Hiring the wrong person for the job can be detrimental to the productivity of the company, and may cause avoidable expenses.

The cost of hiring the wrong person is higher than taking the time to find someone with the right personality fit for your business. Think about the time and monetary costs of having to go through the recruitment and training process again. It is better to find the right person in the first place.

The key to finding that candidate - is to concentrate on their personality & culture fit within an organization. Here are some tips to help make your recruitment job easier.

Effective interview techniques
It is not just the jobseeker who needs to be prepared for the interview – you need to do some homework too. A recruiter will need a good understanding of what type of individual will fit into the business which including their personality, skills base, attitude and manner. Use these techniques to ensure you always have effective interviews:

•    Be clear on the competencies required for the job, including your required output and key performance indicators.
•    Determine characteristics and traits of the person you think will succeed in the role. Look at employees who are doing well in the same job and list what they bring to the position.
•    Prepare a job description for candidates.
•    Read each person’s resume and cover letter before meeting them so you know their experience. It will also give you a springboard for questions.
•    Prepare interview questions beforehand covering the skills base you need, but also questions that will help you assess the candidate’s behaviour.

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The ‘job for life’ is not a term often used now, but employers need to consider the importance of employee retention as it affects turnover, productivity and the business’s long-term success.

Here are some tips to help you keep your staff:

Recruit the right people
It seems a simple thing, but so many companies stumble by not employing the right person for the job. To ensure you have the best staff write a job description and key performance indicators before advertising the position. Think through the key interview questions and ask each candidate the same ones so you can compare ‘apples to apples’. Know the type of person you are looking for, what you want them to do and their employment conditions and you are off to a great start.

Favourable work environment and culture
Make your workplace flexible and supportive so employees feel comfortable in the environment. After all, they spend a third of their time at work so it pays to make it somewhere your staff want to be. Establish a system where employees can regularly express their opinions and ideas freely – and act on any that are good for the business.

Training, career development and feedback
It is very important that employees feel welcomed, wanted and that they are given the chance to succeed in their job. Put together a structured program where new people are brought up to speed quickly and continue it by allowing staff to develop to take on new challenges. Ongoing training means staff can grow over time to move into new positions and increase their value to you. Give your employees regular reviews and support so they know what to aim for, when they are doing well and when they need to improve. Without feedback your staff will perform below standard.

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Nobody’s perfect. But nobody wants to hear about your problems and baggage either. Especially in the job interview. Some people’s lives begin to sound like a Soap Opera because there have been so many extenuating circumstances. The following is some advice to handle those tricky situations when interviewing that may be difficult to talk about let alone explain.

Returning To The Workforce After An Extended Absence.

1. Be able to explain why you have decided that now is the time for you to return to the work force – why now?

Have a convincing statement about your goals or intentions of staying in the work force after being away for a period of time - this is best done by scripting and practicing your answer so that you feel confident saying it in the interview.

2. Make sure that you are up-to-date on changes that have occurred in your field in your absence.

This may entail taking a brush up class or course. It is important that you be able to show that you can “hit the ground running,” particularly with so many candidates to choose from in this economy.

3. Do some research, using the internet to discover what is required in the type of position you are seeking.

Job postings are “wish lists” that employers put together in hopes of finding the perfect candidate. Use these postings to see what employers are seeking and make sure that your resume and your interview answers address the employer’s “wishes.”

4. Focus on your strengths - the skills that you have used in the past.

Think of five skills that you consider you do “best.” If your strengths are in sync with the employer’s wish list, emphasize your ability and past experiences using those skills to show that you have “been there and done that” and can do it again.

5.

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No matter where you are in your career, you can always benefit from keeping up with the latest literature related to career and professional development. Whether you would benefit from learning how to land the job of your dreams, how to get a promotion, or just how to function more effectively in your current career, there are excellent career development books that can be of great benefit to you.  

As a professional it’s important to continue learning and growing throughout your career, and keeping up with the latest professional development literature is a great way to stay ahead of the curve. The time you spend reading career development books is an investment in your long-term career success.  

Reading career development books enables you to learn from leading experts in the field from the comfort of your own home. No matter what professional or personal challenges you face related to your career, you’ll be able to find books that can provide valuable insights and tips regarding your employment-related concerns.  

Suggested Topics Include:

The following list includes a selection of current career development literature. These books are great tools for individuals seeking to grow as professionals. They are a great starting point, but just the tip of the iceberg in terms of the many publications that can provide guidance for building the career of your dreams.  

Career Advancement: Whether you are just starting out in your career, seeking a promotion, or are thinking about taking your career in a new direction, you will benefit from the practical tips and suggestions in Stepping Up: 12 Ways to Rev Up, Revitalize, or Renew Your Career by S. Gary Snodgrass. 

Take Charge of Your Career: Have you ever been faced with a difficult career situation that literally seemed to come out of nowhere?

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When a relationship between an employee and employer breaks down irretrievably a compromise agreement can be the only way to deal with the situation and prevent a possible complaint to an Employment Tribunal.     

A ‘compromise agreement’ is a legally binding agreement following the termination of employment. It usually provides for a severance payment by the employer, in return for the employee agreeing not to pursue any claim they believe they may have to an employment tribunal. Quite often, the compromise agreement will also deal with the notice element in the contract of employment and may provide for a “payment in lieu of notice”.  Employers are now increasingly using compromise agreements as a mechanism for preventing possible future complaints to a tribunal, especially in redundancy situations.  Compromise agreements are recognised by statute and are the only way a claim can be legally binding without tribunal proceedings having been initiated.  The employee must seek the advice of an independent solicitor before the agreement becomes binding.  The solicitor giving the advice must also sign the agreement and certify that the appropriate advice has been given.

Why is a Compromise Agreement Necessary?
The use of compromise agreements in redundancy situations is used mainly if an employer has not complied with the law in making redundancies (perhaps through failing to consult properly, failing to use fair selection criteria etc) where an employee can complain to a tribunal that the redundancy was unfair. This can be done after the redundancy and could result in an award of compensation or even reinstatement.  The only way an employer can be sure that an employee will not complain to a tribunal after redundancy is to persuade them to sign away their right to do so.

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The glitz and glamour of all the Christmas and New Year festivities are now over and summer is a long way away – have you counted the cost of the festive cheer?

For many employers, January is a hard month to get through and absenteeism has a direct impact on your bottom line. 

Have you reviewed who didn’t turn up on Christmas Eve or any of the due days over the Christmas period or on when you re-opened on 5 January and why they didn’t and also what impact this unreliability had on your business?

Current research by the CIPD (Chartered Institute of Personnel and Development) showed that on average an employee takes off 8 days a year and absence costs £666 per employee.   

The cost of absence can be felt in different ways.  For example, it can affect everything from quality of customer service to the speed of product development – issues that may have a negative impact on your sales figures.  If also affects employee morale as those in work shoulder the burden of their colleagues days off.

A CBI/AXA Absence Survey in 2008 showed that 1 in 10 absences are not genuine and 60% of employees have said that they fake sickness to extend a holiday.        
Everyone agrees that sick people need time off work, but as an employer you need to deal with two serious and expensive challenges – bogus sick days and helping employees on long-term illness return to work when they are fit to do so.

1 day sickies are the most common and if left unmanaged this can lead to an increase across your business and employees are more inclined to try it for themselves as they see their colleagues ‘getting away with it’.

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When it comes to using your resume to apply for a job, it’s important to remember that form matters just as much as content.  A nice looking resume can’t make up for one that is full of spelling errors, typos, and factually incorrect information.  However, an unattractive resume can completely undermine even the most impressive and well-documented credentials.

In almost every situation, it is advisable to limit your resume to a single page.  There are a few circumstances where longer resumes are acceptable, but not many.  The layout of your resume should allow for a sufficient amount of white space around the edges of the page.  One inch margins all the way around the document are ideal, although it may be acceptable to shrink margins a little bit if necessary to fit the document on a single page.

The font that you use should be clear and easy to read.  Ideally, you should use 12 point type.  If you need to use a smaller font to make your resume fit on one page, you can go to a 10 point font, but never smaller.  You  can make your name and contact information a little bit larger so that they stand out on the page.

Verdana and Arial are excellent resume fonts because they are easy to read and the transmit well via fax.  You should never use ornate fonts on your resume, such as Algerian or Bradley Hand.  These fonts are nice for invitations and other casual communications, but they are not appropriate for a resume.

If you are going to fax your resume to prospective employers, it is advisable to print it on plain white copy paper for ease of transmission.  If you are going to hand deliver it or mail your resume, you should invest in high quality resume paper, which you can find at any department or office supply store.  Stick with white, beige, or gray paper.  Pink paper does not send a professional message, nor does any other pastel, bright, or patterned paper.

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Values are the parents of your chosen or unconscious behaviour. If someone at a meeting or a party rubs you the wrong way, chances are that you have picked up something about them that doesn’t fit your set of core values.

On my website, you’ve had an opportunity to glimpse my core values: Love& Compassion, Authenticity, Honesty & Integrity, Health & Vitality, Passion & Creativity. Without even realizing it, the way I interact at work and at home reflect these values. It is the beginning of any self-development work to take a closer look at your own driving values and even at those of your colleagues or direct reports.

In the field of Neuro Linguistic Programming, the study of how language affects behaviour, there’s an exercise called ‘The Parts Integration’. Its main premise is that all humans operate from their values. I found it fascinating that you can identify a feeling or an action as coming from a ‘part’ of your body. Amazingly, when you ask people to identify anger at a co-worker or sadness at a lost job opportunity and ask them to point to it, they can visualize it coming from somewhere in their body. The rest of the exercise takes a leap of faith and involves isolating and speaking to the part about what “it” wants for the person to whom it belongs. And the question that’s repeatedly asked is “even more than that, what does it want?” until the “part” reveals a deep core value. This value can be anything such as ‘happiness’, ‘love’, ‘truth’ or ‘peace’.

I remember one American woman in class standing up angrily and fighting with the instructor when she gave Osama Bin Laden as an example of a man whose core value was ‘security’ which explained his acts of heinous crime against his fellow man. But I understood the instructor’s point.

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