What I Look for in Candidates When Making a Staffing Hire

What You Need to Get Hired at a Staffing Agency

get hired today!No single position is like every position and no individual candidate is like any other candidate. Therefore, it becomes important to understand that the evaluation of an employee is just as important as knowing what type of positions you have to fill. The staffing industry does not exist without good workers that are willing to do a job and do a job well. The trick that is given to each staffing agency is finding that match between qualified candidate and quality position for each individual and company.

This is my guide to find out one side of that equation. What do I look for in a candidate when looking to make a hire?

First Impression

First impression is always the first thing that all humans observe. We believe that we learn all we need to know about a person within the first 7 seconds of meeting them. Therefore, it is important to put on a good attire and present yourself in the manner you want to be view. Also is this appearance match the type of position/pay you are looking for. As recruiters we feel you must manifest in your presentation where you would like to end up.

Communication, Confidence, and More

After presentation we continue on an observation and self-awareness standpoint. How an individual communicates is vital to matching them to the job that will be ideal for their situation and the client’s specific needs. It then becomes necessary for the candidate to be able to sell his/her skills to me. Each individual must be as sold on themselves as an employee as they would want an employer to feel. Don’t mistake confidence and a surety in one’s abilities for cockiness or a boastful attitude. This can also be interpreted as a go-getter attitude. Employers will always be more excited about a candidate that is interested, involved, and shows a dedicated personality.

Staffers and Employers always notice the little things; Does this person drag their feet? Do they pay attention? Do they make eye contact? Do they ask questions? These are things can force an employer to choose one candidate over another.

The Most Important Skill

dependability skillFinally, there is one quality that I look at almost more than any other quality when making a staffing hire, dependability. Dependability is the quality of being able to be counted on or relied upon. This is when you do things that you say you are going to do and you keep promises.

When I look at a resume that shows an individual jumping from job to job within a short amount of time without clear explanation, I immediately assume that there is a reason for that, and they can’t be depended on to stay at a job for any length of time. When a person has a history of being late or absent, that will be how I view them in the future. But if someone is dependable above all else, I will feel much more inclined to make sure that they are matched with a good company. Each employee is an extension of our company and therefore is a representation of Your Employment Solution’s product and employees. Skills can be learned and developed, but dependability is an intangible that people either have or don’t have. I consider that to be the #1 most important quality for every possible new hire to have and display.

People are imperfect and so it becomes difficult to have a perfect equation on how to match each individual with the perfect job. However, these are the things I feel will allow me to do so with a much higher probability of success and accuracy. It is my hope that each candidate will value these qualities in order to show their personal value as an employee.

Logan Laws
Branch Manager | North Salt Lake Staffing Office
Your Employment Solutions

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Getting and Keeping Your Employees Engaged at Work

keeping employees engaged at workWhen your employees are engaged, they are productive, positive and less likely to quit because they are satisfied with work. As a business leader, it should be your goal to make sure that your employees feel engaged and satisfied while they are at work. So, how do you get (and keep) your employees engaged in the office? Here are some guidelines:

Don’t be afraid

When you manage your company out of the fear of people quitting, they will never be engaged. Push yourself to be a great leader and encourage your team to be the best possible. When your team accomplishes something great, all the push is worth it. A team that isn’t seeing any accomplishments is composed of the wrong people or working from the wrong plan.

Be transparent

Your employees need to know what’s going on at all times if you want to keep them engaged. People are more engaged with leaders who share, sacrifice, communicate and hold themselves accountable for problems. Take ownership and fix this problem.

Start with Yourself

If you aren’t engaged in your business, your employees won’t be either. Set an example for others and engage along with them. Spending time with the people you work with will create a good relationship and encourage them to stay engaged and positive. When you engage with them personally, most people will become engaged professionally.

Get Rid of Poor Attitudes

No matter how talented an employee is, bad attitudes are destructive. A good team becomes a great team when it is only made up of positive people. Spend time with people and learn who the complainers are. Once you cut them, your team will be more effective.

Set short-term goals

Company culture is created from people and their accomplishments. You should set monthly or quarterly goals that employees can easily hit. These goals need to be discussed and appreciated. If everyone is pushing hard to achieve goals, no one will be unmotivated.

Getting and Keeping Your Employees Engaged at Work

Logan Laws
Account Manager | North Salt Lake Staffing Office
Your Employment Solutions

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Retention and Turnover

retention and turnover

Understanding Retention and Turnover in Staffing

In the staffing industry it is important to understand not only our value when we succeed but also the costs when our goals and expectations aren’t met. Retention and turnover in staffing aren’t 100% under our control. However with a better understanding of how these two factors work we can customize and improve the way we recruit. I believe that without this knowledge we don’t truly comprehend the importance of the Your Employment Solutions mission statement, “Deliver the right people, on time, the first time.”

What is the Difference?

When studying the rates of retention and turnover it is important to understand the links between the two.

Retention is the rate and length at which an employee reaches a standard amount of time at a specific job. A company’s ability to retain workers in their specific jobs can be a direct reflection of the success of the company or specific department.

Turnover rate is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers. A company that is trying to be efficient uses these rates to track how well they are doing and how they are losing or making money and any particular department.

In the Deloitte Research Report, employment and human resources study the changes in retention and turnover rates. They make it a goal to show with statistics the things that make retention better and turnover lower.

The Director of Deloitte Research Group Greg Stoskopf says, “Employees who believe their employers make effective use of their talents and abilities are overwhelmingly more committed to staying on the job.”

Why do Employees Leave?

One of the main questions of this study was asking employees the reasons that they are looking for different employment within the next 12 months. It was found that an average 1/5th of employees wanted to leave the company for reasons such as:

  • Lack of career progress
  • New opportunities
  • Dissatisfaction with supervisor or manager
  • Lack of challenge
  • No bonus or incentives
  • Compensation increases
  • No job security
  • Excessive workload
  • No trust
  • Reduced or inadequate benefits

These are some of the many reasons that a person would leave their current position. This study doesn’t even include those employees that are discharged from their positions. From these reasons, only two of the listed issues above involved the direct compensation of employees. To me, this is explained best by Mr. Skoskopf, he says, “Pay is important, but executives underestimate the importance of promotion and job advancement.”

What Does Turnover Cost?

The importance of retention is even more apparent when studying the impact of turnover in different industries.

rethinking retentionDick Finnigan, the author of Rethinking Retention in Good Times and Bad and a recovery HR director who has solved disengagement and turnover across 6 continents explains in his book the financial effects of turnover.

“Turnover costs companies 12%- 40% of pre- tax income, costs shareholders 38% in additional value in just four high-turnover industries, and annually costs $25 billion annually.”

Kerry Westenskow, vice president of Utah-based Your Employment Solutions, states that basic turnover in the staffing world costs about 1 and ½ times a persons wage from the time the position is open to when the next employee is done training.

The HR Director of Your Employment Solutions Alison Evans has put together a list of cost caused by turnover for one person that range from vacancy costs, replacement costs, separation costs, and training costs. The model she created shows that with a manager making $12 an hour employing someone who makes $10 an hour can cost upwards of $2000 to simply rehire an employee.

How To Up Retention Rates

Despite all the challenges that companies face in trying to stay away from high turnover, Dick Finnigan believes that supervisors and executives can have a huge impact on these rates. He explains that, “Employees quit jobs because they can, they stay for things they get uniquely from supervisors, and the relationships that supervisors make with employees drive retention or turnover.” He continues by simply and effectively stating, “If you have a turnover problem, look first to your managers.”

Turnover in the staffing world is a constant. It’s like a flowing river that can’t be stopped. If we throw pebbles at it and try to solve our problems with small changes, the flow will continue as before. However, if we analyze this river and place strategic walls in the right places, we can reduce and in some cases stop the constant flow. Putting strategies into practice we can improve our retention rates and save both time and money.

 

Logan Laws
Account Manager
Your Employment Solutions

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