Recruiting and Retention tips and tricks

In a recessing economy, employees have fewer opportunities to take a job at another company, but entrepreneurs would be negligent to take their fingers off the pulse of company morale, simply because employees have fewer options.

So what’s one of the biggest reasons people quit their jobs, you ask?  One of the major reasons includes being dissatisfied management and the cramped confines of a small, inconsistent business. In bigger companies, there are more opportunities to move vertically, if you’re dissatisfied with a particular supervisor, whereas smaller companies may have fewer options so they run the risk of losing an employee. Research shows: companies where employee loyalty rates are high, policies that serve the dual purpose of attracting potential employees and keeping current employees interested in their jobs, have been implemented.

RECRUITING THE RIGHT STAFF

Replacing an employee in your company costs approximately three times his or her wages in lost productivity, training, and recruiting costs. With the skills shortages plaguing our corporate markets, the problem aren’t finding employees- it’s finding the right employees. Top talents are attracted to competitive wages, good benefits, and plenty of growth opportunities, as well as opportunities where they are empowered to add value. The key to employee longevity and its corresponding effect on the bottom line is to reduce the risk of a mismatch before making an offer.

Here are a few ways to reduce the risk of a bad employment decision.

  • Screening begins with preliminary E-mail questions and a phone interview. About 25% of candidates are eliminated at this stage
  • Keep track of the best-performing employees and attempt to isolate which characteristics make them productive. Use this information as a guide in acquisition.
  • Innovation is imperative, as intelligent applicants know how to manipulate the system. One of the most effective ways to hire is with behavioural interviewing, focused on the isolated characteristics that have identified with top performers.
  • Give hiring priority to people who live in proximity of the office, because they believe that long commutes are detrimental to a work-life balance.
  • During the hiring process four characteristics are evaluated: drive, influence, steadiness, and compliance. These are used to build profiles for new hires. All employees’ results should be public knowledge, as it helps people understand each other and get along.
  • Ensure that competency based references are conducted.

 

HOW TO IMPROVE EMPLOYEE RETENTION: MOTIVATION IS NOT ENOUGH

Bonuses, vacation days, office parties, and many of the tools in a business owner’s arsenal revolve around rewarding employees for a job well done and motivating them to produce similarly stunning results in the future. There are two issues generally going on with employees at any given time: there are ‘shoves,’ things that demotivate people, and then there are ‘tugs,’ the things that motivate you- that tug at you to stay at the organization. While these factors will differ for every employee, leaders often make the mistake of focusing on the motivators without adequately considering what ‘rubs people the wrong way’.

Here are a handful of instructions on how to retain staff

  • Give employees a role in setting company goals. By setting quarterly goals with rewards included, such as iPods for the whole team or a trip to a nice restaurant, encourages employees beyond the competitive and potentially divisive realm of salary bonuses. In addition to spurring employees into productivity, this team structure can make them happier in the workplace. There’s evidence that being in cohesive work groups, where members like each other reduces a high staff turnover.
  • Stay in touch with what your employees needs are. Holding quarterly check-ins with every employee or even considering a quarterly anonymous suggestion box to see what motivates and demotivates them. This can give foresight into potential morale problems much sooner than one would ordinarily expect them.
  • Talent and skill utilization is another environmental factor that employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute more than what they currently do? You need to know their skills, talent and experience and thus, take the time to tap into it.
  • Give employees room to innovate. While employees might be suspicious at first if they’ve never been presented with decision making power before, they will more often than not, adapt to and thrive in an environment that gives them additional control.

Take a look at your organization Are you doing your best to retain your top talent? Implement these tips in your organization to retain your desired employees and attract the best talent, too.

 

June 9, 2012 Clients

Professional CV’s

Your CV needs to make a good impression. If it does not, there is a remote chance that you will ruin the possibility of securing an interview; merely because of a sloppy, disorganized, inconsistent and incomplete document.   Recruiters receive an average of between 200 to 400 CV’s daily – all CV’s lack information necessary to make the recruitment decision.  Imagine trying to read 200 – 400 CV’s, calling each candidate and spending roughly 20 minutes on each call. Not only is it a costly exercise, it takes up a lot of time; time the recruiter feels should be invested by the one seeking employment. Any lack of information, thus ensures that your CV lands in file 13 and the recruiter is not given the opportunity to get to know the gem behind the title.

The purpose of submitting your CV is to project a positive image of yourself.   Never assume that the interviewer will get to know more about you once you are invited for an interview.  During the interview, an employer will test the accuracy of the CV and establish whether you perfect match for their current culture. The recruiter reads through the CV first and forms an impression of the person applying. Here are some tools to help you make a good impression:

  1. Parts of your CV need to change and should be adjusted to best match the requirements of the position; only focusing on your skills, experience, qualifications and background relevant to the job. All other details that not relevant can be summarized.
  2. Many applicants who submit CV’s often make the mistake of omitting adequate contact details. If you cannot be reached, your CV will be discarded.
  3. Do not use fancy fonts.  the correct font to use is an Arial font, size 11.
  4. Ensure adequate spacing between subjects.
  5. Always proof read for spelling mistakes.
  6. The recruiter has never worked with you and even though they have a generic understanding of what the job might entail, it is your responsibility to advise them in detail on what your daily tasks are.  Many candidates often list only 5 – 6 duties, if any. It creates an impression that you did not enjoy your job much or possibly that you were not a top performer then.
  7. Wherever multiple items are included, list these in point form using the round bullet.
  8. To ensure that your CV complies with the standard format requirements and has all the relevant information, set up the template as follows:

 

PERSONAL INFORMATION:

This section of the  CV should contain the following information – name(s) and surname(s),  ID number, citizenship, language(s), driver’s license code, physical address(es), work telephone number, cellphone number(s), Home telephone number(s), email address(es), an alternative contact number and name of person to be contacted, position applying for, employment type (permanent/temporary/both), work area(s) preferred, Last gross remuneration (Provide a copy of your last salary slip as proof), required salary (normally 25 – 30% more than what you were on).

 

SKILLS MATRIX:

This section acts as a portfolio of evidence and the recruiter is able to access your ability at a glance. This is where the point systems work brilliantly.  The content includes the following in the exact order: – computer skills, accreditation, work achievements, work skills, industry expertise and work related behavioral competencies.

 

EDUCATION AND QUALIFICATIONS:

Information under this heading should be in the exact date of completion order. Never add courses that were not completed, it may just create the impression that you leave things undone.  Details listed in the following order:

  • Secondary education – School attended, highest grade passed, year completed, subjects.
  • Tertiary Qualification – Institution, qualification (state whether it was a diploma, degree, certificate (E.g. diploma: Human Resource Management).
  • Other courses attended – This will be listed in bullet form and may include any in-house or brief courses.

 

CAREER SUMMARY:

This category should be done in tabular format and should start with your most recent position first, providing the exact months and years of employment under this area. It is critical that you list all your positions since you started working, e.g.

Name of company                          Position/s Held                             Dates employed

Company ABC                                  Project Manager                          Mar 2008 – date

Company XYZ                                  Trainer                                          Jan 1995 – Jan 2008

 

EMPLOYMENT HISTORY:

Start by documenting the most recent position in descending order; only listing the companies relevant to the positions requirements, for example, if you have secretarial experience and are applying for secretarial positions; only the companies where you have worked as a secretary need to be listed. The content in this section should contain the following in the exact order.

Company, Industry, Position/s held, Dates employed, Reason for leaving and duties.

The duties should be in bullet form. Start with a verb in every sentence, branching out to what you did this on e.g.

  • Providing [Doing] secretarial support [what]  to Financial Director  and CEO [for whom] daily [how often]

 

REFERENCES:

Provide at least 3 of your most recent references, excluding the current company at which you are employed.  Some candidates give their current employment as reference and this creates a form of suspicion in the mind of the recruiter.  Details under this section should include: company, name of referee, job title, land line number (cell phone numbers are not permitted- as the referees positions cannot be confirmed this way- unless of course the recruiter requests this) .

In conclusion do not bother to do a cover letter. It is never read anyway and should not be necessary if your CV is of the highest quality.

We would like to wish you well with your job search and thank you for the opportunity to assist you in doing so.

-CANDACE GANI, Director at Omnistaff

June 4, 2012 Candidates

Welcome!

Omnistaff has embarked on a digital journey. We have also revamped the way staffing needs are met, by introducing social networking as a medium of communication. We kindly invite you to take part in our digitized world and we look forward to dealing with you in future!

May 31, 2012 General Discussion