even meeting with them face to face.

While a personality test won’t demonstrate whether or not a person can think quickly or critically – a cognitive test will.

Employment Office Managing Director Tudor Marsden-Huggins says he suggests clients use cognitive tests for all senior positions and any role which involves managing people.

“While you can issue cognitive tests for any position, it’s not something that’s essential for all roles. But for any senior or complex roles, or any positions requiring high-level decision-making, it is absolutely essential to screen candidates with a robust cognitive test.

“These tests are all about mental aptitude rather than just behavioural attitude. It is essential to determine a candidate’s proficiency to perform according to their logical, numerical, verbal and mechanical abilities, depending on which skills are needed for the position.  This method gives you the strongest indication available as to whether a candidate can actually do the work. Combined with a behavioural test, a hiring manager is able to get the most complete picture of how well each candidate will stand up to the challenges of the role,” he says.

This type of testing is increasingly popular for employers due to it’s ease of availability, it’s affordability and it’s accuracy, Marsden-Huggins says.

“These tests aren’t just for multinational corporations with sophisticated recruitment processes, small and medium business owners often can’t afford to pay the cost of recruitment, only to realise the new hire doesn’t have the skills for the job just a few weeks or months later. A cognitive test will help select the right person for the job based on performance-driven data. The tests are not only accurate,  they are also affordable, so it’s good news for everyone,” he says.

If you’re interested in using cognitive testing as part of your next recruitment process, Employment Office can help. We offer a large range of logical, numerical, verbal and mechanical cognitive testing options priced at $75 per test per candidate.  Call 1300 366 573 or email amber.dique-bellette@employmentoffice.com.au today. 

Would you hire someone with visible tattoos?

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Tattoos are becoming increasingly popular among younger workers, but are workplace attitudes to body art relaxing to match the trend?

A poll conducted by recruitment marketing specialists Employment Office revealed almost 60% of employers think it’s unacceptable for tattoos by be visible while at work. The study also revealed that 64% of hiring managers believe tattoos should be covered up for a job interview.

Earlier this year the Western Australian Police Force followed NSW and Victoria in proposing a ban on visible tattoos for all officers. The tattoo policy has sparked debate as new recruits may be knocked back from joining the force and serving officers could be stood down or even asked to have tattoos removed.

Other organisations are also being forced to revise their personal appearance policies to create guidelines for staff with visible body art. Generally, exceptions are made for tattoos an employee has for cultural or religious reasons, however it is otherwise at the discretion of the employer whether tattoos are acceptable in the workplace or need to be covered up.

Employment Office Managing Director Tudor Marsden-Huggins says tattoo policies vary considerably between industries and occupations.

“We find organisations operating in the professional services sector, such as finance, legal and customer service tend to have a more conservative view of tattoos and would prefer they are covered up from the view of clients.

“However attitudes are much more relaxed for tradesmen, where the focus on personal appearance is not such a large factor in service delivery. Tattoos are also more acceptable in creative industries like advertising or design where personal expression is encouraged and appreciated more than a strictly professional appearance,” he said.

Marsden-Huggins encourages employers to be open-minded about visible tattoos, urging them not to rule out an outstanding candidate immediately just because of visible body art.

“Employers need to ask themselves a number of questions including – Is the tattoo offensive? Will it impede the candidate in doing the job? How will an employee with tattoos be perceived by clients? Will it affect the business?” he said.

Ultimately, employers need to be transparent about any company policies relating to visible tattoos. Advising candidates will help avoid any potential problems in the future as the candidate progresses through interview stages.

Is your candidate marketing attracting the right attention?

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Last month the total number of job vacancies advertised in Australia exceeded 160,200 individual posts. In a sea of online content, how do you ensure your job advertisements stand out from the crowd?

The answer is recruitment marketing. A recent survey by polling company Jobvite found 42% of job seekers spend an average of 10 minutes each and every day searching on mobile devices. With a huge amount of online traffic it’s essential your organisation has a strategic plan to optimise your job content and capture those candidates.

A dedicated recruitment marketing specialist can ensure your HR manager can take the guesswork out of job advertising. This will increase your chances at putting your ad in front of the right people at the right time.

Tudor Marsden-Huggins, Managing Director of recruitment marketing specialists Employment Office, says their specialist team found over 25% of all applications received for client roles comes from industry- specific niche advertising.

“Where appropriate and available, placing an advertisement in a small but targeted medium in combination with generalist advertising can be a valuable channel to finding your next recruit. Niche advertising means your ad has far less competition for the attention of browsers, so your relevant candidates will see it and it will stay visible for longer,” he said.

The search engine optimisation of these ads is also critical in this market. If your ads are well written but aren’t viewed by the right candidates then your message won’t be well-received.

Many organisations include Google Adwords as part of their ongoing recruitment marketing strategy to ensure ads will appear at the top of job seeker’s search results.

Similarly, free exposure is available with the rise of job board aggregators. As technology and online tools develop the new face of recruitment, job aggregating “spider” sites can now pull and redisplay website content.

Job aggregators like Indeed have recently entered the Australian market which is typically dominated by traditional paid job boards. Now, with more than 180 million visitors each month, Indeed is a top player in the recruitment advertising and marketing world.

If you want your organisation’s content to cut through the noise and reach your ideal candidates you need to invest in strategic recruitment marketing today.

Recruitment marketing professionals speak the language and are trained to know exactly when and where to post an advertisement. Recruitment via social media channels and supporting publicity strategies will also see your organisation succeed in otherwise overcrowded online platforms.

Employment Office can assist with all aspects of the recruitment marketing process with our fully-integrated suite of products and services.

For more information about how Employment Office can assist with your Recruitment Marketing communications strategy, please call our team on 1300 366 573.

Droves of millennials seeking work abroad

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A recent report has revealed almost 90% of Millennials working in Australia and New Zealand want to head abroad to find work.

The study found only 25% of the 400 employers questioned offer opportunities to travel overseas for work*.

Employment Office Managing Director Tudor Marsden-Huggins says workplaces must become more flexible to accommodate the rising number of MIllennial employees, who will make up 50% of the workforce by 2020.

“There’s no doubt Millennials are more willing to move around than previous generations. If employers don’t give them the option to explore overseas work and travel, they will lose them.

“Whether it’s through global mobility opportunities with your company, or through a sabbatical program, Millennials need to know they have the option to explore career and travel, while still being able to pick their career up where they left off in Australia,” Marsden-Huggins said.

Employment Office runs their own global mobility program, giving employees the option to apply for openings in the company’s Northern American offices.

“This program has allowed us to keep a lot of great talent in the business who would have otherwise gone elsewhere. As an added benefit, we have also found the program has helped to break down the barriers between our offices across the world, and provide our young people with invaluable new skills and experiences.

“Millennials are looking for an organisation which can support them in meeting their personal goals, rather than simply offering a pay cheque.

“If you can accommodate for your MIllennial staff members and their desire to live abroad for work for a period of time then you’re far more likely to retain them as long-term employees ,” Marsden-Huggins said.

To retain Gen Y workers, organisations must understand what is important to this demographic of workers. Millennials want a work-life balance above all else. Money isn’t everything to them so employers must provide opportunities for travel, further education and hobbies to attract and retain top talent.

The 2015 Future Leaders Index found this group of employees expect the norm to be flexible working arrangements, contract-based assignments and global outsourcing.

In this truly global job market candidates are no longer restricted by borders and Millennials are itching to explore the world as they travel. Make sure you give them the option to see the world, and return to your business!

*Robert Walters 2015

 

Top 5 Interviewer Mistakes

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In an interview setting we’re often so focused on how the candidate is performing, we don’t stop to consider the mistakes we might make ourselves as recruiters.

There can be serious consequences when employers don’t conduct an interview well, from losing strong candidates to making wrong hires.  Bad interviews can also taint an organisation’s employer brand, or in cases of serious misconduct or discrimination, result in legal action.

A candidate’s interview is such an integral stage of the recruitment process and is where impressions and decisions are made by both the employer and the candidate. Here are the top five mistakes interviewers make.  Now you know what not to do in your next candidate interview.

Top 5 Interviewer Mistakes:

  1. Being unprepared

Hiring managers often assess a candidate’s level of knowledge of the role and organisation in an interview, but it’s important to make sure you also prepare before the meeting.  If an interviewer hasn’t read a candidate’s CV it makes the employer look bad and it makes the candidate feel like just another number, rather than a person. While candidate research may be time consuming, particularly during bulk recruitment periods, understanding your candidate’s work history is essential and will allow you to properly probe into areas of interest.

  1. Saying something discriminatory or that could be perceived as discriminatory

While it’s an obvious point, recruiters should be cautious of saying anything that could be interpreted as discriminatory by a candidate. For instance ‘get-to-know-you’ questions with any reference to age or family situation, while harmless in a social setting, can be detrimental in a professional interview. Questions might later be used against you if an unsuccessful candidate feels any prejudice was at play, so ensure you stick to the facts of the role and the candidate’s relevant skills and experience to avoid ambiguous personal questions.  Stay away from questions about age, race, relationship status, family situation, pregnancy, sexual orientation and religious beliefs.  It’s also a good idea to avoid asking about a candidate’s political beliefs or union memberships.

  1. Interrupting candidates

It’s a faux pas in any conversation setting, but in an interview situation it’s particularly impolite. Candidates will be nervous in an interview and it’s extremely off-putting to be interrupted by the interviewer. If you’re a recruiter frustrated by a chatty candidate and you’re conscious of time constraints, wait until they’ve finished their sentence, say thank you and ask your next question. Perhaps remind the candidate to stay on point, but try not to interrupt.  Interrupting candidates can result in using unnecessary leading questions to hasten the interview process and can provide leading information for the candidate provide the preferred response.  It’s much better they come up with it on their own.

  1. Setting false expectations

As an interviewer you need to be comfortable with a candidate being uncomfortable if they’re not providing satisfactory answers. Being polite by using generic positive verbal cues can set the wrong expectation. For instance, if a candidate responds to a question and you’re not happy with the answer but still reply with ‘great, thanks,’ as you move on to the next question, you’re telling the candidate they are great when really you’re intending it is a passing comment. Ensure you limit your linking sentences to ‘okay, thank-you,’ so you don’t give too much away.

  1. Promising something to the candidate

It is very important to find a balance between showing enthusiasm for a strong candidate and overpromising. No promises should be made to an applicant until all candidates have been interviewed and all hiring managers have been involved in the decision. Recruitment is an ever-changing sphere and until you’re in a place to make an offer of employment be sure to show your receptiveness to the candidate without promising they will progress in the recruitment process.