Is Your Company Keeping Score? Turnover & The Interview Scorecard

Posted by James Patrick Kahler on October 30, 2014

If you’re a fan of the National Basketball Association, then you’re probably like me when it comes to watching games. There’s nothing more I love seeing than someone dunking over another player or sinking a three-pointer in front of a defender’s face. Now that I think of it, it seems like I only enjoy plays that are demeaning to the defense, huh…but that’s neither here nor there. 23211532_s

As the NBA kicks off it’s 2014-2015 season, there’s one thing I can tell you that I’m not looking forward to and that’s turnovers. Turning the ball over is ugly. It’s bad for the offense and nobody likes watching sloppy play (unless you're on defense, then turnovers are awesome). The same goes for companies everywhere: turnover is bad for business.

While referring to turnover, the Wall Street Journal says, “experts estimate it costs upwards of twice an employee’s salary to find and train a replacement. And churn can damage morale among remaining employees.” Now if you’re like every other business out there, you know this is a serious problem, but how can you fix it? Is turnover even fixable? The quick answer—yes.

Tips For Lowering Turnover

Just like the game of basketball, keeping score is essential for your business. It’s vital to keep track of the candidates you’re interviewing, what their responses are to your questions and how their personalities fit within your company’s culture. One of the best ways to do this is by using an interview scorecard, but that’s only one step towards diminishing the pain in the neck called turnover. Bad_Hires

Below are other things that can help you keep employees sticking around for the long run:

  • Hire the right people—this starts and ends with the interview process. If you hire the best-fit candidates for your open positions, they’re likely to stick around longer and be productive members of your company.

  • Offer the right stuff—this includes everything: benefits, paid time off, vacation, compensation, etc. It’s the little things in life that make people happy and the same applies to your employees in the office.
  • Listen—in order to offer the right stuff to make your employees happy, you have to listen to them. Hear what they have to say and take it to heart. These are the people that are running “the machine,” so work with them and you’ll be surprised with the kind of morale and performance you’ll see in return.
  • Appreciation is necessary—especially when it’s due to hard work. Recognize your employees and give credit where’s it due. Appraisal is contagious and is bound to help encourage other employees to work hard to receive their own recognition for their work. Incentives like certificates, prizes, extra time off, etc. are always a nice way to say “thank you” for an employee’s great performance.
  • Culture is key—make sure your office environment is a place that is enjoyable. It should be a place that not only you, but also your employees look forward to working at every day. There are many ways to create this kind of culture, so make sure it’s the right fit for your company and the people that work there on a daily basis.

There’s no question that turnover is a serious problem and can be costly for your business, but where does it come from? Before you can begin to solve this problematic issue, you have to find where it all starts. Find the source, hire the right people and before you know it, you’ll be celebrating championship years with employees you can call old friends!

Get the information you need to reduce turnover by downloading our free eBook below!

Continue Reading...

Topics: Interviewing Help, Management, Hiring Tips

4 Hiring Tips From LinkedIn

Posted by Natalie Pike on October 29, 2014

LinkedIn excels at finding great professionals, but how do we get them hired? Most hiring managers express how important it is to find top talent, but few of them actually do. If hiring the best of the best isn't a company requirement and if there isn't a protocol in place to ensure it happens, business's will continue to hire the same ole' people—over and over again. It takes fully-focused recruiters and determined hiring managers to transform the best professional found on LinkedIn into the company's new employee.  

Here are the top four hiring tips we saw in a recent Inc article—straight from LinkedIn's Talent Connect.

We just gave you a small bit of advice on what to include in your job describtions.

We've got a whole eBook focused on it - download it for free now!

Continue Reading...

Topics: Job Description, How to Hire, Hiring Tips, Hiring

Millennial Motivation: 4 Areas To Focus On

Posted by Natalie Pike on October 28, 2014

The hardest part is over; you’ve already attracted and hired a whole slew of millennial employees. Now the question is, how do you keep them motivated enough to stick around? This group, made up of people born roughly between 1980 and 2000, are quickly becoming the hottest commodity around. They account for over 80 million people in the U.S. alone and are the first generation to grow up with the technology and social media that has taken over the world.

According to Dan Novaes, the 25 year-old, Chicago entrepreneur and CEO of MobileX Labs, there are four key areas managers must focus on in order to understand what millennials value and what will motivate them to perform best in your business.

1. Compensation

It may come as a shock, but Generation Y doesn’t care about the number on their paycheck. Unlimited vacation, stock options, and a happy hour on Thursdays are much more attractive perks in their eyes. Obviously, a large annual salary wouldn’t be so bad, but it’s not the most important thing.

This desire should be easily obtainable for you as a manager. It will cost you less and make your Gen Y employees happier; it’s a win-win. Providing a public transit benefit or putting a retirement plan in place will increase productivity over just raising the amount on the pay stub. Millennials-4_Areas

2. Culture, Culture, Culture

There is a massive grey area when it comes to the definition of company culture. A strong working environment means more than the casual dress code and the free espresso machine. Our CEO, Adam Robinson says, “authentic culture is really easy to spot: you can feel it.  It’s inescapable, invigorating and infectious to those who are a part of it.  Vendors arrive for meetings and leave feeling like they want to quit their job and come work there.  People absolutely love what they’re doing, and you get the sense that most people would do just about anything to help their teammate or their company achieve success.”  Millennials want to be part of something special. They want to help make a difference.

3. Be a Role Model

You are the one that your employees look up to. Your work ethic and habits will rub off on your team. Your positive reinforcement and enthusiasm to get things done will not go unnoticed. Working late on a Friday or even coming in on the weekend can provide your Gen Y employees inspiration. They will start to say to themselves, “this is what needs to happen in order to be successful?”—and then follow suit.

4. Take them seriously

Millennials takes a lot of pride in themselves and what they have to offer. Their creativity and innovative way of thinking can provide real value to your business. Look at them as people with certain skill sets instead of people performing certain tasks. There will be a greater sense of respect and motivation in the office.

Generation Y is on the move. If they don’t feel their contribution to the company is taken seriously, they’ll get up and go to a company where it is.  Nurture their talent and embrace it with open arms. They’re here to help.

This generation has been called everything from the “tech-obsessed” to the “trophy” generation; putting technology over work and needing recognition for everything they do. Being digitally connected is one of the most important factors in running a successful business these days and hard work should be recognized. Hold on to these go-getters by focusing on these four areas. You’ll fly by companies who aren’t in no time.  

Want to learn more about what millennials are thinking? Download our free eBook and get inside their minds!

Continue Reading...

Topics: Employee Engagement, Hiring Millennials, Company Culture, Management

7 Things About Millennials Your Boss Wants To Know

Posted by James Patrick Kahler on October 24, 2014


What are the kids up to these days? That’s a serious question…I honestly do not know. I haven’t watched MTV in a long time. However, if your boss or manager refers to young adults as kids, then I can answer that question.

Seeing that millennials are the ones everyone’s hiring these days, it’s essential to know everything you can about this age group. This is especially true when reporting to your manager. Therefore, I have a nice cheat sheet or Slideshare that will help you quickly understand this specific demographic. That way, you can give your boss an educated run-down on why you’re hiring millennials and why it’s the right idea. 

Educate yourself on millennials by downloading our free eBook below!


Continue Reading...

Topics: Fresh Perspectives New Ideas

Amazon's Two Pizza Approach To Building A Productive Team

Posted by Natalie Pike on October 24, 2014

Amazon is known for multiple things. Besides being the worldwide leader in online shopping, they're also highly acknowledged for their productive team of employees. It's one thing to have a group of people that enjoy each others company, but it's another thing to have them work effectively. CEO Jeff Bezos has one simple solution to building a productive team: The Two Pizza Approach. 

When planning your next meeting and considering who to invite, ask yourself how many people you could feed with two pizzas—that’s how many people you should include. 

This number varies depending on the manager. Bezos puts team numbers between five and eight people, however Mark de Rond, a professor of Strategy and Organization at The Univeristy of Cambridge, said that various studies over the years have shown that people tend to prefer teams of four or five members. 

Regardless of how many people you think two pizzas could feed, the idea of working with smaller teams tends to reduce innovation killers such as Groupthink.  Other positives that come from working in groups of eight or less include more effective communication, higher trust among co-workers, and less fear of failure. The professor of Social and Organizational Psychology at Harvard University, J. Richard Hackman, said "the more people you add to a team, the more exponentially complicated the work gets. Big teams usually wind up just wasting everybody's time."

The same goes for building your company as a whole. If you happen to grow into a business with 200+ employees, make sure to keep the team meetings on the smaller side. Bezos believes in avoiding complacency at all costs. A Wall Street Journal profile mentioned that at an offsite, team building retreat where managers wanted their employees to start communicating more with each other, Mr. Bezos stood up and said, "No, communication is terrible!" He said a decentralized, even disorganized, company where independent ideas would prevail is significantly more important. 

Whether you're into Lou Malnati's (Chicago's best) Deep Dish or maybe frozen, DiGiorno pizzas are more your fancy, think about how many people two of them could feed. Don't exceed that number when facilitating team meetings. This will increase productivity and help employees feel more comfortable communicating their ideas.


This is only one way to help build a productive team. Want 50 more? Download our free eBook!


Continue Reading...

Topics: Employee Engagement, Management

Part Three: What Does Your ATS Say About Your Organization?

Posted by Natalie Pike on October 23, 2014

by Lizz Pellet, Culture Guru at The Good Jobs

How to Choose and Implement an ATS

Does the system have at least 80% of the features that you think you will need?

Can it produce the reports you need? Can it integrate with your HRIS system? Can the vendor give you examples, and will that cost be part of the quote?

Has the vendor installed the system in another organization of a similar size to yours?

Can you call up some of those customers and talk to their recruiters? Has the implementation gone smoothly? Were there minimal hidden costs? If not, forget the vendor. Some vendors, who are often highly regarded in the press and have innovative concepts, lacked the ability to execute. Features are of no values without execution.

What is the vision and growth strategy of the vendor? 11943716_l

Do they have the leadership and foresight to stay a market leader? You want to go with a vendor who has been around for a while and has weathered this economic downturn successfully. Do they listen to you and respond promptly to needs and problems? In my experience, customer support and follow up are the most frequently cited reasons for unhappiness with an ATS.

Are you in control of the selection process? 

Partner with your internal IT group, but don’t let them lead. Internal IT groups are trying to juggle many priorities and you are just one of them. They are always going to be focused on the technical side, not on the functional side of the product.

Not all ATS are created equal, but regardless of what ATS you use, I suggest you take the time to have your own candidate experience and apply for a job at your organization today. You might just be surprised at what you find and I hope it’s a pleasant surprise.

*This is the final piece of the guest blog by The Good Jobs


Before you even start the hiring process...beware of these 15 red flags to look for on resumes by downloading our free eBook!

Continue Reading...

Topics: Sourcing Candidates, Hiring

The DiSC Assessment: How To Be The Best Manager For Your Business

Posted by Natalie Pike on October 22, 2014

By now, you should have categorized yourself into some sort of management style. It’s important to acknowledge your triggers so you’re able to work more effectively with your employees. Managers use all sorts of ways to identify their management style, but I’ve found the DiSC behavioral assessment to be the most effective. disc_assessment

DiSC stands for the four primary behavioral drivers: dominance, influence, conscientiousness, and steadiness. Dominant managers speak their mind in a bold and confident way. People focused on influence often combine emotion with work and care about creating relationships with co-workers. Those driven by conscientiousness put accuracy and detail before anything else. They are hesitant and guarded when it comes to expressing their feelings. Steady personalities approach work as a consistent method. They are easy-going, composed, and cooperative. 

According to a recent blog on Hubspot, if you haven’t or you’re unable to take the DiSC assessment, the following two questions can typically help to identify your management style:

  1. Are you more open (emotive) or guarded (controlled)?

  2. Are you more direct (faster-paced) or indirect (slower-paced)?

After you’ve answered these questions, you can find your management style:

D - Direct and guarded

i - Direct and open

S - Indirect and open

C - Indirect and guarded

Now that you’ve found your letter, you can own up to your style and tailor the way you manage your employees.

If You’re a Dominant Director (D)

You are very competitive and hold extremely high expectations for yourself and your team members. You speak your mind and are demanding when it comes to tasks that need to be completed. Even though you tend to have a know-it-all style, keep in mind that your staff has feeling too. There are many ways to use these qualities to disc_assessment_2improve employee engagement.

Start looking at errors as mistakes that only happen once in awhile. Everyone makes them and if you start to accept it, you’ll start to see eye-to-eye with your colleagues. There are two ways dominant managers can encourage positivity and growth in others: by congratulating them when they perform well and by giving the leadership team direct opinions and pointers, but then letting them handle it in their own way. Be trustworthy and you’ll gain commitment and staff engagement.

If You’re an Influencing Worker (i)

Your employees look to you for your ideas and coordination - coordination not being one of your strengths. Try to become more organized whether it’s creating your own calendar, making lists, or prioritizing your goals in a spreadsheet. Simple changes like these will benefit both you and your staff.

They see you as a welcoming and people-pleasing person, however this can sometimes translate into being unreliable. Don’t drop the ball. If you start to procrastinate or make promises you can’t keep, your colleagues will lose faith. As I said, you like making others happy - that’s not always going to happen. It’s important to remember that. Embrace conflict and instead of hoping it’ll slip by, deal with it head-on.   

If You’re a Steady Manager (S)

Being sensitive to your employee’s feelings is your greatest strength. You’re pretty much the opposite of a dominant director (D). You are a very well-liked manager, but your focus should now be to become an effective, well-liked manager. It’s time to develop a thicker skin, starting with the first negative comment that comes your way.

Be more assertive, start taking risks, and be more open with your thoughts. These small changes will help you gain credibility and improve the good of the team.

If You’re an Conscientious Thinker (C)

You are constantly inspired and strive to be bigger and better each day. While your employees are motivated by this, they also might feel like they’ll never be able to please you. Something that will help ease their frustration is to lessen your need to control and soften up your criticism. Try walking around the office and see what everyone is up to.

Stress that even thought you have high standards, it doesn’t require perfection every single time. This will remove some stress from not only your employees, but you as well.

No matter what category you fall in, being open to change and adapting for the good of the company will help increase employee engagement. Listen to their interests, questions, strengths and weaknesses - you’ll leave them more pleased and happy to work with you and your company.

Want other pointers on how to keep your employees engaged? Download our free guide!

Continue Reading...

Topics: Employee Engagement, Management

Part Two: What Does Your ATS Say About Your Organization?

Posted by Natalie Pike on October 21, 2014

by Lizz Pellet, Culture Guru at The Good Jobs

My next experience asked me to include the “job category” for the position I was applying to. I was very confused. The posting said nothing about the category, so I tried to enter key words from the posting. That didn’t work. Every time I hit the enter key it bounced back to me with the error message to enter the job category. I entered a few of my own “key words” and those didn’t work either. So just for fun I entered the job posting number and YES, that was it! The job category I was applying for was HBJ209877FK2623. Somehow to me, that does not translate into a category. It’s a tracking number that populates in the ATS. Needless to say, this was not the greatest candidate experience. 16671611_l

The best was an auto generated email three minutes after hitting submit on the job posting. Really, I might be the 900th person to complete the application, but for me to know that no human being just viewed my resume which is really my resuME just made me feel bad, under qualified and over looked. The ATS is just that – automated. But we humans are not and even if you are using the keyword search functionality to weed out candidates that do not have all the required KSA’s (or maybe used other key words to describe them), it would be a much better communication to allow some time to pass before sending the auto generated email.

Along those lines, for those companies that rely on the ATS to be the gate keeper, it would elevate the candidate experience to autosend to a recruiter so a personal email can then be sent to the candidate. And that email should not say “do not reply to this email”! Please use the candidate’s name. They typed it into a data field so you do have it and your very expensive technology system is capable of doing this. Besides, addressing the email to “candidate” or “applicant” is tacky. Recruiters should also take note to use the same font when typing in either the job title or location or any other customized fields. It’s just as bad to get that email, which you know is canned but dressed up a bit to make you feel better.

*This is part two of a three-part series by The Good Jobs


A crucial part of the hiring process is conducting a phone interview.

Download our free guide for a list of great questions to ask!

Continue Reading...

Topics: Recruiting, Sourcing Candidates, Hiring

New eBook: 15 Red Flags To Look For On Resumes

Posted by James Patrick Kahler on October 20, 2014

There are multiple signs that can help you separate qualified candidates from the unqualified ones. Sometimes these hints are right in front of you, whether you know it or not. If you’re a hiring manager, there’s a good chance you’ve seen at least one or two of the warning signs typically found on candidates’ resumes—but what about the many others? 15_red_flags_mini

15 Red Flags To Look For On Resumes is our new eBook that assists hiring managers with recognizing the signs of unqualified candidates via their resumes. Similar to magnifying glasses, resumes allow those making the hiring decisions to see applicants a bit closer, which also allows them to make quicker and better hiring decisions.

By reading this eBook, you’ll enjoy the following benefits:

  • An easy-to-reference guide for identifying red flags on candidates’ resume
  • Ample explanations for understanding what resumes should look like, and not look like
  • A quick and enjoyable read

Click on the free guide below to perfect your review skills!



Continue Reading...

Topics: Fresh Perspectives New Ideas, Interviewing Help, Recruiting, HR & HR Technology, Hiring Tips, Science of Hiring

What Does Your ATS Say About Your Organization?

Posted by Natalie Pike on October 17, 2014

This is a guest blog by Lizz Pellet, Culture Guru at The Good Jobs

In the world of human resources, ATS stands for Applicant Tracking System(s). To an organization, the ATS tool represents the process of how candidates apply to a job posting on-line. Through the technology, they get to track all of the applications in an organized manner. Gone are the days of relying solely on Excel spread sheets and homegrown databases. ATS are being used as a way to manage our candidate and future talent pool.

Some ATS focus only on the tracking piece, but many have other components – usually bolted on due to the acquisition of another technology. Those seem to be the most cumbersome and disjointed. In an article by Kate Sensmeier Jan 23, 2013, she poignantly stated the recruiting buzzwords today that circle in our brains: candidate experience, employer of choice, culture, employment branding, talent pools, talent communities, candidate relationships, etc. Your expensive and time-consuming investments in all of these things won’t be worth it if the technology is used wrong. Candidates will sour on you or abandon the process. They’ll self-select out for reasons having nothing to do with aptitude or job-related qualifications. 10885712_l

I took this statement to heart and decided to apply for a few jobs. I started on a job board and linked to company websites to start the application process. WOW! I would like to suggest that anyone reading this piece stop. Really stop here and go and apply for an open position with your own organization. I was amazed at how difficult it was to take what should be a very simple process and reach a level of frustration only experienced after running into a wall and hitting the same spot three times in a row! ATS for me translated to Annoying Technical “Stuff” you have to do to apply for a job.

Registering was no easy process, and once you register with one particular ATS vendor it remembers your name and you have to data enter your user name and password for any position you are applying to at ANY company. I used unique information for each job I applied to, so this was a Herculean task and one that I could not master. My level of frustration caused me to opt out of four job postings for companies that used this ATS vendor. I was starting to feel like a mystery shopper who was not going to have much good news for the blind company that sent me in.

*This is part one of a three-part series by The Good Jobs

Need more advice on how to better your hiring process? Download our eBook now!

Continue Reading...

Topics: Recruiting, Sourcing Candidates, Hiring