[jsfg_cinti] FW: From A Recruiter's Viewpoint Quarterly Newsletter

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FYI
Paul Berge





  HAS UNEMPLOYMENT STABILIZED? While the optimist in all of us wishes it
werent so, the reality is that more confidence in a sustained recovery is
needed before companies will start hiring again. Although GDP growth has
exceeded 3% for two quarters in a row, it will likely take 3.5% to 4.0% to
spur job growth.



  Bob Harrington Associates did not see a significant change in demand that
has historically occurred at the end of the 3Q. We continue to see
consolidation, shutdowns and layoffs with excess capacity still an issue.
Beyond the short-term is the looming question of jobs moving offshore.
Foreign countries seem to be exporting their unemployment to us. The
long-term effect is concerning. The fastest growing part of our economy is
the 30MM jobs in retail and service that pay minimum wages. This is a bleak
picture for our children.



  All of the economic indicators are swinging in the right direction, but
most companies are not seeing a lot of improvement just yet. Similar to the
recession of 90/91, it wasnt until 94 that things began to pick up. All
indicators point to the 2Q of 2004 as the beginning of an improved hiring
market.



  In this issue of From a Recruiters Viewpoint, we provide you with a
look at how to quantify the ever-elusive chemistry needed between
candidate and company for successful hires. This is oftentimes the missing
link that makes the difference between success and failure.



  As always, we welcome your feedback and would be interested in addressing
topics of specific interest to you. Many thanks to those of you who shared
your insights on current market conditions.



  Best Regards,







  Bob Harrington, CPC

  http://www.bobharringtonassociates.com/








  In this Issue
Next Issue
  The Missing Link:
Common Mistakes Made By:

  How to Match Personal Style to Corporate Culture
a. candidates


b. clients



  There are three dimensions to every position opening:  the duties of the
job reflected in the job description, the current challenges of the job or
projects the candidate will face, and the environment or corporate culture
into which the candidate must fit.



  When screening candidates, hiring managers are quick to check that their
professional skills match the job requirements, and that their past
accomplishments provide the experience to meet the challenges to be faced in
the role.  And frankly, for any given position, there are many candidates
with the skills and experience that are capable of doing the job, but there
are very few who will actually get considered as qualified for the role.
Most candidates either fail in the interview or, even worse, after they have
been employed for a short while, because they "just didn't fit in".
Personal style versus corporate culture is the crucial and, oftentimes,
missing link to effectively matching candidate to company.



  Skills and experience can be uncovered with a variety of probing questions
that most hiring managers are very capable of addressing.  But, how do you
determine "fit"?  It is very difficult, if not impossible, to see an
individual's personal style when reviewing their resume alone.



  Most companies are comprised of like-minded people with shared values who
would prefer to hire people just like themselves.  The first step is to
understand and define what type of behavior is successful in your company.
What attributes are admired and respected?  Why do people work there?  What
types of people have done well working for you?  Why do people stay there?
These details need to be articulated and be made part of the profile for the
position.



  Chemistry and fit are all about shared values and beliefs that drive
behaviors and motivation. On the very first interview, you can assess the
potential for a "fit" by asking this question:  "If you could change 3 or 4
things in your current job and create the perfect job for yourself, what
would you change"?  Then listen carefully and use probing questions to learn
about the candidate's priorities and value system.  This information is
vital to understanding their motivation.  It is the key component for
determining whether a good match exists.  If their motivation is primarily
compensation, drop them immediately.  No one changes jobs primarily for
money.  The underlying question is, "Does what they want, match what you
have to offer"?



  When you realize that they have what you want, and it is time to make an
offer, you can reflect back on their answer to this question and feel
comfortable that you also have what they want, and further negotiations and
counteroffers are negated.



  If you are not honest in your assessment of your own environment, the
misinformed new hire will show up and quickly learn the truth: they bought
into a culture whose values are different than theirs.  The resulting
disconnect will likely diminish their performance and, ultimately, their
retention.  In order to recruit and retain top talent, addressing the

  missing link is the key to getting the right person into the job.



  Sometimes it is best to leave this brutal honesty and objectivity to an
executive recruiter whose livelihood depends on knowing his client's culture
and making good matches for the long-term.





  From a Recruiter's Viewpoint
  Volume 6, October 2003





  Custom Recruiting Solutions for the Printing & Packaging Industries.

  200-D Hillstone Drive Jamestown, NC 27282 (336) 454-1500 Fax (336)
454-6011





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